Building Changes 2012–2014 Strategic BuSineSS Plan · 2017. 9. 14. · Political, Economic,...

Building Changes transforms the ways Communities work together to end homelessness

Building Changes 2012–2014Strategic BuSineSS Plan

What Guides UsOur MissionBuilding Changes believes everyone deserves the opportunity for a home, a healthy life and a good job. We unite public and private partners to create innovative solutions through expert advice, grantmaking and advocating for lasting change.

Our Vision Ending homelessness together

Our ValuesIntegrity, Collaboration, Results

Where We WorkBuilding Changes provides grants and capacity building to nonprofit organizations across Washington State. We identify and target policy changes at all levels of government.

Strategic Business Planning Committee

Robin Arnold-Williams Secretary, Washington State Department of Social and Health Services

Michael Brown* Vice President Community Leadership, Seattle Foundation

Shelly Crocker*Attorney, Crocker Law Group

Tom Grechis Assistant Controller, Archdiocese of Seattle

Debbie Greiff*Principal, Debbie Greiff Consulting

Barbara Herr* C.P.A., Pinch Hit Consulting, Inc

Grace Huang Public Policy Program Coordinator, Washington State Coalition Against Domestic Violence

Lori Kaiser Vice President, NW Region, Wells Fargo

Amy Low Chief Communications Officer, Landesa

Chris MortonReverend and Executive Director, Associated Ministries

Stephen Norman*Executive Director, King County Housing Authority

Adrienne QuinnExecutive Director, Medina Foundation

Sue Sherbrooke Chief Executive Officer, YWCA Seattle-King County-Snohomish County

*Members of Building Changes’ Board of Directors. See back page for full listing.

Whatcom

Skagit

Snohomish

King

Pierce

Mason

Thurston

Clallam

Island

San Juan

Kitsap

Jefferson

GraysHarbor

Pacific Lewis

SkamaniaCowlitz

ClarkKlickitat

Yakima

Kittitas

Chelan

Douglas

Grant

Lincoln

Benton

Franklin

ColumbiaWallaWalla

Garfield

Asotin

WhitmanAdams

Spokane

PendOreille

Stevens

Wahkiakum

Okanogan Ferry

Employment InitiativesWashington Families Fund Washington Families Fund and Employment Initiatives

Building Changes 2012–2014 Strategic Business Plan 1

Building Changes 2012–2014 Strategic Business PlanIntroductionOf the 20,336 persons experiencing home-lessness on any given night in our state,1 there is no one cause or reason for their homeless-ness. Nor is there one solution to the many factors that contribute to an adult or a family becoming homeless in the first place.

Our work to end homelessness spans many populations, from families and single adults to veterans and youth. Family homelessness, however, is where we have focused a signifi-cant percentage of our efforts and where we are gleaning the most information about what works.

This is what we know about the families who experience homelessness from our evaluations:

• Often headed by single mothers

• Experience trauma in the form of violence

• Involved with the child welfare system

• Struggle with substance abuse

• Are unemployed and in debt

• Have a harder time moving out of homelessness

• Can’t provide stability for school-age children to succeed

• (See Appendix A for High Needs Family profile.)

However, despite the difficult economic cli-mate and state budget cuts, the Washington State Point in Time count revealed that nearly 2,000 fewer people were experiencing home-lessness in 2012 than in 2009.2 (Compared with areas of the country that are seeing increasing numbers of families experiencing homelessness, Washington state has 18 per-cent fewer homeless families with children and 42 percent fewer unsheltered families.3) While point-in-time counts are imprecise, these data suggest that over the last few years the collective efforts of service provid-ers, government agencies, philanthropy, and other organizations assisting the homeless have had a positive effect on this problem.

