The Homeless to Homes Shelter Collaborative aims to transform emergency shelter services for single homeless individuals in Cincinnati. It involves five service organizations partnering to build new facilities and improve existing shelters, providing high-quality shelter with on-site services to help individuals exit homelessness. This will be done through specialized shelters, expanded capacity, and increased case management and services like job training, with the goals of shorter periods of homelessness and more efficient returns to permanent housing.

1. shelter and services today
stability tomorrow
Homeless To Homes Shelter Collaborative

2. from homeless to
HOMELESS TO HOMES SHELTER COLLABORATIVE
The Homeless to Homes Shelter Collaborative works to improve the
local emergency shelter system for single individuals.
The Collaborative formed in 2009 to implement the emergency
shelter strategy for the City of Cincinnati and Hamilton County in the
Homeless to Homes comprehensive plan to serve homeless individuals.
Five human services organizations—City Gospel Mission, Drop Inn
Center, Lighthouse Youth Services, Talbert House, and YWCA of
Greater Cincinnati—partnered with Strategies to End Homelessness,
Inc. and Cincinnati Center City Development Corporation (3CDC)
to build a better system and help ensure homeless people receive
the high-quality emergency shelter and services designed to
assist them out of homelessness.
This combination of shelter and services provided by a collaborative
of partners is believed to be an unprecedented approach to ending
homelessness for single individuals in the state of Ohio. The
Collaborative will transform how men and women are served resulting
in greater stability for them and for the entire community
mission

3. HOMELESS TO HOMES SHELTER COLLABORATIVE
the need
Homeless individuals are frequently out of options: they lack the financial, emotional,
and family resources to support themselves. Many experience trauma or struggle with
physical and emotional challenges. Physical disabilities, mental illness, substance
abuse are not uncommon. Limited resources and space constraints in existing facilities
have proved to be obstacles in meeting the needs of the homeless. Until now.
community response
The Homeless to Homes Shelter Collaborative has been called ‘first of its kind’ in the
state of Ohio—an unprecedented approach to combine improved shelter facilities and
evidence-based services proven effective in moving homeless people toward greater
stability in their lives. The goal is not simply to provide a safe haven in an emergency
shelter, but rather to enable homeless individuals to assume greater responsibility for
their own lives.
paradigm-changing strategy to end homelessness
— Daytime services capability will enable people to come in off the streets at night and
not force shelter providers to turn residents on to the streets during the day.
— During the day, various services will be offered including drug and alcohol treatment,
mental health services, and job search and training
— Increased case management support will afford residents the assistance they need
to navigate complex systems effectively
measurable outcomes that will improve quality of life
The Shelter Collaborative pledges to hold itself accountable for achieving measurable
results through a coordinated, community-wide system:
— Shorter duration of homelessness
— Increased employment and income for clients
— More efficient return to permanent housing
— More efficient and targeted use of current shelter capacity
— Increased level and ease of connectivity to medication, and substance abuse and
mental health services
financial snapshot
Collaborative Total Capital Investment: $37.2 million
Invested to Date: $28.7 million
Capital Needed: $8.5 million
Collaborative Total Operating Budget: Combined, approximately $3 million annually
(when all five shelters are fully operational)
Committed to Date: Approximately $500,000 annually 2013-15

4. from homeless to
HOMELESS TO HOMES SHELTER COLLABORATIVE
The Homeless to Homes Shelter Collaborative will follow a step-up model, incentivizing residents to
engage in the services that will assist them out of homelessness.
—Decrease the number of people sleeping on the streets, under bridges, in doorways or parks
—Decrease the length of time that people are homeless
—Increase the number of individuals who successfully move from shelter to housing
—Increase the number of individuals who obtain additional income while in shelter
—Deconcentrate the 296 homeless shelter beds currently located in the center city
—Establish a coordinated, community-wide system with opportunities for volunteers and community
groups to support the mission of ending homelessness
—Continue to improve the urban culture and livability of the downtown Cincinnati area
strategies to end homelessness and homeless to homes plan
stability tomorrow
The Homeless to Homes Shelter Collaborative
combines new facilities and systemic service im-
provements to help move people to stability and
greater self-reliance.
In 2008, Cincinnati City Council requested by or-
dinance a plan to ensure that “homeless individuals
have safe, appropriate shelter facilities that provide
comprehensive services necessary for homeless indi-
viduals to obtain and maintain houising.” Strate-
gies to End Homelessness, Inc. then facilitated an
inclusive community planning process which result-
ed in the Homeless to Homes Plan. Since its adop-
tion by the City of Cincinnati and Hamilton County
in 2009, the Homeless to Homes Plan has sough to
ensure that single homeless individuals have access
to not only appropriate shelter facilities but also the
comprehensive services which facilitate movement
from shelter to permanent housing. The Homeless
to Homes Shelter Collaborative includes Strategies
to End Homelessness, Inc., City Gospel Mission,
Drop Inn Center, Lighthouse Youth Services, Talbert
House, YWCA of Greater Cincinnati, and its devel-
opment partner Cincinnati Center City Develop-
ment Corporation (3CDC).
The Shelter Collaborative is building a better sys-
tem to serve those in need of emergency shelter. Plans
do not call for an increase in shelter capacity, but
rather reconfiguring existing shelter capacity to better
meet the needs of homeless people by providing:
—Specialized shelter for single women
—Specialized shelter for young adults
—Expanded faith-based shelter capacity for men
—Expanded substance abuse treatment capacity
—Safe shelter to ensure that no one is forced to
sleep on the streets.

