hftc annual report and collaborative scorecard-2010

2010 Annual Report and Collaborative Scorecard | 1

HEALTHY FAMILIES/ THRIVING COMMUNITIESCOLLABORATIVE COUNCIL

2010 Annual Report and Collaborative Scorecard

JUNE 2011

2 | 2010 Annual Report and Collaborative Scorecard


On behalf of the Healthy Families/Thriving Communities Collaborative Council, we are pleased to present this report to the community summarizing our Fiscal Year 2010 accomplishments.

During the past year, the Collaborative Council oversaw the realignment of the Collaboratives by Ward and the reduction in the number of Collaboratives from seven to six. Two rounds of budget cuts, driven by the District’s weak economy, led to some hard decisions resulting in both staff and program reductions, but every effort was made to assure that the impact on family services was minimized.

We embrace the national movement to better utilize outcomes data to drive training, technical assistance, program redesign and transparency. That is why this Scorecard reflects the real impact the work of the Collaboratives has on their consumers.

This focus will assure continued success for all programs supported by the Child and Family Services Agency and other District and federal funders.

The Collaborative Movement has reached a pivotal point as we mark 15 years of working with community partners and leaders to help build neighborhoods that keep children safe and strengthen at-risk families. We are committed to continuing our efforts to optimize Collaborative operations to ensure the quality of life for the city’s neediest citizens continue to improve and that we truly move toward One City.

Sincerely,

Ronald Bland HFTCC Board Chairman

Dr. Jacquelyn Henry HFTCC Executive Director

LETTER FROM THE

BOARD CHAIR AND EXECUTIVE DIRECTOR


The Healthy Families/Thriving Communities Collaborative Council (Collaborative Council) brings together leaders to create and sustain a citywide network that empowers families and communities to improve their quality of life.

MISSION


ROLEEstablished in 1997, the Collaborative Council provides leadership, advocacy, resource development, technical assistance, and training to six Collaboratives.

The Collaborative Council

Leverages and secures public and private resources.

Promotes a citywide neighborhood based strategy to support service delivery and capacity building.

Develops and solidifies key partnerships/relationships.

Ensures consistent service delivery and standards of operations.

Promotes and communicates our successes including the use of research to document our performance.

Ensures appropriate risk management practices throughout the collaborative network inclusive of governance and operations.

Ensures leadership is in place to achieve goals and objectives.

Secures and maintains appropriate technological capacity to include a database consistent with our case management, documentation, and evaluation strategies.

Mediates and collaborates cross boundary issues.

Investigates and mitigates matters that threaten the reputation, funding and/or positioning of the Healthy Families/Thriving Communities Collaborative movement.

CORE VALUESThe Collaborative Council

Takes a team approach to its work.

Is committed to providing clarity to all stakeholders regarding its direction and the work done together.

Approaches all work with a strong sense of integrity.

Embraces a strengths-based approach to work with its staff, the Collaboratives and communities.

Works to achieve concrete results for its clients and communities.

Approaches its work with respect for individual differences and vulnerabilities, including those differences that are specific to indigenous communities.


THE COLLABORATIVE NETWORKThe Collaborative movement began in 1996 through a partnership with the District of Columbia’s Child and Family Services Agency (CFSA). Operating under a general receiver, CFSA was interested in developing a new model by which the agency would partner with a network of community-based organizations and city residents to serve at-risk families in their neighborhoods. While the city’s child-welfare system only becomes involved at points of crisis, the Collaboratives were designed to build networks of support that are accessible to families before crisis, resulting in fewer cases of child abuse and neglect and reducing the risk that children are removed from their families and communities.

OUR SHARED PRINCIPLES Commitment to children We are committed to the safety of children, their right to be free from abuse and neglect, and their right to achieve their full potential as members of our community.

Respect for familiesDespite the challenges many families in the District of Columbia face, families and children are innately resilient and possess strengths that provide the foundation for change. When their strengths are recognized and affirmed, families can be full partners as they work to develop new skills and capacities.