1 Washington State Department of Commerce. Washington State Point in Time Count of Homeless Persons, January 2012. http://www.commerce.wa.gov/DesktopModules/CTEDPublications/CTEDPublicationsView.aspx?tabID=0&ItemID=10684&MId=870&wversion=Staging

2 Ibid. Washington State Point in Time Count of Homeless Persons, January 2009. http://www.commerce.wa.gov/DesktopModules/CTEDPublications/CTEDPublicationsView.aspx?tabID=0&ItemID=7497&MId=870&wversion=Staging

3 Washington State Department of Commerce. Washington State Point in Time Count of Homeless Persons, January 2012. http://www.commerce.wa.gov/site/1064/default.aspx

2 Building Changes 2012–2014 Strategic Business Plan

What We Do As outlined in this Strategic Business Plan, over the next three years, Building Changes will facilitate the transformation of how communities address and end homelessness by doing what we do best—aligning public and private funding with proven and prom-ising program models, supporting the imple-mentation of these models with funding and capacity building, advocating for policy change, and demonstrating impact. We will provide the vision and leadership necessary to move stakeholders to work collaboratively toward a common goal of ending homeless-ness in our state. We will encourage govern-ments, service providers, and philanthropy to use innovative approaches to ending homelessness through our key activities:

Building Changes’ Key Activities

Grantmaking: We provide grants to housing and service providers to implement promising programs and proven solutions to ending homelessness.

Capacity Building: We build the capacity of our system through training and technical assistance for service providers and government staff so that they have the knowledge and skills they need to change practices, learn from their experiences, and improve their programs.

Policy and Advocacy: We identify and target changes to public policy to better coordinate efforts at all levels of government.

Evaluation: We demonstrate the impact of our approach by collecting and evaluating data, convening stakeholders to collectively learn from the data, and disseminating of our findings.

Building Changes is confident that this posi-tive trend—the reduction in the number of people experiencing homelessness—will continue. We and our partners—service providers, advocacy allies, philanthropy, and government—have a growing evidence base that demonstrates we know how to reduce and eventually end homelessness. Our 2012–2014 Strategic Business Plan provides a roadmap for how Building Changes will support the transformation of our communi-ties’ responses to homelessness.

Building Changes’ Role in Ending HomelessnessBuilding Changes serves as an intermediary among philanthropy, government agencies, and service providers, seeding and nurturing fundamental change in the way our commu-nities collaborate and coordinate efforts to address homelessness. We add value by pro-viding technical expertise, program design and planning, sharing the latest information on successful practices, and by aligning pub-lic and private funding toward effective solu-tions for ending homelessness. We do this so that fewer people experience homeless-ness, and those who do get connected with the support they need to move into stable homes and jobs.

An Intermediary is an entity outside the system, a broker, a problem-solver, and a trust-builder that is not tethered to any of the parties who must negotiate and develop a new system. An intermediary has a clear point of view and stands between philanthropy and government, on the one hand, and providers, advocates, and consumers, on the other. Positioned in between stakeholders, an intermediary is a neutral party that facilitates the convening of people, ideas, and resources, and provides an informed point of view that helps groups discuss, plan, manage, and ultimately implement change.4

4 Concept of Intermediary excerpted from “What is a Locally Based Intermediary? What Work Does It Do? What Makes it Effective? A Concept Paper,” Joan Walsh, Maria Campbell, Urban Strategies Council, Oakland, CA, July 1995

2012–2014 Strategic Business Plan


Our Stakeholders Many people, organizations, and coali-tions are integral to our approach to end-ing homelessness. These stakeholders play a valuable role in implementing new best practices both on the front lines and behind the scenes. They lend their voices as allies in advocating for changes to our system. They are both our targets of change and mak-ers of the change that ultimately benefits those who are experiencing homelessness. Ultimately, we gauge our collective success by our impact on intended beneficiaries.

Our ApproachThe approach that guides our work is based on cutting-edge research, provider and ben-eficiary experience, and rigorous evalua-tion. And it is based on the philosophy that funders and nonprofits will be more effective

operating collectively toward shared goals than in an isolated fashion toward individ-ual goals. We believe it is possible to end homelessness, and that we know how to do it, collectively, in Washington state. What it requires is a fundamental change in the way we all work together. All of our activities support the implementation and sustainabil-ity of creative, collaborative, and impactful solutions for ending homelessness.

