A U.S. Army veteran who grew up in San Diego, Roberti spent much of his life drawn to the wider world. That curiosity led him overseas in early 2020, when a relative invited him to China with the promise of a business opportunity and the possibility of financial success.

Soon after he arrived, the COVID-19 pandemic swept across the globe. Borders closed. Businesses shut down. Travel ground to a halt. Roberti suddenly found himself stranded abroad.

“It just happened so fast,” he said.

For the next several years, Roberti moved from country to country, adapting however he could. He completed a TEFL course in Turkey and taught math and science in Thailand from 2021 to 2022.

During that time, he also married a woman from Uganda and continued to think about his long-term future. Roberti had studied business as an undergraduate and once hoped to pursue a master’s degree in supply chain logistics.

But as the pandemic dragged on, opportunities became scarce, and his financial resources dwindled. Eventually, Roberti returned home to San Diego in January 2023.

What awaited him there was far different from what he had imagined.

When everything fell apart

Back in the city where he had family, Roberti struggled to regain stability. He was managing bipolar disorder and navigating substance use challenges that began to spiral out of control.

Despite having roots in San Diego, he eventually lost stable housing. For nearly two years, Roberti lived on the streets.

“Sleeping on cold concrete is rough,” he said quietly. “It definitely gives you a new view of the world.”

Yet the physical hardship was only part of the struggle. What stayed with him most was the stigma that often comes with homelessness.

“The hardest thing is how people look down on you,” he said. “That stigma sticks with you. Even after you’re housed.”

Roberti knew he needed to turn his life around. As a veteran, he decided to seek help through the Veterans Affairs Supportive Housing program, known as VASH.

Finding the way back

Through VASH, Roberti was connected with housing opportunities and support services designed specifically for veterans experiencing homelessness.

“You get connected with VASH, and they start sending you places where you can live,” he explained. “If you like one of them, you go through the paperwork and move forward.”

The process can involve several caseworkers and a lot of documentation, but Roberti says he is deeply grateful for the program.

With support from VA counselors and housing navigators, Roberti was eventually placed in a permanent apartment at Market Street Village in downtown San Diego.

The apartment community, owned by Community Solutions and supported through investments from UnitedHealth Group, provides affordable housing for veterans who were previously living on the streets.

Roberti moved in last December. For the first time in years, he had a door that locked. A kitchen. A shower. A place that was his.

A city gaining ground

Roberti’s story reflects a broader shift happening across San Diego. According to publicly reported data from the Regional Task Force on Homelessness, housing placements began to outpace new entries into homelessness by midyear 2025. In December, the community housed 1,083 people while 1,007 experienced homelessness for the first time, part of a late-year pattern suggesting improving system flow. Veteran homelessness in particular declined from 700 in January to 642 by December.

That momentum is visible in the city’s growing housing pipeline. San Diego’s Bridge to Home program now has more than 2,600 affordable apartment homes in development across 27 projects, including 444 permanent supportive housing units for individuals exiting homelessness. Market Street Village, where Roberti now lives, was acquired through Community Solutions’ Large Cities Housing Fund and received the Urban Land Institute’s Jack Kemp Award for Excellence in Affordable and Workforce Housing. 

The joy of small things

After experiencing homelessness, everyday household items take on a new meaning.

“You get very happy for the little things in life,” Roberti said. “A trashcan, broom, plunger. The basic things you need when you live in your own place.”

When he received his first plunger after moving in, he remembers thinking how strange and meaningful the moment felt.

“You get very happy for the little things in life.”

— Antonio Roberti

“You feel like you’re living again,” he said.

Today, stable housing has given Roberti something that had been missing for years: a foundation. With a safe place to live, he can focus on managing his health, navigating disability benefits, and searching for employment.

He is currently living on general relief while waiting for disability benefits to be finalized. Finding work has been difficult in a challenging job market, but Roberti remains hopeful about what comes next.

Looking forward

Roberti still carries the same curiosity about the world that led him abroad years ago. Once he is back on his feet financially, he hopes to travel again.

“I’ve got the travel bug,” he said with a smile.

Africa is high on the list, as are the historic countries along the Silk Road, including Kazakhstan and Uzbekistan. He dreams of exploring different cultures and cuisines again.

For now, though, the focus is simpler. Rebuilding.