Reliance on communityWe honor the strengths of the communities in which families live. Community residents, since inception, were involved in the design, implementation and

oversight of the services and activities of each Collaborative. We also work to build the capacity of our partner agencies so that they can better serve children and families.

High quality, flexible and responsive servicesWe are committed to high-quality services that produce positive outcomes. Staff members have access to flexible resources that can respond to the unique needs of each client.

AccountabilityWe are committed to defining the results expected from our services and to being accountable for those outcomes. Our goal is to assure that the Collaborative operations are transparent to our funders, partners and the community.


THE COLLABORATIVESThe six Healthy Families/Thriving Communities Collaboratives (the Collaboratives) are independent nonprofit organizations that operate across the District of Columbia in communities facing intergenerational, economic, social, and safety challenges. The Collaboratives, supported by the Collaborative Council, have joined with more than 300 community members — residents and institutions alike — to re-weave the social fabric of their respective neighborhoods. Each community solution is tailored to the unique needs of the community with Collaboratives and their partners offering a range of unique services and supports to children and families.

COLUMBIA HEIGHTS/SHAW FAMILY SUPPORT COLLABORATIVE (CHSFSC)Serving Wards 1 & 2Penelope Griffith, Executive Director1816 12th Street, NW, Suite 201Washington, DC 20009(202) 518-6737 Phone(202) 518-6743 Faxwww.chsfsc.org

EAST RIVER FAMILY STRENGTHENING COLLABORATIVE (ERFSC)Serving Ward 7Mae H. Best, Executive Director3917 Minnesota Avenue, NEWashington, DC 20019(202) 397-7300 Phone(202) 397-7882 Faxwww.erfsc.org

EDGEWOOD/BROOKLAND FAMILY SUPPORT COLLABORATIVE (EBFSC)Serving Ward 5Louvenia Williams, Executive Director1345 Saratoga Avenue, NE, #2Washington, DC 20018(202) 832-9400 Phone(202) 832-9401 Faxwww.ebfsc.org

FAR SOUTHEAST FAMILY STRENGTHENING COLLABORATIVE, INC. (FSFSC)Serving Ward 8Perry J. Moon, Executive Director2041 Martin Luther King, Jr., Avenue, SE, Suite 304Washington, DC 20020(202) 889-1425 Phone (202) 889-2213 Faxwww.fsfsc.org

GEORGIA AVENUE/ROCK CREEK EAST FAMILY SUPPORT COLLABORATIVE (GARCEC)Serving Ward 4Karen Feinstein, Executive Director1104 Allison Street, NWWashington, DC 20011(202) 722-1815 Phone (202) 722-2485 Faxwww.garcec.org

SOUTH WASHINGTON/WEST OF THE RIVER FAMILY STRENGTHENING COLLABORATIVE (SWWR) Serving Ward 6Brent Terry, Acting Executive Director 1501 Half Street, SW, #31Washington, DC 20024(202) 488-7997 Phone(202) 488-7441 Faxwww.swwrfsc.org

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BOARD OF DIRECTORS

The Board of Directors is composed of three representatives of each of the Collaboratives and four associate members: The Center for the Study of Social Policy, The Consortium for Child Welfare, DC Action for Children, and the DC Children’s Trust Fund.

The Collaborative Council’s Board of Directors, under the guidance of its elected Executive Committee, oversees the development and implementation of the agency’s strategic plan and provides direction to the executive director. In FY2010, members of the Board of Directors committed 782 hours of service to the Collaborative Council in meetings of the full Board, Executive Committee, and standing committees.

During FY2010, the Collaborative Council Board of Directors:

Provided comprehensive orientation of new board members, including training on developing strategic alliances.

Supervised the Charter Compliance process to ensure administrative compliance of each Collaborative.

Re-aligned Collaboratives by ward.

