Hope through Housing believes that affordable housing can be a platform for transformational change at the individual and neighborhood level. Our business model is designed to work in tandem with National CORE’s affordable, workforce and senior housing developments, comprising more than 8,000 units across four states.
Hope through Housing maintains an unwavering commitment to serving as a collaborative platform for the collective investment and impact in neighborhoods of poverty, crime, blight, and isolation. We help co-locate other local service providers at our affordable housing sites, as well as share expertise with the regional and national sectors. Working with community residents, provider partners, municipal agencies, and regional coalitions, Hope through Housing has made partnership an integral part of our greater vision: “Together, we transform lives and communities.”
To achieve this, Hope through Housing leverages our own resources with the expertise, capacity and evidence-based delivery models of some of the most highly respected service providers in the world.
In the area of economic mobility, we are working with Neighborhood Housing Services of the Inland Empire for financial literacy and homebuyer education and with The Way Outreach for employment connections.
For youth and family services, we are partnering with Los Angeles Universal Preschool, San Bernardino County Preschool Services and Quality Children’s Services to deliver licensed preschool services. We also work with local YMCAs, Boys & Girls Clubs, United Ways and other community-based organizations to deliver after-school youth development programs.
Our strategic partners also include the cities and stakeholders we serve. They are committed, as we are, to changing the world through collective impact. Together, we can – and do – make a difference.
HOPE IN ACTION
Hope through Housing, in collaboration with National CORE, is transforming lives and communities. We are investing in the future of the communities we serve. We are using the collective resources of our partners in ways that make changes that are durable, fundamental, systematic and strategic. We want to be a catalyst for change that moves children, families and seniors from poverty to prosperity in leaps and bounds and not just incrementally.
We have the stamina, perseverance and commitment to make a difference in communities of poverty, crime, blight, and isolation. As we move to a collective impact model for projects, such as Waterman Gardens in San Bernardino, we are engaging all sectors, including health care, law enforcement, city government, business leaders, school districts and institutions of higher education to create a thriving, healthy community that provides a good quality of life for the individuals and families who live there.
nonprofit organizations provide services to young people – from “cradle to career” – in the United States.
public housing residents were placed into new jobs as a result of collective impact initiatives.
million dollars is the projected economic benefit of the Waterman Gardens redevelopment in San Bernardino.
A three-year-old working-class child has a vocabulary of 749 words, while her counterpart living in poverty has a vocabulary of 525 words, a deficit of 30 percent.