“It’s hard sometimes,” Roberti said. “I feel like I’m not progressing as much as I should. But having a place to live changes everything.”

1. Turning truth and hope into housing

In a candid fireside chat, Denver Mayor Mike Johnston and John Vu, Vice President of Strategy at Kaiser Permanente, explored what it takes to lead change with courage and data.

Johnston shared how Denver reduced unsheltered homelessness by 45% in just one year, bringing 7,000 people indoors and 6,000 into permanent homes. Rather than displacing encampments, the city offered every resident a private, dignified room paired with on-site mental health, addiction, and employment support. He also highlighted a new layer of accountability: performance contracts that pay partner organizations based on outcomes, from treatment engagement to permanent housing placements.

He spoke openly about the challenges and lessons learned along the way, emphasizing that progress depends on persistence and a willingness to adapt. “We believe all our problems are solvable,” he said. “We don’t turn on each other, we turn to each other.”

2. Moving people home, faster

This session explored how Atlanta successfully implemented a direct-to-housing approach, a rapid, data-driven approach that moves people from encampments straight into homes and helps them stay there.

Annie Hyrila of Partners for HOME shared how Atlanta’s Downtown Rising initiative has already housed more than 200 people and reduced the average move-in time to just 34 days. The model combines tight coordination, thrice-weekly leadership meetings, and performance-based partnerships backed by flexible funding and strong civic support.

Her message to peers was simple: start small, move fast, and sustain progress with both compassion and accountability.

“It’s not enough to house people quickly,” Hyrila said. “You also have to show visible progress, and sustain it.”

3. Breaking down silos to house veterans faster

Detroit’s “Home in 75” initiative showed what’s possible when agencies unite around a shared goal. The team set out to cut the average time to house a veteran from 152 days to 75, and in their first month, housed 35 veterans, their best result in two years.

The surge model required breaking down silos, pre-securing 79 housing units, and holding daily case conferences to solve problems in real time. “When we sat down together, veterans said, ‘I didn’t realize all of you were trying to get me housed,’” said Clifton Phillips of Volunteers of America Michigan.

4. Leading with purpose through change

The Tipping Points & Resilient Leadership panel brought together leaders from across housing and social services to explore what it takes to sustain both people and progress through constant change.

Missy Mish, a clinical social worker with the VA, described the balance between being a “rock” and a “sponge,” encouraging peers to stay steady without absorbing everyone’s trauma. Lisa Daugaard, Co-Executive Director of Purpose Dignity Action, shared four practices that keep her team grounded: staying connected to their purpose, focusing only on what they can control, functioning as a true team, and remembering to have fun.

All panelists emphasized the need to slow down and refocus on the “north star,” making homelessness rare and brief, even amid crisis. 

“We need to focus on what we have in common,” added Jamie Rife, Denver’s Chief Housing Officer. “We don’t want to see people experiencing homelessness. That’s where we start.”

5. Joy is a strategy

From cookie decorating to lip sync battles to an epic life-size rock-paper-scissors showdown, teams brought serious energy and joy to the Learning Session. These moments of play weren’t just for laughs; they reflected the spirit of Built for Zero communities everywhere: connection, creativity, and collective resilience. Because making homelessness rare and brief takes hard work and a little bit of fun along the way.

“If we wouldn’t have got access to these resources, we’d probably still be sleeping in my car,” Byron said.

“Since we got here, my health has been a lot better. Stable housing is key to anybody’s mental, physical, and emotional health.”

Together, this collaboration shows how housing, health, and strategic investment can deliver measurable change: better outcomes for veterans, smarter use of resources, and stronger communities.

No veteran should wait more than 75 days for a home.

That is the driving force behind Home in 75: #75DaysZeroExcuses, Detroit’s community-wide housing surge. It’s a bold countdown designed not just to place veterans in housing quickly, but to rewire the entire system so that homelessness for veterans in Detroit becomes rare, brief, and nonrecurring. The goal is clear: reach that milestone in 2026.

And this time, the city believes it can get there.

A city on the verge

Detroit is closer than most people realize. Veteran homelessness here has fallen sharply in recent years — a faster decline than almost anywhere else in the nation.