Systems Change is a human enterprise, one in which the members of a community, its institutions, policy makers, and other stakeholders collaborate to develop new ways of working together to solve a social problem. These stakeholders mutually agree to apply their resources, authority, technology, ideas, and values to new activities and interventions that result in new practices, policies, and funding in the public interest5.

Building Changes Key Stakeholders

Our FundersStakeholders who are asking

for and/or paying BC for results and deliverables

Organized Philanthropy and

DonorsIncludes Foundations and Corporate Giving

Housing and Service Providers

Nonprofits that hire us on a fee-for-service

basis

GovernmentFederal, State, County and Quasi Government

entities

Our AlliesStakeholders BC is asking for help from in advocating for

systems change

Organized Philanthropy

Housing and Service Providers and the People They Serve

Policy and Advocacy Agencies and

Coalitions

Targets of Systems Change

Stakeholders BC is encouraging, and helping, to

change their systems and practices

Organized Philanthropy

Housing and Service Providers

Government EntitiesAdministrative Agency

Leaders & Staff and Elected Officials

BeneficiariesStakeholders who benefit

from BC activities

People experiencing -or at risk of

experiencing -homelessness in WA

5 Concept of Systems Change excerpted from “Laying a New Foundation, Changing the Systems that Create and Sustain Supportive Housing,” Debbie Greiff, Tony Proscio, and Carol Wilkins, Corporation for Supportive Housing (CSH), 2003.



Building Changes’ Approach to Ending Homelessness

Building Changes’ approach to ending homelessness is a mix of both proven and promising practices, many of which are being implemented in communities across the country. We are learning as we go from our own programs and incorporating new ideas from other communities as we apply these strategies.

Prevention: Help people who are at risk of becoming homeless with services that stabilize them before they end up in shelter or on the streets.

Coordinated Entry and Assessment: For those who become homeless, simplify their access to housing and services by coordinating their applications and referring them to programs that have worked for people like them.

Rapid Re-Housing and other Housing Resources: Quickly provide the type, amount, and duration of housing assistance that each individual or family needs.

Tailored Programs and Services: Match the services to the particular individual’s or family’s needs instead of using one-size-fits all approaches.

Economic Opportunities: Help people stabilize their housing, long-term, by supporting educational and workforce development opportunities.

Evaluation: Collect data and continually evaluate the impact of these approaches in order to improve, and scan the country for innovative ideas to bring to our communities.



Political, Economic, Social, and Technological LandscapeOur Strategic Business Planning Committee worked with us to identify the current and future environments we might encounter in executing our strategies. For example, we concluded that with a U.S. economy weak-ened by recession, the political and pub-lic will to end homelessness might also be weak. We’re using these challenges as an opportunity to identify policy and practice innovations that support smart government, and we’re continuing to build strong public-private partnerships to reverse the tide of homelessness.

“ We identify policy and practice innovations that support smart government, and we build strong public-private partnerships to reverse the tide of homelessness.”

Racial Disproportionality and DisparityRacial disproportionalities remain sig-nificant in Washington state. More than 40 percent of the families served by the Washington Families Fund are people of color. African Americans represent more than half of that number. We are commit-ted to working with our partners to reduce these disparities, and will develop and dis-seminate our plan for this in 2013.

Increased Visibility of Our WorkOver the course of our planning in 2011, we also set out to improve internal and external messaging and establish an organizational identity that would increase the visibility of our work, our leadership, and our impact.

Planning Context Between August and December 2011, Building Changes conducted a strategic planning process primarily led by staff, with review and input from an esteemed strate-gic business planning advisory committee consisting of board members and outside experts. Our planning process took into account a number of significant contextual factors outlined below.

Leadership TransitionConcurrent with the strategic planning pro-cess, Building Changes was engaged in the final stages of a carefully planned, inten-tional executive succession and transition process to ensure the leadership stability of the organization. In April, 2012, Deputy Director Alice Shobe, who had been with the organization for more than three years, assumed the role of Executive Director of Building Changes, replacing founding Executive Director Betsy Lieberman. Betsy remained on staff through June 2012 to lead a highly successful campaign to raise funds for innovative program work.

