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12 E 5TH AVE
SPOKANE WA 99202-1309
Mail donations to:
P.O. Box 2253
Spokane WA 99210
SPOKANE WA | IRS ruling year: 1946 | EIN: 91-0569880
Catholic Charities affirms the dignity of every person, partnering with parishes and the greater community to serve and advocate for those who are vulnerable, bringing stability and hope to people throughout eastern Washington.
Great
This charity's score is 95%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 90% Accountability & Finance, 10% Leadership & Adaptability. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 2/1/2023 | 2020 | 94.28 | |
| 11/22/2022 | 2020 | 90.58 | |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 10/1/2021 | 2019 | 91.45 | |
| 7/1/2020 | 2018 | 90.58 | |
| 5/1/2019 | 2017 | 90.52 | |
| 4/1/2018 | 2016 | 92.74 | |
| 6/1/2017 | 2015 | 93.98 | |
| 6/1/2016 | 2014 | 95.47 | |
| Rating Version: 2.0 | |||
| 4/1/2016 | 2014 | 97.09 | |
| 12/1/2014 | 2013 | 97.31 | |
| 3/1/2014 | 2012 | 93.44 | |
| 3/1/2013 | 2011 | 92.00 | |
| 4/1/2012 | 2010 | 92.39 | |
| 3/1/2012 | 2010 | 89.61 |  |
| 9/20/2011 | 2009 | 95.71 | |
| Rating Version: 1.0 | |||
| 12/22/2010 | 2009 | 95.27 | |
| 12/1/2009 | 2008 | 95.12 | |
| 7/1/2009 | 2007 | 89.09 | |
| 4/1/2008 | 2006 | 95.69 | |
| 3/1/2007 | 2005 | 93.38 | |
| 12/1/2005 | 2004 | 92.13 | |
| 10/1/2004 | 2003 | 94.78 | |
| 10/1/2003 | 2002 | 85.74 | |
| 2/5/2003 | 2001 | 85.21 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Catholic Charities Eastern Washington is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Catholic Charities Eastern Washington has earned a 94% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 31.40% - 5/10 ptsLiabilities to Assets Ratio - 31.40% - 5/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 0.79 years - 7.5/10 ptsWorking Capital Ratio - 0.79 years - 7.5/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.05 - 10/10 ptsFundraising Efficiency - $0.05 - 10/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 8.60% - 10/10 ptsAdministrative Expense Ratio - 8.60% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 4.00% - 10/10 ptsFundraising Expense Ratio - 4.00% - 10/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 87.30% - 10/10 ptsProgram Expense Ratio - 87.30% - 10/10 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 14.81% - 10/10 ptsProgram Expense Growth - 14.81% - 10/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Robert McCann, President, CEO
$291,313 (1.15% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2019
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Church, synagogue, etc (BMF activity code: 001)
School, college, trade school, etc. (BMF activity code: 030)
Hospital (BMF activity code: 150)
Foundation Status:
Organization that normally receives no more than one-third of its support from gross investment income and unrelated business income and at the same time more than one-third of its support from contributions, fees, and gross receipts related to exempt purposes. 509(a)(2) (BMF foundation code: 16)
Affiliation:
Subordinate - the organization is a subordinate in a group ruling. (BMF affiliation code: 9)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Catholic Charities Eastern Washington) or EIN (910569880) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Catholic Charities Eastern Washington reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
How COVID-19 impacted the organization's operations financially:
Early in the pandemic, CCEW laid off staff in programs that could not operate remotely—especially our early learning center, St. Anne’s (nearly all positions now rehired). We limited financial impacts by collaborating with key partners to offer programming that met essential pandemic human services needs, creating new income streams that served the community and kept our staff employed. For example, we worked with Spokane County and the Spokane Regional Health District to operate a COVID isolation center serving low-income people infected with COVID who did not have isolation space in their homes. Because of our role as the major nonprofit human services provider in Eastern Washington, public and private organizations made relief funding available to us. For example, we were able to receive a Paycheck Protection Program loan, and we received many emergency grants from corporate and foundation grant funds, which we applied to enhanced cleaning procedures, PPE, and essential staffing.
How COVID-19 impacted the organization's delivery of programs:
Because of our role as the major nonprofit human services provider, the pandemic affected the operations of just about every program we offer. The most significant program changes fell into four buckets: 1) Increased need for food: We created a food pantry in our lobby for staff to “shop” for clients. We helped keep farmers markets afloat by purchasing items that we used to prepare and deliver hot meals. 2) Increased need for social stimulation: Our Senior Services and Housing teams began calling isolated, elderly residents and clients regularly. 3) Increased need for cleaning: Implemented enhanced sanitation protocols at all properties. 4) Increased need for social distancing: Added shelter locations to give patrons more space.
How this organization adapted to changing conditions caused by COVID-19:
Leaned in to collaboration: We leveraged pre-existing partnerships. We spoke with the Spokane Regional Health District (SRHD) every day to ensure shelters followed the latest guidelines. SRHD staff visited our largest shelter daily during the first 18 months of the pandemic, working with our staff to keep vulnerable clients safe and healthy. Health providers came onsite to treat housing residents. Pivoted to virtual services: behavioral/mental health treatment, immigration legal services consultations, and shelter intakes all went virtual. This lowered barriers like distance, driving, childcare, for our clients to attend appointments, and clients connecting from the comfort of their own home felt safer sharing their challenges and did so more readily. Provided intentional services: With fewer new clients entering, and social distancing limiting crowds, staff could engage clients on a deeper level, both in shelters and housing communities, improving clients relationships and outcomes.