For Jennifer Tuzinsky, who leads Detroit’s coordinated effort to house veterans, the surge represents both urgency and possibility. “Home in 75 is our movement to ensure that any veteran who says, ‘I want to be housed,’ will be housed in 75 days or less,” she explained. “It’s about empowering everyone within our system and our veterans to really work together as a community to make it happen.”

“Home in 75 is our movement to ensure that any veteran who says, ‘I want to be housed,’ will be housed in 75 days or less.”

— Jennifer Tuzinsky

Why 75 days?

Traditionally, Detroit’s system aimed to house veterans within 90 days. But leaders noticed something troubling: cases slipping past day 89 often cascaded into delays, leaving veterans waiting far longer.

So they set a tougher target.

“Let’s aim for 75 days,” Tuzinsky said. “If something pushes it to 90, fine. But setting that higher bar motivates everyone to move with urgency.”

That urgency matters. In Detroit, the median length of time to house a veteran has been 100 days for non-Black veterans and 147 days for Black veterans. Closing disparities is a priority of the surge, with the team utilizing new data practices to flag risks early, expanding landlord partnerships in diverse neighborhoods, and applying flexible funds to remove financial barriers.

“The 75 Days, Zero Excuses campaign actually came out of a lot of data,” shared Rhi McGarry, Detroit’s data lead. “We really realized that we were so far off our 90-day expectation that we decided to make it even harder on ourselves, because that’s what Detroit does — we make things harder and then we rise to the challenge.”

Building a system that works

The surge isn’t just about speed. It’s about re-engineering how Detroit’s system functions.

Instead of siloed programs, Detroit now aims to operate as “one team,” with the VA, the Homeless Action Network of Detroit, shelters, and nonprofits all aligned around a shared by-name list — a living record that tracks every veteran experiencing homelessness and their path to housing.

Regular and intentional case conferencing helps partners identify barriers in real time. Flexible funding can clear obstacles — from paying off old rental debt to covering move-in costs — so that no veteran is left behind.

As McGarry explained, the by-name list captures vital documents, barriers, and housing preferences, ensuring that when a unit opens, the team knows exactly who is ready.

That kind of real-time, person-specific data has helped Detroit continue reducing homelessness, even as new veterans turn up in need of housing. A recent analysis by McGarry revealed something unexpected: most veterans entering homelessness are new, not returning. In response, the team shifted gears to emphasize prevention — keeping people housed — and diversion — helping veterans find safe options before they ever enter the shelter system. 

Partnership in action: Rocket Mortgage

Among the most visible champions of this work is Rocket Mortgage. But their role goes far beyond writing checks.

The Rocket Community Fund first invested in Detroit’s Built for Zero work in 2018 and has been a steady partner ever since. Now, in the final push to further reduce veteran homelessness, the company has stepped fully into a leadership role.

“We have a mission at Rocket to help everyone home,” said Beth Sorce, Senior Director of Housing Stability at the Rocket Community Fund. That mission, she explained, has become a driving purpose across the company, whether it’s supporting a veteran seeking permanent stability or a first-time buyer entering the housing market.

As Detroit’s system entered what Sorce called the “last mile,” Rocket felt an increased urgency to step in more actively. 

Sorce sits on the Veteran Leadership & System Improvement Council (VLSIC) alongside VA leaders, system leads, and frontline providers. There, Rocket helps guide strategy, communications, and engagement across sectors.

Beth Sorce said Rocket’s role is to ‘get into the weeds’ — listening to challenges frontline providers raise, and then either solving them directly or bringing in new partners who can help.

“Having Rocket at the table as both a funder and a leader cuts through red tape and builds credibility.”

— April McKie, Built for Zero System Improvement Advisor

That convening power has already paid off. Rocket helped bring the Michigan State Housing Development Authority and the Michigan Vital Document Department into the conversation — two players essential for voucher access and affordable housing. They’ve also opened doors for developers willing to set aside low-barrier units and for philanthropic funders interested in sustaining key system positions.

April McKie, a Built for Zero System Improvement Advisor and coach for Detroit, described Rocket’s dual role as transformative. “Having Rocket at the table as both a funder and a leader cuts through red tape and builds credibility,” she said. “Their involvement signals to the whole community that this is serious, and that the money will be spent well.”

Progress in real time

The surge is already producing results. The first surge, launched at the Volunteers of America (VOA) program site on September 1, aimed to house 20 veterans in just six weeks. By early October, the team had already housed 14 veterans, submitted seven additional applications, and was supporting two more through complex care needs. They are firmly on track to meet their goal.