Authorized cost-sharing study resulting in decreased health benefits costs.

Established quality assurance policy for the Collaboratives.

Re-allocated Child and Family Services Agency (CFSA) resources to Collaboratives based on funding following the need.

Oversaw the transitioning of the CFSA contract with North Capitol Collaborative Inc. to a family support center.,


COLLABORATIVE COUNCIL ACTIVITIES AND SERVICESDATA MANAGEMENT, QUALITY ASSURANCE AND EVALUATION

The Collaborative Council continues to lead efforts across the Collaboratives to ensure that child and family data are collected systematically using Efforts to Outcomes (ETO). ETO’s web-based case management software enables the Collaboratives to record case activity while allowing the Collaborative Council to monitor family outcomes, examine performance measures and produce reports to document program successes and challenges.

The Collaborative Council’s staff manages and coordinates the data entry and reporting activities of more than 150 staff members across the six independent agencies operating 11 distinct social service programs. The data collected is used to provide regular reports and feedback to each organization as well as cross-Collaborative reports. Data-quality reports serve as quality-assurance measures in highlighting the accuracy and quality of the data collected, how complete data fields are, and overall compliance with Collaborative best-practice standards. In addition, the Collaborative Council regularly compiles comprehensive reports that analyze outcome data drawn from the Family Assessment Form and Family Basic Needs Assessment, risk-assessment scores, service delivery, and the reported impact of those services on family stability. These reports are pivotal components in demonstrating performance on established program indicators, identifying data limitations, and improving program interventions.

From designing measures of process and outcome performance to calculating baseline and target values for quarterly and annual progress, the Collaborative Council supports a culture of accountability across Collaboratives, providing invaluable and real-time information about family progress. The lessons learned from these efforts inform the Collaborative Council’s ongoing Training activities.

TRAINING AND TECHNICAL ASSISTANCE

The Collaborative Council’s efforts are broadly directed toward improving the skill level of the staff of Collaboratives and partner agencies in their work with families using a strengths-based and solutions-focused practice model. The Council provides each Collaborative with technical assistance and guidance to implement new programs, improve program efficacy, or maintain program fidelity. Two examples of training are:


Family Development Credentialing The Family Development Training and Credentialing (FDC) Program for frontline workers is designed to reorient human service practice to the family support approach. It offers a research-based comprehensive curriculum of family support principles, which significantly improves the ability of frontline workers to help families and individuals set and reach their own goals. Staff members from the Collaboratives, CFSA, UPO and Head Start have successfully completed this program.

Program successes/highlights:

94% of participating social services staff became certified as family development specialists.

Total served:53 social services staff

social services staff

Professional Development Training

Total served:Program successes/highlights:

30 social services staff members were trained in best practices related to working with fathers.

20 social services staff members were trained in the dynamics of domestic violence.

50

Fatherhood Education, Empowerment, and Development (FEED)

Under a five-year grant managed by the Collaborative Council, FEED provides services to a diverse group of fathers with the goal of promoting responsible fatherhood and positive involvement with their children. The program consists of several components to help fathers achieve these goals, including intensive case management, parenting skills classes and a school-based volunteerism initiative.

Total served:


On average, fathers demonstrated 26% improvement in father-child contact and 12% improvement in co-parenting practices with biological mother.

419fathers

GRANTS AWARDED TO COLLABORATIVE COUNCIL ON BEHALF OF THE COLLABORATIVES


System of Care (SOC) provides parenting support, coaching and advocacy to severely emotionally disturbed youth and their families. By utilizing the child and family team meeting process, formal and informal resources are identified and directed towards preventing youth’s placement in a psychiatric residential treatment facility.


95% of SOC youth were diverted from placement in residential facilities and remained in their respective communities after receiving Collaborative services.

Total served:60 youth/families

ADVOCACY The Collaborative Council’s advocacy agenda focuses on sustaining and growing resources to support the Collaboratives and joining with other organizations to assure that the “safety net” for our most vulnerable residents is maintained.