Mission TransformationOver the past eight years, Building Changes has been transforming its mission from an agency focused on AIDS housing to one focused on the broader issue of homeless-ness. In 2012, Building Changes will com-plete this transition by divesting itself of assets and programmatic work associated with its legacy AIDS Housing of Washington (AHW) housing business and focusing on developing the funding model to support our work as an intermediary for systems change (see p. 11, New Funding Model).



Strategies for Change 2012–2014Building Changes believes that by working as an intermediary and providing fund-ing, capacity building, and policy guid-ance to encourage others to use innovative approaches, fewer people in Washington State will experience homelessness and

those who do will quickly be connected with the housing and services they need. We have three overarching strategies that will guide our work over the next three years and have the following impact in our communities across Washington state.

•Fewer people in Washington state experience homelessness as demonstrated by a 50 percent reduction in family homelessness in King, Pierce, and Snohomish counties by 2020.

•More people are prevented from becoming homeless as demonstrated by a reduction in the number of new people entering homelessness.

•Those who are homeless or at risk will have access to services as demonstrated by a reduction in the number of nights people experiencing homelessness.

•Housing and services are matched to the needs of families and individuals, as demonstrated by a reduction in the number of time people fall back into homelessness.


Community Impact1. Lead efforts in Washington State to increase and align public and private funding

and policies towards practices proven to prevent and end homelessness.

2009-2011 Successes 2012–2014 Key Initiatives

Garnered $3M from the Washington State Legislature for the Washington Families Fund.

Seek New Funding Commitments from government partners to implement our approach statewide. Seek state allocation for Washington Families Fund from legislature in 2013.

Championed Change by Partnering with Allies to pass the Telephonic Informed Consent Bill in Washington State Legislature, increase McKinney Vento funding, and retain the Document Recording Fee.

Nurture Relationships with Influential Partners and Allies to encourage collaboration and support for policy changes that create positive change in the areas of: affordable housing, homelessness, child welfare, employment and domestic violence issues, education and behavioral health.

Developed Policy Paper “Ending Family Homelessness in Washington State,” which offers innovative approaches to serving homeless families and recommendations for moving these approaches forward.

Advance Policy and Advocacy by identifying key homeless policy initiatives or targets of change that support and strengthen our approach, advocating for changes to policy, and supporting our stakeholders to implement.

2. Provide leadership and vision so that governments, nonprofits, and funders in Washington state implement proven practices, collaborate with others, and sustain their effectiveness in ending homelessness.

2009-2011 Successes

Memorandum of Understanding signed in March 2009 solidified the commitment of twenty-three public and private entities to end family homelessness in Washington State. Created the Washington Families Fund Steering Committee.

2012–2014 Key Initiatives

Enhance Evaluation of our activities by developing and executing a comprehensive measurement and learning plan. Communicate our collective findings.

Granted More than $10M to nonprofit housing and homelessness providers across all of our program areas.

Award $10M in Washington Families Fund Grants to reduce family homelessness in Washington State.

Launched Systems Innovation Work in King, Pierce, and Snohomish counties to test emerging new concepts in preventing and ending homelessness.

Award $11.9M in Washington Families Fund Systems Innovation Grants to catalyze work in three counties.

Leveraged More than $9M from the counties in 2011 to support Systems Innovation.

Align $30M from Other Public and Private Sources to support Systems Innovation.

Our Economic Opportunities Initiative built the capacity of 25 nonprofits across Washington State to help vulnerable populations with employment and public benefits.

Build Grantee Capacity through training and individualize assistance and peer-to-peer networking. Leverage our expertise in employment/benefits, child welfare, prevention, coordinated entry, and HIV/AIDS.



Documented Early Evaluations of our Moderate- and High-Needs Family Model programs.

Document and Disseminate Best Practices to educate our stakeholders about our strategies, programs, and evaluation, and to influence policy, programming and funding on behalf of homeless populations, locally and nationally.