Each surge is a live learning lab. The first took place at Volunteers of America’s transitional housing site, where partners tested new coordination methods. Those lessons then informed the next surge at the Michigan Veterans Foundation and efforts to better reach unsheltered veterans. Each round of learning makes the system stronger.

Dr. Gerald Curley of the Detroit VA noted that Detroit’s next steps require even deeper collaboration. “We’re going to have to get outside of our circle, the circle of our agency, the circle of our influence, and understand one another, so we’re all walking in lockstep,” he said. 

Even with these early wins, leaders know the largest barriers remain.

Challenges still ahead

The surge is ambitious, but Detroit leaders are clear-eyed about what’s still needed.

“We continue to drive the use of traditional services like transitional housing downward, focusing more intentionally on supporting Veterans to permanent housing outcomes more quickly,” noted Curley. 

Affordable, low-barrier and desirable housing remains the biggest bottleneck. Detroit estimates it needs 220 more units affordable to veterans, particularly at 30% AMI, in neighborhoods where veterans want to live. 

Tuzinsky emphasized the importance of landlords in Detroit’s final push. Many veterans, she noted, are held back by old criminal records or poor credit histories. “They’ve served their time. They deserve a second chance,” she said. Having stable housing, she added, is what will keep them successful long term. What the system needs most now, Tuzinsky explained, are more landlords willing to open their doors to veterans and provide truly affordable, low-barrier units.

Why it matters

Detroit’s surge is not just about one city. It’s about proving that large urban communities can build systems where homelessness is rare and brief.

“Detroit has always been known for grit,” McKie said. “This work shows what happens when a city leans into that spirit and applies it to housing.”

The lessons learned here about data, prevention, equity, and cross-sector collaboration are already rippling to other large cities in Built for Zero’s network. Rocket Community Fund is supporting peer-to-peer exchanges so that communities can adapt Detroit’s playbook.

Beth Sorce described the final push as the hardest part: “the last mile, the last foot, the last inch — each of those is going to be the hardest.” She urged leaders to do what they can, whether that’s calling landlords, making introductions at City Hall, or even just offering space to host meetings. No one can do everything, she emphasized, but everyone can do something.

“Detroit is ready to stand behind our veterans as one team.”

— Beth Sorce, Rocket Community Fund

A shared north star

At the rallies, when the tennis ball exercise ended, the message was clear: systems can change. A process that started clunky and slow was reimagined by the group until it flowed seamlessly, the ball racing through in a fraction of the time.

That, McGarry said, is the metaphor for Detroit’s surge. Each team approached the same challenge differently, she explained, underscoring how Detroit is reshaping its system to better serve veterans.

What gave Sorce confidence wasn’t just the data or dollars, but the passion in the room. She described hearing an “overwhelming passion for serving veterans” — a sincere commitment to do more. “Detroit is ready to stand behind our veterans as one team,” she recalled.

As Detroit races toward January 2026, that collective spirit may be its greatest asset. A city built on grit, powered by collaboration, and guided by a clear North Star: ensuring every veteran has a home.

This progress is no accident. Newark established a centralized Office of Homeless Services, invested in staff retention, expanded outreach, and strengthened partnerships to ensure that more neighbors could transition from the streets into housing.

As part of the Built for Zero movement, Newark is showing what’s possible when communities focus on solutions and treat homelessness as a civic challenge that can be solved.

Learn more about how they did this in a case study by the National Alliance to End Homelessness.

“This policy is not only morally just but effective.”

— Denver Mayor Mike Johnston

“In less than two years, we have gone from a city that swept people from block to block to one that treats people with dignity and delivers real results,” said Denver Mayor Mike Johnston. “This policy is not only morally just but effective.”

What’s working in Denver

Denver’s success isn’t a miracle — it’s a model. It reflects what becomes possible when a community comes together to solve homelessness. Here’s what’s fueling the city’s shift:

• A clear focus on reducing unsheltered homelessness, not just moving people out of sight
• Proven housing strategies paired with shelter access that meets people’s needs
• Strong mayoral leadership with measurable goals and public accountability
• A narrative grounded in hope, solutions, and belonging

“Every dollar we invest in coordinated housing approaches saves taxpayers more than two dollars in reduced hospital visits, emergency responses, and police interactions,” said Mayor Johnston. “We’ve proven homelessness is solvable — we need to continue investing in what works.”