5. HOMELESS TO HOMES SHELTER COLLABORATIVE
City Gospel Mission (CGM) empowers individuals to
break the cycle of poverty and despair, and collabo-
rates with local churches to offer a variety of one-to-
one relationship-focused programs and services to
equip those in need with the spiritual, emotional and
physical skills and resources to achieve life transfor-
mation. CGM provides hot meals and a safe environ-
ment to the homeless and hurting, as well as com-
prehensive recovery programs including transitional
and supportive housing and aftercare. As a part of
this collaborative, a new 118-bed (74 shelter beds,
36 Exodus Program beds), 62,680 SF facility will be
built in Queensgate to serve homeless individuals
seeking a faith-based, service-enriched shelter.
city gospel mission
“ThecollaborativewillhelpCity
GospelMissionservemorepeopleby
providingmuch-needed spaceforcase
managersanddayprogramming—
bothofwhichwillincreaseourlong-
termsuccessinbreakingthecycleof
povertyanddespairamong
thehomelessandhurting,”according
toRogerHowell,President/CEO.
RodneyD.Swope,Boardchair,
comments:“Ourcityis being
transformedthroughtheHomelessto
HomesShelterCollaborative,which
providesthehomelessandhurting
theirmostessentialneedslikefood
andshelter. Asweworktogetherto
breakthecycleofpovertyanddespair,
wefosterincreasedemployment
andcontributetothegrowthand
inclusivenessofthelocaleconomy.”
Roger Howell, President/CEO (left) and
Rodney D. Swope, Board chair (right).
118 beds in 62,680 square foot facility
Focused on serving emergency and transitional
housing needs of individuals. Full day services and
programming eliminates forced exit during daytime
hours; increased ratio of case workers to residents,
opportunity for increased volunteer and staff one-
to-one interaction with residents, co-located with
the Jobs Plus employment program and partner or-
ganization, Lord’s Gym. In addition, improved sleep-
ing arrangements offer a better environment and re-
duce health concerns.
Site: Queensgate
Status: Site secured, building permit issued
Total Capital Investment: $13.5 million
Raised to date: $10.9 million
Needed to complete: $2.6 million

6. The Drop Inn Center is a community of residents,
staff and volunteers working together to provide ba-
sic human services for people of the Greater Cincin-
nati area experiencing homelessness. The Center’s
primary commitment is to offer a place to stay for
those in need now, and to help residents find and
maintain a permanent place of residence in the fu-
ture. For those who find themselves hungry, alone,
frightened, or homeless, the Drop Inn Center is a
place to turn for hope and for help. The Drop Inn
Center has identified a need for a 54,000 square foot
facility with 150 beds, and is currently in the site- se-
lection process.
drop inn center
AccordingtoArleneNolan,Executive
Director: “TheHomelesstoHomes
ShelterCollaborativewillenhancethe
livesofhomelesspeopleinHamilton
Countybyprovidingahigherlevelof
coordinatedcareandservices,withthe
goalofhelpingresidentsquicklyobtain
andthenmaintainhousing.”
DropInnCenterBoardmemberKent
Cashell: “ThenetgainforGreater
CincinnatifromtheHomelessto
HomesShelterCollaborativewillbe
fewerhomelesspeoplelivingonthe
streets,whichmeansavitalquality
oflife,animprovementtotheentire
community.”
150 beds in a 54,000 square foot facility
A newly constructed facility for men will include ex-
panded and more efficient sleeping quarters, added
parking and security along with full day services and
programming for issues relating to mental health and
substance use disorders; an increased number of expe-
rienced case managers providing intensive services to
residents, assisting residents to negotiate complicated
systems and return to housing; updated kitchen to
provide three daily meals, updated laundry.
Site: To be determined
Status: Site search underway
Total Capital Investment: $13.3 million
Raised to date: $7.5 million
Needed to complete: $5.8 million
Arlene Nolan, Executive Director (left)
and Kent Cashell, Board member (right).
from homeless to
HOMELESS TO HOMES SHELTER COLLABORATIVE