Innovations the organization intends to continue permanently after the pandemic:
- Video conferencing is here to stay: video meetings, intakes, and sessions improved efficiency and access. Across 16 Washington counties, technology lets our staff collaborate and build camaraderie. Our immigration staff discovered platforms that let clients fill, sign, and share documents online, eliminating the need for trips to our office. - Intentional services: Our goal is to maintain deep client engagement even as new clients engage us. We expect outcomes to be more durable, reducing staff time re-engaging with clients. - Increased collaboration: Clients were better in the pandemic because we had to collaborate to solve deep challenges. These relationships and newfound solutions will help future clients. Enhanced connection with remote staff: Regular video conferencing connected teams and forged new relationships. Now that we can meet in person, we have expanded services to clients and our own teams working far from our main offices in Spokane, building stronger ties.
Not Currently Scored
Catholic Charities Eastern Washington cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Catholic Charities Eastern Washington reported its three largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
St. Margaret's Shelter
Spent in most recent FY
Percent of program expenses
St. Anne's Children and Family Center
Spent in most recent FY
Percent of program expenses
House of Charity Emergency Shelter Services
Catholic Charities Eastern Washington cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Catholic Charities Eastern Washington has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Catholic Charities affirms the dignity of every person, partnering with parishes and the greater community to serve and advocate for those who are vulnerable, bringing stability and hope to people throughout Eastern Washington.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Catholic Charities locally and globally adhere to the vision of a world where the collective efforts of people drawn in faith and commitment to serve their human family members in need can alleviate poverty and build more just communities where all can live and thrive.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Pursue collaborative relationships with mission-aligned organizations doing related work, especially with underrepresented Black, Indigenous, and People of Color (BIPOC) communities in our region.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: Integrate trauma-informed practices across programs/agency for clients and staff.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Three: Integrate objectives that improve social determinants of health across agency programs.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
CCEW has made two key strategic investments in leadership development for our Leadership Teams: Equity and Trauma-Informed Care. Equity: Leadership Team completed the Intercultural Development Inventory with time and expert assistance to subsequently work on individualized improvement plans; Senior Leadership Team (SLT) also completed dozens of hours of training on equity topics with the Spokane chapter of the NAACP. SLT also prioritized hiring a dedicated equity leader—Director of Justice, Equity, Diversity, & Inclusion (JEDI) - ensuring that equity has a leadership-level champion for this critical work. Trauma-Informed (TI) Care: TI Care acknowledges that trauma can prevent people from accessing necessary care. In 2022, we began a 3-year project to integrate TI principles at all levels of our Agency. To help our clients truly heal, leaders in our agency must know how to build programs that account for trauma and help clients (and staff) successfully navigate through it.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
CCEW Leadership, acknowledged as experts in their fields, mobilize external action in the following ways: -catalyze strategic partnerships like A Way Home Washington to end youth homelessness in Walla Walla and Rising Strong, which works with systems, Tribes, and recovery groups to reunify families and nurture healthy households. -provide thought leadership by presenting at conferences on homeless medical respite best practices and early intervention with families to prevent abuse/neglect. -participate in state/local networks like PREPARES, a Catholic effort to support low-income families with young children to create healthy, stable families; Volunteer Chore Services to support seniors and individuals with disabilities to live/age in place with dignity; and the regional Continuum of Care to coordinate homelessness/housing policy. -offer technical assistance to Catholic Charities agencies nationwide in developing innovative models for affordable housing and housing as health care.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
CCEW adapted to two key changes: 1) the increasing number and intensity of climate-change-driven wildfires and 2) the dire need for affordable housing to end intergenerational poverty. PROACTIVE WILDFIRE RESPONSE PRIORITIZING VULNERABLE COMMUNITIES Wildfire is an ever-present threat that menaces communities with total destruction, as the towns of Malden and Pine City experienced in 2020 when 80% of their structures burned. Recent fires threatened Spokane Tribe reservation towns. We have adapted by launching resiliency-forward initiatives, such as building the Wellpinit Resource Center on the Catholic Sacred Heart Parish grounds on Spokane Tribe reservation land. The Center will be a forward operating base for disaster response in remote areas, equipped with emergency supplies and tech. The Center also serves the parish and Tribe with essential goods for families, including diapers, clothing, and culturally important food, including wild game harvested, donated, and distributed through the Center. EXPANDING SERVICE-ENRICHED AFFORDABLE HOUSING The pandemic created a once-in-a-generation housing crisis. Spokane topped national lists as one of the hottest real estate and rental markets, driving a 52% increase in unsheltered homelessness. CCEW redoubled our commitment to creating affordable housing that creates paths out of poverty. CCEW merged with Spokane Housing Ventures, doubling our affordable units to more than 2,500. We began staffing these units with support services and case management staff that help residents stabilize and set goals to exit poverty. CEW opened Gonzaga Family Haven (GFH), a 75-unit affordable housing community designed to lift a generation of residents out of poverty. GFH features an array of wraparound services so families can stabilize through onsite case management, community events, and skill-building. Our partners at Gonzaga University and Prep, St. Aloysius Parish, and Head Start enrich GFH through onsite services and volunteering.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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