And the public is noticing. The number of people experiencing homelessness for the first time dropped from 3,535 last year to 2,992 in 2025 — a sign that prevention efforts are gaining traction.

“We’ve proven homelessness is solvable — we need to continue investing in what works.”

— Mayor Johnston

A new story, rooted in shared values

The truth is: homelessness is solvable. Not overnight. Not without challenges. But cities like Denver are showing us the way forward.

This is a moment to celebrate, and a moment to share. Because if it’s possible in Denver, it’s possible in every city.

One of the most moving examples of this progress is captured in the short film below. Mary and Lauren are two local leaders working behind the scenes to transform the system that serves veterans experiencing homelessness. Their work is fast, strategic, and deeply human. Together, they are helping more people find their way home — for good.

We’re honored to be featured in The Future is Collective: Advancing Collective Social Innovation to Address Society’s Biggest Challenges, a new insight report from the Schwab Foundation for Social Entrepreneurship and the World Economic Forum. The report showcases ten organizations from around the world that are leading transformative, cross-sector efforts to solve complex social problems together.

“Ensuring that everyone has a safe place to live has become as complex a task as managing air traffic, yet we have none of the coordinating systems in place to make sure that housing is provided for those who need it … It doesn’t have to be this way.”

— Rosanne Haggerty, CEO of Community Solutions

Built for Zero: A Global Movement Toward a New System

The report highlights the Built for Zero movement as a model of collective social innovation — a term that describes efforts where change doesn’t rely on individuals, but on trusted collaboration, shared metrics, and durable local infrastructure. Our network now includes more than 160 communities worldwide, with over 40 U.S. communities having measurably reduced homelessness.

This work is grounded in:

• Shared definitions and real-time data
• Systemic coordination across public, nonprofit, and community sectors
• A belief that homelessness is not inevitable — it is a solvable systems issue

In featuring our work, the Schwab Foundation recognized Community Solutions for helping to change not only outcomes but also narratives. From “homelessness is too big to solve” to “we can end it — together.”

Read the report

We’re grateful to the Schwab Foundation and World Economic Forum for lifting up the power of collective action and to the many partners, communities, and advocates who make this work possible.

Hill previously served as the county’s Built for Zero Program Coordinator, where they focused on initiatives to reduce homelessness in their community and work toward making homelessness rare and brief for chronic and veteran homelessness.

Hill’s commitment to reducing homelessness stems from both personal and professional experiences. Though their original goal was to become a social worker, systemic barriers led them to work in corporate environments before ultimately moving into the homeless response sector. Their belief in a more human-centered approach to data and policy fueled their involvement in Built for Zero and, later, their leadership in Thurston County’s homeless response efforts.

Read on to learn more about Hill’s work in supporting emerging leaders in the homeless response system, the impact of the Lived Experience Housing Steering Committee, and the power of community partnerships in driving meaningful change.

Responses have been edited for clarity and brevity. 

What partnerships or collaborations have been most impactful in your community’s approach to ending homelessness?

It might sound simple, but improving community relationships and building rapport with the Department of Commerce has been incredibly impactful in our approach to ending homelessness. A key element of our success is the understanding shared by members of our Homeless Crisis Response System about how systems work at all levels. In Washington state, the Department of Commerce has made significant efforts to both educate and offer valuable training opportunities. These efforts have directly influenced the quality of service we can provide, as well as the data we’re able to collect and analyze from those services.

What can organizations and individuals do to be better allies and support fairness in this work?

What we need isn’t just for people to experience the same standard of living. We need them to feel that their entire person is welcome — that they can take up space with their unique needs, cultural beliefs, and struggles. It’s about feeling included, not just tolerated.

People need to understand that Blackness isn’t something we can turn on and off. While many may code-switch to protect themselves, we are Black all the time, and the world constantly reminds us of that, whether or not anyone acknowledges it.

How is your community working to make your homeless response system fairer? 

Our state collects racial equity outcomes for all programs receiving Consolidated Homeless Grant and other specific funds. Thanks to improved data quality standards in our community, we can now track progress and make improvements in fair access outcomes.