7. HOMELESS TO HOMES SHELTER COLLABORATIVE
Lighthouse Youth Services is a multiservice agency
providing social services to children, youth and fam-
ilies in southwestern Ohio. Operating since 1969,
Lighthouse is nationally recognized as an innovator in
services for families in crisis, for homeless youth and
young adults, for youth learning to become self-suffi-
cient, and in foster care for abused or neglected chil-
dren. Representing the first success of the Collabora-
tive, the Sheakley Center for Youth, a 12,000 square
foot facility with 30 beds for young adults (age 18-
24), has been operating on Highland Avenue since
January 2012.
sheakley center for youth
BobMecum,President/CEO:
“Endinghomelessnessrequiresthe
fullparticipationofthecommunity.
WorkingwiththeHomelesstoHomes
ShelterCollaborativewillenable
eachofustomorefullyengageinthis
effort.”
TimTimmel,LYSBoardchair: “The
BoardofTrusteesofLighthouseYouth
Serviceshaveapprovedastrategicplan
thatcallsforLighthousetoendyouth
homelessnessinCincinnatiby2020.
OurparticipationinthisCollaborative
isaperfectlyleveragedstrategyinour
effortstoendyouthhomelessnessin
ourcity.”
30 beds for youth (18-24 years old) in a
12,000 square foot facility
Comprehensive day services, increased number of
case workers to provide intensive case management
and support; 24-hour staffing and programming
Site: 2522 Highland Avenue
Status: Construction completed; program operat-
ing
Total Capital Investment: $2.3 million
Raised to date: $2.3 million
Needed to complete: 0
Tim Timmel, Board chair (left)
and Bob Mecum, President/CEO (right).

8. Talbert House operates a community-wide network
of social services with over 36 proven programs fo-
cusing on prevention, assessment, treatment and
reintegration. Through the collaborative, in July
2012 Talbert House opened the Parkway Center,
a 60-bed facility for homeless men with substance
abuse issues, providing emergency shelter and so-
cial services to help solve the problems that have left
them homeless.
talbert house parkway center
NeilF.Tilow,President/CEO: “We
valueourpartnershipwithStrategies
toEndHomelessnessandourpeers
whoprovidequalityshelterand
servicesinourcommunity. Thisis
agreatexampleofhowthehuman
servicesindustryworkstogetherand
collaboratestosolveproblemsand
makeadifference.”
PaulBrunner,Boardchair:“Everyone
shouldhaveaccesstosafe,affordable
housinginourcommunity. Bringing
thecorporate,philanthropic,and
nonprofitcommunitytogetherto
improvethequalityoflifeforhomeless
individualsisaneffortTalbertHouse
wantstogetbehind.”
60 beds for men in 25,000 square foot
facility/Parkway Center
Offers transitional housing for homeless men with a
focus on sobriety and independent living. Intensive
substance abuse treatment provided on-site daily,
including counseling, case management, and treat-
ment groups.
Site: Central Parkway
Status: Operating
Total Capital Investment: $3.8 million
Raised to date: $2.8 million
Needed to complete: $1 million
Neil F. Tilow, President/CEO (left)
and Paul Brunner, Board chair (right).
from homeless to
HOMELESS TO HOMES SHELTER COLLABORATIVE

9. HOMELESS TO HOMES SHELTER COLLABORATIVE
The YWCA of Greater Cincinnati is dedicated to elim-
inating racism, empowering women and promoting
peace, justice, freedom and dignity for all. Program
areas include anti-violence, shelter and housing, ra-
cial justice, workforce development, education and
literacy, youth and teens, women’s leadership and
development, health and wellness, and emergency
food assistance. As a part of the collaborative, sin-
gle homeless women will soon be served in a new
20,000 SF, 60-bed facility on Reading Road, which
will be designed to meet the unique needs of home-
less single women. For the first time locally, single
women will be served in their own facility
ywca of greater cincinnati
DigiSchueler,Boardchair:“Homeless
womenwillhaveasafe,welcoming
andholisticplacetolivewhiletheyheal
andeventuallybecomeself-sufficient.”
CharleneVentura,President/CEO:
“Thisseven-agencycoordinated
approachisanunprecedentedresponse
totheproblemofadulthomelessness
inourcommunity. Itwillbecomea
nationalmodel.”
60 beds for women in a 20,000
square foot facility
In addition to immediately meeting basic needs for
food, shelter and safety this specialized women’s fa-
cility will focus on reducing trauma and optimizing
health including full day-treatment services tailored
to each woman’s specific needs with high quality
individualized case management.
Site: Reading Road and Kinsey Avenue
Status: Site preparation completed
Total Capital Investment: $8.1 million
Raised to date: $5.4 million
Needed to complete: $2.7 million
Digi Schueler, Board chair (left) and
Charlene Ventura, President/CEO (right).