Convened “Silos-to-Systems” Meeting of local, state, and national leaders in the field of homelessness to develop a shared agenda for making policy changes in the areas of child welfare and income and work supports for vulnerable families.

Sponsor a Data Convenings of local and state stakeholders to review emerging data from our systems, organizational, and family evaluations; and explore implications, possible adjustments, and promising new directions.

Organizational Impact3. Strengthen Building Changes’ staff, board of directors, and financial foundation

to deliver results.

2009-2011 Successes 2012–2014 Strategies

Implemented a Succession/Transition Plan for executive and key leadership positions.

Raise $1M via the Innovations Campaign

Transferred Ownership of our Legacy AIDS Housing to other nonprofit organizations.

Substantiate New Funding Model attracting funds for innovative programming.

Limited Administrative and Fundraising Expenses to 22 percent and 3 percent respectively.

Contribute $300K to Operating Reserves over 3 years.

Complete Racial Disparity Strategy to address racial disparity and disproportionality by mid-2013.

Enhance and Strengthen Staff to deliver our strategies via training, compensation, communications, diversity, and emphasis on employee satisfaction.

Recruit New Board Members and support entire board to steward agency missions, goals, strategies, advocacy, and fund raising activities.

Leverage Communications to influence, educate, and demonstrate our impact both locally and nationally.



New Funding ModelIn 2005, Building Changes launched its role as an intermediary for ending homelessness in Washington state with the support of investments from philanthropy and govern-ment. That collective effort was the begin-ning of a new era, which included a new name and an updated mission. Over the past seven years, we have built and sustained long-term relationships with multiple public and private funders. (See Appendix B for a list of our Key Investors.)

In 2009, the Bill & Melinda Gates Foundation made a significant investment in Building Changes, providing cornerstone funding for the expansion of the Washington Families Fund that would include focused systems change pilots in King, Pierce, and Snohomish counties. This investment allowed us to fully transition our focus from government-sup-ported AIDS housing work to the broader issue of homelessness and a greater reliance on private philanthropy.

We have revised our fundraising model, believing that we need to find, develop, and sustain funders who believe in our approach and want to support our role as a systems-change intermediary. Drawing upon national research by the Bridgespan Group6 on the top 10 funding models for nonprofit

organizations, Building Changes identified a new funding model to help us continue to build a reliable revenue base that sustains our programs and increases our impact. This new model targets commitments from pri-vate and public investors—those interested in long-term, sustained results, and who understand that fundamental change and the testing of new strategies takes time.

“ Our new funding model targets investors who are interested in sustained results, and who understand that fundamental change and the testing of new strategies takes time.”

We’re looking for investors who value our expertise and our role as a bridge between nonprofits, government, and philanthropy. We’re seeking donors at all levels, who are willing to make the “bet” that our approach will create lasting change, and that the com-munities in which we work will be trans-formed as a result of these efforts. We expect to continue the trend we developed between 2005 and 2008 of attracting mostly private philanthropic and public resources.

6 Kim, P., Perreault, G., and Foster, W. (2011) Finding Your Funding Model: A Practical Approach to Nonprofit Sustainability. Report. Boston: The Bridgespan Group Inc.


transformation to an intermediary focused on ending homelessness from an organiza-tion that developed housing and provided national technical assistance related to per-sons living with HIV/AIDS.

We project that private funding will be the source for a majority of our operations. Public funding, however, will remain an essential component of our grantmaking and capacity building activities.

Ongoing commitments from our existing funders enable us to forecast a high degree of financial stability for 2012–2014. We have secured funding for an average of 92 per-cent of our operating expenses over the next three years.

By 2008, Building Changes’ operations were predominately funded by private resources, and secondarily, by public resources. This shift reflects the agency’s intentional

33%

66%

1%

2008* Gov. Grants/ContractsPrivateInvestment/Other

18%

80%

2%

2011*Gov. Grants/ContractsPrivateInvestment/Other

2%

76%

2%20%

2014 ProjectedGov Grants/Contracts PrivateInvestment/Other TBD

Operations Funding Past and Projected

* 2008 and 2011 do not include revenue-associated AIDS Housing owned by Building Changes. Divestment of these properties will not be completed until 2012 year-end.