As a result, we’ve been able to set specific targets for underresourced populations that are underrepresented in positive outcomes but overrepresented in service utilization. This data-driven approach helps us focus on closing those gaps and ensuring more equitable access to resources.

Can you share any innovative strategies or best practices your organization has implemented to address systemic barriers to fair access?

Again, it may seem simple, but one of the key improvements we’ve made is to revise the forms we use in our community, especially for intake processes. We’ve also incorporated education around ongoing motivational interviewing, since many of these forms ask about race, ethnicity, sex, and gender. We have found these questions were often left blank or incorrect when audited, which created gaps in our data.

Additionally, we’ve made strides by focusing on a coordinated systems approach, standardizing many of our forms to use shared language. This has been especially helpful for referrals between agencies, as many service gaps are filled by different organizations.

For me, this is crucial because we received feedback from individuals with lived experience that one of the biggest barriers to accessing services is not being able to work with the same provider consistently. Culturally, if someone finds a provider who shares their background and is forced to switch just to access different services, they’re less likely to follow through. By creating systems where coordinated care allows a client to stay with the same provider even if there are gaps in services, we’ve significantly improved the level of service we can offer, particularly for underresourced populations.

What challenges do you see in making fair access a core part of homelessness response rather than just an initiative or an add-on?

One of the challenges we face in making fair access a core part of our homelessness crisis response system is that many of the strategies and best practices we’ve implemented to address structural barriers can also be obstacles to full integration of fairness. Internal bias is deeply ingrained and often unconscious, and while we can work to address it, it may never be completely eradicated from everyone’s mindset.

To truly embed fair access, it’s crucial that we maintain ongoing training opportunities and actively nurture inclusivity within our system. We’ll also need to continue combating harmful, willfully ignorant narratives that only serve to keep people complacent. These narratives often focus on the discomfort of unlearning assumptions, addressing survival mechanisms, and challenging ineffective processes — prioritizing the comfort of some over the real work that needs to be done for true fairness.  

How do you foster and support leadership development within your organization, particularly among individuals from underrepresented backgrounds, to ensure a diverse and empowered team?

Depending on who you ask, I might not be the most outspoken individual, and I generally don’t seek leadership roles for myself. However, what I truly enjoy is supporting strong leaders — and those with leadership potential — by helping their ideas, dreams, and concepts become a reality.

While great ideas can come from anyone, we can expand the pool of perspectives within a team through the lens of inclusion. It’s important to create space in different environments and give people, especially those who might shy away from leadership, the opportunity to lead at all levels of our homeless crisis response system. This allows them to do so without having their voices diminished due to perceived authority or lack of formal position.

I prefer to focus on uplifting all voices by fostering safe environments where new leaders feel empowered to show up authentically for themselves and their community.

“It’s important to create space in different environments and give people, especially those who might shy away from leadership, the opportunity to lead at all levels of our homeless crisis response system.“

KAYVIN HILL

Can you share an example of a time when you saw fair access principles truly making a difference in your community’s approach to homelessness?

Our community has worked hard to center the voices of those who are overrepresented in our system at all levels. One of the initiatives I’m most proud of is the Lived Experience Housing Steering Committee (LEHSC). Initially, LEHSC started as a BIPOC group of individuals who had direct experience with our Homeless Crisis Response System, and their purpose was to provide input on all aspects of our system. While the purpose remains the same, it has evolved into a BIPOC-led intersectional group and as the members gain confidence to advocate for shifts in our community I hope to eventually see their influence spread beyond Thurston County. 

The LEHSC has been instrumental in offering direct feedback on homeless services programs, policies, codes of conduct, and best practices. They’ve also engaged with state-level staff, including homeless response teams from the previous governor’s office. Additionally, they maintain seats on our advisory boards that make critical funding decisions for homeless services, including the current two-year funding cycle.

They are also giving direct feedback and vetting of our local five-year plan to address homelessness and housing through its drafting phase.

Looking ahead, what gives you hope about the future of this movement?

As we continue making progress, the data consistently highlights what is and isn’t working. Even though there will always be a minority who use their opinions and false equivalencies to discredit the work being done, the outcomes eventually speak for themselves. When I connect with my peers across the country, it’s inspiring to hear how we’re all tackling the same roadblocks and battling the same perspectives that have long been barriers to our shared goal of “Housing First” for all. The revolution may not be televised, but it will certainly be digitized.