CFSA FUNDING FOR THE COLLABORATIVE NETWORK

This past year has been especially challenging, as the weak economy led to a $660 million deficit for District government going into the FY2011 budget deliberations. The mayor’s proposed budget submitted in April 2010 recommended broad cuts in human-services programs, including a 10% or $892,000 reduction to the Collaboratives. In response to a well-organized effort coordinated by the Collaborative Council, including testimony before City Council committees and numerous meetings with City Council members and their staff, the City Council reduced the size of the cut to 2%. In the gap-closing measure presented in December 2010, the mayor again proposed a reduction in funding for the Collaboratives, but the City Council restored most of these funds.

Fathering Court/Prisoner Re-entry Initiative utilizes intensive case management to assist fathers who have active child support cases in obtaining and retaining employment.

Total served:


100% of eligible fathers obtained employment paying minimum wage and above

89% retained employment for at least six months

37fathers


In partnership with the Fair Budget Coalition and Save Our Safety Net, the Collaborative Council also successfully fought to minimize cuts to a number of additional programs including:

Rapid Housing program: This initiative supports the housing needs of both youth aging out of the foster care system and CFSA involved families who have children in out of home placement who are ready for reunification.

Earned Income Tax Credit: This program provides financial assistance to the working poor.

Grandparent Caregiver program: This program provides supports for grandparents who have legal responsibility for their grandchildren who otherwise might be in foster care.

Over the past year, The Collaborative Council continued to direct its advocacy toward those issues that affect the families we serve the most:

Juvenile Justice: Following up on the Collaborative Council’s Gang, Crew and Youth Violence in the District of Columbia: A Blueprint for Action, published in 2009, the Collaborative Council testified on numerous occasions before committees of the City Council on issues relating to youth violence, confidentiality and the District’s Department of Youth Rehabilitative Services.

Mental Health Services: While access to high-quality mental health services for adults has improved significantly over the past few years, the children’s mental health system continues to deteriorate. As a member of the Behaviorial Health Association and by participation in a number of the Department of Mental Health planning activities, the Collaborative Council has supported efforts to expand capacity and increase the array of children’s mental health services, including the Care Coordination and Diversion Program.

Affordable Housing: The District’s low- and moderate income families continue to spend a disproportionate share of their income on housing.

Joining with other members of the Affordable Housing Alliance, the Collaborative Council fights for expansion of the Housing Production Trust Fund, Rental Assistance program and the Housing Purchasing Assistance program.

Job Readiness and Employment: With more than 30% of the District’s residents functionally illiterate, the challenges relating to prior criminal activity and outstanding child support make finding and maintaining a job for all too many residents an overwhelming challenge. The resulting poverty is a leading factor in child abuse and neglect. The Collaborative Council, as a member of the DC Jobs Coalition, brings voice to those wishing, but who are unable, to find employment through support of expanded literacy programs, meaningful job-training programs and subsidized employment.

Poverty: More than one in three District residents live in poverty. The Collaborative Council, in partnership with other organizations, has advocated for continued support for the TANF program and, in the absence of job-training and subsidized-employment programs, against the establishment of new sanctions for those who are not successful in moving into the workforce.


While initially funded by CFSA, the Collaboratives have evolved to provide a wide range of programs to meet the needs of their communities with many different funding sources. The information presented in this report summarizes only those program areas in which the Collaborative Council plays a role. The other Collaborative programs include such work as developing work skills and assisting with job placement, serving senior citizens, youth violence prevention, financial literacy, and advancing full-service community schools.

83% of all families referred for services voluntarily accepted and utilized Collaborative supports.

73.6% of families expressed satisfaction with Collaborative supports and staff.