Operations Funding Past and Projected



We are able to forecast, with a high degree of probability, the private funds projected, due to existing commitments with private funders. Our projected sources of public fund-ing include: Washington state via a legislative allocation and federal government awards via a competitive process. The amounts fore-casted are based on past allocations over the last five years.

Building Changes re-grants public and pri-vate funding to housing and service provid-ers to directly support people experiencing homelessness in Washington state. Our most prominent grant program is known as the Washington Families Fund, but we imple-ment other grant programs based on fund-ing availability.

45%55%

2012-2014Federal/State Private

Total grant funds awarded: $21.9M

($12M)($9.9M)

61%

39%

2009-2011Federal/State Private

Total grant funds awarded: $10.1M

($6.2M)

($3.9M)

Grant Funding Past and Projected

Grant Funds Past and Projected



Our 2012–2014 projections assume that operating costs will remain moderately flat. Expenses are higher in 2012 than in upcoming years due to costs associated with the completion of the following proj-ects: the transition of our housing assets, the transition of our executive director, and

2012–2014 Baseline Financial Projectionsthe wrap up of our Innovations Campaign. The $21.9M in funds that Building Changes plans to re-grant between 2012–2014 are not included in these projections because the amounts fluctuate year-to-year based on the amount of funds raised.

2012-2014 Baseline Financial Projections†

Operating B udget B efore Grantmaking Revenue and Expenses

2012 B udget 2013 Projection 2014 Projection

Support and R evenue

Total Secured Support 3,729,758 3,356,795 3,078,636

Total Projected Earned Income & Other 182,364 191,364 211,364

Support To Be Determined 97, 512 181,076

Total Support and R evenue 3, 912,122 3 , 645,671 3 , 471,076

Expenses

Total Personnel Costs 2,021,892 2,082,549 2,145,025

Other Operating Costs 1,885,851 1,563,122 1,326,051

Total Expenses before Grantmaking 3, 907,743 3 , 645,671 3 , 471,076

Revenue Over Expenses Before Grantmaking 4,379 0 0 † an average of 92% of funding sources have been identified to meet baseline operations in future years



Appendix A: Washington Families Fund High-Needs Family ProfileThe Washington Families Fund is a public-private partnership that seeks to expand the availability of supportive housing by pro-viding stable, long-term funding to agen-cies with the best models for ending family homelessness and strengthening communi-ties throughout Washington state.

The Washington Families Fund High-Level Service Model is intended for agencies that serve chronically homeless families who are experiencing co-occurring disorders and multiple barriers. This model focuses on permanent supportive housing with intensive wrap-around services. Since 2008, Washington Families Fund programs have served more than 200 High-Needs Families. The profile below represents the average High-Needs Family served by the Fund and is based on data collected through baseline assessments of 202 families.

• The head of household is female, 32 years old, and single.

• She has two children, possibly including at least one child living away and an open Child Protective Services (CPS) plan.

• She has experienced a high incidence of trauma, most likely physical or sexual violence.

• She has one or more indicators of mental health conditions, including anxiety, moderate or severe depression and impaired mental health functioning.

• She has received treatment for substance abuse.

• She may have a criminal history, including a felony conviction and time spent in jail or prison.

• She is not currently employed and reports a disabling condition that prevents her from working.

• The family’s main source of income is state welfare benefits. Most families are in debt.