Is there anything else you’d like to share about yourself and your community?

When I first came into the role as Built for Zero coordinator, I didn’t fully understand the amount of groundwork that had been laid at the administrative level to create a more equitable and transparent system. We’re not a large community by most measures (many people mistakenly think Seattle is the capital), and with 81% of the population being “white,” we face the typical challenges of a community with limited diversity. I personally struggle with the lack of diversity and the tokenization that often happens as a result.

That said, I’m deeply grateful to my peers who encouraged me to apply, my supervisors who have championed and mentored me, and to a community that, despite its challenges, is more dedicated to this work than not.

Read more Q&As with Black leaders in the Built for Zero movement.

Read More

Let’s highlight key moments and ongoing progress that have advanced the journey to solve homelessness:

Communities large and small are achieving results

Metro Denver region reduced veteran homelessness by 30% since 2020.

The Metro Denver region has housed over 1,874 veteran households since 2020, marking a 30% reduction in veteran homelessness. By focusing on prevention and leveraging data-driven strategies, the region is on its way to reaching functional zero for veterans.

“We know an ounce of prevention is worth a pound of a cure, and so it costs a lot less to prevent people from coming into homelessness,” said Ian Fletcher, Deputy Director of Large-Scale Change.

Read how they’re doing it.

Charlotte-Mecklenburg cut veteran homelessness by nearly 50%.

In North Carolina, the Charlotte-Mecklenburg County Built for Zero team reduced veteran homelessness by 50% since 2019, with a 29% decrease in the last year alone. By utilizing real-time, by-name data, this community ensures every veteran experiencing homelessness is identified and supported into housing without delay.

Learn more about Charlotte-Mecklenburg’s approach to reducing homelessness.

Fremont County, Colorado, moved closer to reaching functional zero for chronic homelessness.

This rural Colorado community is making strides toward solving chronic homelessness. By fostering strong partnerships and prioritizing data-driven actions, Fremont County has developed a system that connects individuals to housing quickly and effectively. By collaborating across agencies and using data to guide their efforts, they’ve developed a system to move people into housing faster and ensure they remain housed.

“It really is everybody on deck here. And I think that is what’s going to make the huge impact,” said Nikki Reynolds, former Recovery Support Care Manager with Solvista Health. 

Learn more about Fremont County’s journey.

More communities used data to drive solutions to homelessness

Several communities reached a significant milestone this year by creating high-quality, real time, by-name data systems for single adults experiencing homelessness. Having confidence in data empowers communities like St. Louis to make informed, targeted decisions to address homelessness.

As Jonathan Belcher from St. Patrick Center puts it, “If you don’t know what you’re starting with, you really can’t set good goals and make good plans to address homelessness as a community.” 

Read how this large city achieved this and how they’re using this information to reduce homelessness there.

Stories of hope showcase solutions to homelessness in action

Community Solutions collaborated with filmmakers Dewi Sungai and Jason Houston (eight16creative) to document how six communities are measurably reducing homelessness. The “Until We’re All Home” series captures powerful stories of transformation and collaboration, showcasing solutions in action.

From preventing youth homelessness on the Gulf Coast of Mississippi to mobilizing landlords in Jacksonville, Florida, these stories remind us that change is possible when communities come together.

Watch the series here.

Communities proved reducing homelessness can be done without  penalizing individuals

While some cities have resorted to punitive measures against homelessness since the Supreme Court recently ruled that U.S. cities can punish people for experiencing homelessness, innovative programs like Atlanta’s Policing Alternatives and Diversion Initiative (PAD) demonstrate a more effective path forward. By diverting individuals from jail to housing and services, Atlanta housed over 2,000 people in 2023, including 800 who were unsheltered.

Read the full story here.

Collaboration and investment helped scale more housing solutions

Community Solutions is using $135 million raised from impact investors to acquire properties that feature affordable housing options. These investments ensure individuals can be housed in half the time of traditional models because 50% of units are designated for those experiencing homelessness.

“This Fund will fundamentally change how cities address homelessness and the affordable housing crisis,” said Dave Foster, President of BDP Impact Real Estate, a partner of Community Solutions that manages the Fund and its properties. 

Read the full story here.