OVERALL SUCCESS

COLLABORATIVE SERVICES AND PROGRAMS


REFERRAL SOURCE %

CFSA 45%

Another Collaborative 5%

Concerned Citizen/Neighbor 4%

Community Partnership 3%

Flyer/Newsletter 0%

Non-Profit Organization 6%

Other Governmental Org. (not CFSA) 4%

School 3%

Self 24%

Other Response 6%

HOUSING STATUS %

Stable 53%

Living with Friend/Relative 16%

Doubling up with another family 1%

Foster Care Placement 3%

Residential Facility 3%

Unsafe/Inadequate 5%

Unstable 15%

Other 0%

Missing Information 3%

EDUCATION %

Advanced 0%

BA/BS 1%

AA 0%

GED 6%

Some College 19%

High School Diploma 30%

Some High School 29%

Less than High School 10%

Other 0%


EMPLOYMENT %

Full Time 16%

Part Time 7%

Seasonal/Temporary 1%

Unemployed 47%

Retired 0%

Student (adult) 2%

tHomemaker 17%

Disabled 5%


WARD %

Homeless 1%

1 8%

2 1%

3 0%

4 9%

5 11%

6 7%

7 16%

8 43%

Outside DC 3%

NUMBER OF CHILDREN

%

0 8%

1 28%

2 27%

3 18%

4 10%

5+ 9%

GENDER ALL

Female 91%

Male 9%

FAMILIES REQUESTING COLLABORATIVE SERVICESThe following tables present select demographic information captured on the HFTC intake form and/or during the intake process. There are a number of important considerations that must be taken into account when reviewing these tables: (1) Families may NOT have been required to participate in intake, (2) Families may have opted to accept services prior to completing intake, and (3) Families may have been required to complete an intake form other than the HFTC intake. For purposes of clarity, only those families that were both required to complete an HFTC intake and subsequently accepted Collaborative services are represented (N=1014).


SERVICES TO CHILD AND FAMILY SERVICES AGENCYThe Collaboratives’ contracts with CFSA are designed to meet the needs of a wide range of families, youth, and the communities in which they live. Program areas include:

Intensive Family Supportive ServicesFamily support services allow families to achieve or maintain their optimal level of functioning and are concentrated around five protective factors that have been directly correlated to reducing child abuse and neglect. These are: (1) parental resilience, (2) social connections, (3) knowledge of parenting and child development, (4) concrete supports in times of need, and (5) social and emotional competence of children. These factors, coupled with the Collaboratives’ core values, empower families to access formal and informal systems to address their needs. The following categories demonstrate how these systems are working with families:

Program successes/highlights:90% of families significantly reduced child maltreatment risk factors by demonstrating improvement in family functioning (e.g. financial and living conditions, community supports to caregivers, developmental stimulation of children, and parent/child interactions).

Community GeneralCommunity General serves children at risk of maltreatment, but not formally involved with the District’s child welfare system. Services are intended to address family risk factors and alleviate any need for formal intervention by CFSA. Referrals come from community partners, schools, previous clients, government agencies and members of the City Council.

Total served:612families

Community DivertedCommunity Diverted refers to families who have been investigated for child abuse or neglect and found to present a low/moderate risk to children. The services provided to these families are aimed at preventing future allegations of child maltreatment.

Total served:


90% of families significantly reduced child maltreatment risk factors by demonstrating improvement in family functioning (i.e. financial and living conditions, community supports to caregivers, developmental stimulation of children, and parent/child interactions).424

families


Total served: 61families


87% of investigated families had children remain in their homes after receiving Collaborative support.

Short-term Crisis SupportShort-term crisis support provides intensive case management to families that are under investigation by Child Protection Services (CPS) for alleged child maltreatment. Its aim is to both expedite the investigation process and identify supports that can be used to address imminent safety issues.

Total served: 586 families


62% of families were able to implement a plan integrating family members and local supports to adequately resolve imminent risk and safety issues.