74 percent of High-Needs Families have three or more barriers to obtaining housing and services, including:Substantial histories of homelessness and resi-dential instability:

• Median number of times homeless in lifetime: 3

• Median number of times doubled up in lifetime: 3

Significant rates of trauma, health issues, and substance abuse:

• Experienced physical or sexual violence: 92 percent

• Mental health condition: 66 percent

• Chronic or ongoing medical problem: 53 percent

• Received substance abuse treatment: 60 percent

High occurrences of child separation and CPS involvement:

• At least one child living apart: 37 percent

• Open CPS plan (for those with children living away): 16 percent


Appendix B: Key Investors 2005–PresentThe Bill & Melinda Gates Foundation has provided cornerstone funding for Building Changes’ Family Homelessness strategy. Building Changes works closely with the foundation and is strongly aligned with its efforts to end family homelessness. Historically, the foundation has been a key supporter in the statewide service grant program of the Washington Families Fund and in helping Building Changes build its internal capacity to transition from a pro-vider and expert in supportive housing for those with AIDS to a statewide intermediary focused on ending homelessness.

Key Investors Focus Area Investments

Anonymous (2) Washington Families Fund, General Operations, Evaluation & Advocacy

Paul G. Allen Foundation Employment Initiatives & Capacity Building

Bank of America General Operations

Aven Foundation Washington Families Fund

The Boeing Company Employment Initiatives

Campion Foundation Washington Families Fund, Advocacy, General Operations, & Advocacy

Ben B. Cheney Foundation Washington Families Fund

Community Foundation of North Central Washington

Washington Families Fund

Forest Foundation Washington Families Fund & General Operations

The Bill & Melinda Gates Foundation

Washington Families Fund, General Operations, and strengthening Building Changes to serve as lead family homelessness intermediary

Inland Northwest Community Foundation


Robert Wood Johnson Foundation

Washington Families Fund & Evaluation


Key Investors Focus Area Investments

Kawabe Memorial Fund Washington Families Fund

Medina Foundation General Operations

Meyer Memorial Trust Washington Families Fund

Microsoft General Operation & Washington Families Fund

Norcliffe Foundation General Operations

Oak Foundation Washington Families Fund

OneFamily Foundation Washington Families Fund & General Operations

Raikes Foundation Youth Homelessness

Seattle Foundation General Operations

Greater Tacoma Community Foundation

Washington Families Fund & General Operations

United Way of King County Washington Families Fund

Washington Department of Commerce


Windermere Foundation Washington Families Fund

Weyerhaeuser Company Foundation

Washington Families Fund & Employment Initiatives

WorkforceCentral Tacoma-Pierce County

Employment Initiatives

Workforce Development Council Seattle-King County

Employment Initiatives

Yakima Valley Community Foundation



Building Changes’ Board of Directors and Key Staff Leading Our Work

2012 Building Changes Board of DirectorsBrian Abeel Director, Financial Accounting for Boeing Commercial Airplanes

Eric Brown, Treasurer VP, RE Special Assets Dept., Union Bank

Michael Brown, Vice PresidentVice President, Community Leadership, Seattle Foundation

Shelly CrockerAttorney, Crocker Law Group

Barbara Dingfield, SecretaryPartner, The Giving Practice, Philanthropy Northwest

Debbie GreiffPrincipal, Debbie Greiff Consulting

W. Greg GuedelAttorney, Foster Pepper PLLC

Barbara Herr, President C.P.A., Pinch Hit Consulting, LLC

Sam “Tripp” Hunter, Immediate Past PresidentCommunity Volunteer

Aana Lauckhart, Vice PresidentProgram Officer, Medina Foundation

Marshal McRealPrincipal, GardeCapital

Stephen NormanExecutive Director, King County Housing Authority

Joanna SikesDirector of External Affairs, Museum of Glass

Sally WolfRetired, Seattle Housing Authority

Building Changes Key StaffAlice ShobeExecutive Director

Christena CoutsoubusDirector of Development

Margaret FosterDirector of Communications

Emily NolanDirector of Programs

Armilito PangilinanChief Financial Officer

Mark PutnamDirector of Strategic Initiatives

Kelly ZelenkaDirector of Policy

2014 East Madison, Suite 200 | Seattle, WA 98122 | 206.805.6100 | BuildingChanges.org

Building Changes 2012–2014 Strategic BuSineSS Plan · 2017. 9. 14. · Political, Economic,...

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