10. Q: What will the Shelter Collaborative accomplish?
A: The Homeless to Homes Shelter Collaborative combines new facilities and sys-
temic service improvements to help move people to stability and greater self-reli-
ance. Strategies to End Homelessness, Inc., the five shelter operators, and devel-
opment partner Cincinnati Center City Development Corporation (3CDC) have
been working together to upgrade our community’s shelter facilities and services,
which are lacking due to limited resources and space constraints in existing facili-
ties.
The planned changes would significantly improve the quality of the current
shelter capacity, and better meet the needs of homeless individuals by providing
day services such as drug and alcohol treatment, mental health services, and job
search and training. The availability of such services encourages homeless people
to come in off the streets, and eliminates the need for shelter providers to turn
residents onto the streets during the day.
Higher quality and increased case management services will ensure that residents
are helped to negotiate complex systems, and receive the assistance they need to
exit homelessness. The improved shelters follow a step-up model, incentivizing
residents to engage in the services that will assist them out of homelessness.
Q: Why no new beds?
A:Our system does not need more shelter capacity. Instead we need to provide
people with better, more targeted services, which will help residents exit our shel-
ters more quickly, reducing demand on the shelter system.
Q: Why is this a ‘better system’?
A: This system will provide high-quality shelters
that include comprehensive, outcome-driven services on site, so that homeless
people are being helped back to housing and stability. In the past our system
“warehoused” people in homelessness--provided them with a place to stay but
little help in getting out of homelessness.
frequently asked questions
from homeless to
HOMELESS TO HOMES SHELTER COLLABORATIVE

11. HOMELESS TO HOMES SHELTER COLLABORATIVE
Q: What outcomes can the community expect?
A: Fewer people will be sleeping on the streets.
The length of time people are homeless will be reduced. A higher percentage of
people will move on to permanent housing, increase their income and achieve
stable employment.
Q: Why these five shelters?
A:There is no “one size fits all” solution to homelessness. Different people and
groups (women, youth, men with substance abuse issues, etc.) need different
services which are targeted toward meeting their unique needs. The Shelter Col-
laborative will provide the comprehensive and customized services needed to end
homelessness for those who enter the shelters.
Q: Will the Collaborative share services beyond this
housing and services program?
A:As the collaborative continues to implement the changes
called for in the Homeless to Homes Plan, the partners are looking for every op-
portunity to improve services while decreasing operating costs by sharing services
such as case management, transportation resources, food service, etc.
Q: What role does Strategies to End Homelessness
play in the Collaborative?
A:Strategies to End Homelessness coordinates
street outreach, emergency shelter, transitional and permanent housing resources
toward the goal of ending homelessness. For the Shelter Collaborative, Strate-
gies to End Homelessness is coordinating joint fundraising for operating dollars
going forward, while 3CDC is coordinating capital fundraising until construction
is complete.
Q: What is 3CDC’s role?
A:3CDC is the development partner for new shelter construction
(City Gospel Mission, Drop Inn Center, YWCA of Greater Cincinnati) and capital
fundraising for the Collaborative.

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HOMELESS TO HOMES SHELTER COLLABORATIVE
Q: What level of community support has the Shelter Col-
laborative secured to date?
A: The Funding Advisors Committee provides financial support for
capital and operating expenses for the Homeless to Homes Shelter
Collaborative. In addition, the Committee counsels Strategies to
End Homelessness and the shelter directors on development efforts
that will support system improvements to end homelessness through
significant capital gifts for new construction, as well as multi-year
pledges for operating support. Members of the Funding Advisors
Committee include Damon Allen, Federal Home Loan Bank; Ann
Barnum, Impact for Health; Chris Bochenek, Carol Ann Ralph V.
Haile Jr./U.S. Bank Foundation; Dwen Chester, City of Cincinnati;
Penny Friedman, philanthropy consultant; Barbara Hauser, Procter
Gamble; Mary Alice Koch, PNC; Donna Markham, Catholic Health
Partners; Helen Mattheis, Greater Cincinnati Foundation; Ross Meyer,
United Way of Greater Cincinnati; Anastasia Mileham, 3CDC.
Q: And for more information?
A: For more information or to pledge support, contact:
Kevin Finn, Executive Director
Strategies to End Homelessness
2368 Victory Parkway, Suite 600
Cincinnati OH 45206
(513) 263-2780
kfinn@end-homelessness.org
http://www.strategiestoendhomelessness.org