Family Team Meetings (FTM)As a specialized initiative operated by two of the HFTC Collaboratives, FTM places family decision-making at the core of either preventing the immediate removal of children from their homes or expediting their return within two weeks of being removed.


51% of services requested by youth were provided (by case closure).

Total served: 108 235youth services

Youth AftercareYouth Aftercare provides intensive case management and community-based services to youth who have either aged out of the child welfare system or have been legally emancipated. The goal of Collaborative services is to support these youth in becoming self-sufficient and successful adults.



84% of families received services identified jointly by the CFSA social worker and the Collaborative family support worker (determined at case closure).

Partnership for Community Based Services (PCBS)

PCBS is a unique joint effort of CFSA and the Collaboratives to redesign how services are delivered to families who have open CFSA cases but whose children have not been removed from the home. Through this program, more than 60 CFSA in-home social workers and supervisors were physically relocated to Collaborative offices across the District to team with Collaborative staff and deliver child welfare services at the neighborhood level. Through this teaming approach, PCBS uses the resilience of families to assure that children remain safely in their homes and to speed the process of safe case closure.

Total served: 161families


93% of residents were linked to an appropriate service/service provider within their neighborhood.

Total served:5,682 families

Information and Referral This program area allows DC residents to access each Collaborative’s service network by linking them to the available services and supports within their respective community. Information and Referral is an invaluable component of the Collaborative community-based system, enabling families to tap into existing resources and avert the need for formal government services.


COMMUNITY CAPACITY BUILDING

One of the core functions of the Collaboratives is being responsive to the needs of those living and working within the District’s neighborhoods and communities. To that end, each Collaborative develops and provides a diverse range of services that are uniquely tailored to increase awareness about local issues and strengthen community relations.

Parenting support groups (curriculum-based)

Youth Services (financial literacy, peer support group, enrichment activities)

Total served:

Total served:


69% of participating residents completed a 12–13-session support group to improve parenting behaviors


80% of youth participated in activities that promote positive youth development

591

1,817

families

youth


Community Meetings and Forums (networking meetings)

Total events held:


7,300 residents, neighborhood stakeholders, and social service providers participated in activites become better educated about the challenges faced by families and the resources available to overcome challenges.

521

Family Awareness and Education Events (child abuse prevention workshops)

Total events held:


5,300 residents attended various events facilitated and/or sponsored by the HFTC Collaboratives to increase public awareness on issues such as preventing child abuse and neglect, mandated reporting, etc.

46

Community Events (job fairs, back-to-school events, community cook-outs)

Total events held:


6,200 residents attended events to improve community relations.

98Technical Assistance to Organizations


138 staff members from various community-based organizations received technical assistance aimed at improving performance and operations in areas such as data collection, resource development, and outcome management.

Total served: 84 social-service organizations


Staff, Resident, and Partner Development (trainings, orientations)

Financial Support to Partner Organizations


1,779 staff members , residents, and partners participated in Collaborative-sponsored activities to increase the ability of neighborhood stakeholders to provide services to the families, children and youth in each Collaborative target area.


$85,616.93 in minigrants was distributed to neighborhood-based organizations.54

Total events held:

Total minigrants:

105


Bridge Builders Initiative was implemented in the summer of 2010 and is designed to increase family functioning and keep youth safe and stable in their communities following release by DYRS. Through family group decision-making, services are coordinated and integrated through a comprehensive plan based on the premise that youth can thrive within homes where parents are receiving consistent support.

Total served:30 youth/families

DEPARTMENT OF YOUTH REHABILITATION SERVICES

OTHER PARTNERSHIPS

System Transformation Initiative (STI) provides intensive housing assistance to homeless families and children living in temporary shelters. All services made available to these families are provided for the express purpose of identifying, obtaining, and retaining adequate housing within the District of Columbia.

Total served:


99% of families referred for housing services were placed into a housing unit.

93% of families retained housing since initial placement 150families

DEPARTMENT OF HUMAN SERVICES


ASSETS

FY 2010 FY 2009

CURRENT

Cash $ 221,086 $ 353,545

Grants receivable 372,378 408,782

Prepaid expense 0 6,676

Total current assets 593,464 769,003

PROPERTY AND EQUIPMENT

Furniture & equipment 187,598 185,479

Less: accumulated depreciation (154,518) (131,564)

Net property and equipment 33,080 53,915

OTHER

Deposits 7,840 7,840

Total other assets 7,840 7,840

Total assets 634,384 830,758

LIABILITIESCurrent

Accounts payable 305,635 338,441

Accrued expenses 33,287 35,515

Total current liabilities 338,922 373,956

NET ASSETS Unrestricted 295,462 456,802

Temporarily restricted 0 0

Total net assets 295,462 456,802

Total liabilities and net assets 634,384 830,758

STATEMENT OF FINANCIAL POSITIONYear Ended September 30, 2010 (with comparative totals for 2009)


FY 2010 FY 2009

REVENUE

Government grants $ 1,777,946 $ 2,222,450

Foundation Grants 0 24,042

Activities/collaborative members 323,439 97,172

Other income 5,274 0

Interest 491 879

Total current assets 2,107,150 2.344,543

EXPENSES

Program Services 2,268,490 2,334,435

Total expenses 2,268,490 2,334,435

CHANGE IN ASSETS (161,340) 10,108

NET ASSETS, BEGINNING OF YEAR 456,802 446,694

NET ASSETS, END OF YEAR 295,462 456,802

STATEMENT OF ACTIVITIESYear Ended September 30, 2010 (with comparative totals for 2009)

www.dccollaboratives.org

FY2010 COLLABORATIVE COUNCIL BOARD AND STAFFHRIVING COMMUNITIES

OFFICERSRonald Bland, Chair (GARCEC)

Eugene Kinlow, Vice-Chair (FSFSC)

Priscilla Francis, Secretary (CHSFSC)

Morris Redd, Treasurer (ERFSC)

STAFF

Dr. Jacquelyn Henry, Executive Director, HFTC Collaborative Council

Mae Best, Director’s Liaison Executive Director, ERFSC

COLLABORATIVE CHAIRSBeatriz Otero, CHSFSC

Morris Redd, ERFSC

Everett Hamilton, EBFSC

Thomas Gore, FSFSC

Ronald Bland, GARCEC

Christine Spencer, Chair, SWWR

RESIDENT REPRESENTATIVESRosemary Akinmboni, CHSFSC

Angel Reynolds, EBFSC

Patricia Malloy, ERFSC

Belinda Randle, GARCEC

ALTERNATE REPRESENTATIVESGwendolyn Bellfied-Hailes, ERFSC

Joan Hurley. EBFSC

Sandy Allen, FSFSC

Bernadette White, GARCEC

Saadia Athias, SWWR

ASSOCIATE MEMBERSHyeSook Chung, Executive Director

DC Action for Children

Kinaya Sokoya, Executive Director, DC Children’s Trust Fund

Judy Meltzer, Deputy Director, Center for the Study of Social Policy

Anniglo Boone, Ph.D., Executive Director, Consortium for Child Welfare Agencies

STAFFJacquelyn Henry, Ed.D., Executive Director

Sajid Anani, Data Analyst,

Ramsey Daminabo, CPA, Chief Financial Officer

Richard Flintrop, Director of Policy and Planning

Nicole Gilbert, LICSW, LICSW-C, Deputy Director

Erica Henry, MA, Human Resource Generalist

Sharafdeen Ibraheem, MA, Program Associate

Dwight Monroe, Receptionist

Runá Peoples, Executive Assistant

Phillip Terrell, MA, Program Coordinator

Spencer Wilder, III, MSW, Data Administrator

1112 11th Street, NW, Suite BWashington, DC 20001202-299-0900www.dccollaboratives.org

hftc annual report and collaborative scorecard-2010

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