Homeless Alliance
1724 NW 4th Street
Oklahoma City OK 73106
Tax Exempt Status Public Supported Charity
Organization Does Business As (DBA) Name(s)
Organization DBA
WestTown Resource Center; Curbside Chronicle; Westtown Apartments; Westtown Day Shelter
Mission Statement

Rallying our community to end homelessness.

Contact Information
Contact Name Kay Ray
Contact email admin@homelessalliance.org
Address 1724 NW 4th Street
Oklahoma City, OK 73106
Phone (405) 415-8410
County Oklahoma
How to Give
Donate with Credit Card https://www.homelessalliance.org
Other ways to donate, support or volunteer WalMart or Target Gift Cards
To be used at case manager’s discretion with approval from program manager. Used to purchase school uniforms, medication, car maintenance items, emergency food assistance until we can get the family to a food pantry, clothing for workm etc.

Birthday Cards & Gift Cards
Often times, parents in the program struggle with providing their children with a cake and gift to celebrate their birthday. Gift cards should be $5 and come from such locations as: Baskin Robbins, Braums, Sara Sara Cupcake, Cuppies & Joe, or Pinkitzel.

Welcome Home Baskets
A laundry basket or hamper filled with household items to be used when we place a family in housing. Items needed: cleaning supplies (disinfectant, mop, broom, dust pan, dish soap, etc.), dishes, pots & pans, pot holder, towels, toilet paper, paper towels, shower curtain, can opener, phone, laundry soap, etc.

Gift Certificates for Restaurants, Movies, etc.
We use these for incentives for our families in our supportive housing program, Building Foundations as a reward when a family completes a goal or course.

Gas Gift Certificates or 30-Day Bus Passes
Transportation is huge barrier for the families we work with and gas cards or bus passes help them get to work and important appointments.

Day Planners
We need these to help keep our families organized and focused.

For more information or to make a gift, please contact Kim Woods at kwoods@homelessalliance.org.
Financial Summary
Projected Revenue $3,396,537.00
Projected Expenses $3,759,855.00
History and Background
Former Names
Year Founded 2004
IRS Ruling Year 2004
State Registration Expiration Mar 2019

Rallying our community to end homelessness.


The Homeless Alliance began as a group of community volunteers concerned about the fractured and often fractious system of care for the homeless in Oklahoma City. These volunteers visited other communities that had successfully implemented coordinated systems (Columbus, OH, and Phoenix, AZ) and studied the strategies used by these and several other cities that had drastically reduced their homeless populations.

Initially funded by private foundation grants from the Noble Foundation, the Merrick Foundation, and the Inasmuch Foundation, the Homeless Alliance incorporated in April 2004.


The Homeless Alliance is a not-for-profit organization dedicated to rallying our community to end homelessness in Oklahoma City through collaboration with service providers, city government, and local businesses.  In order to end long-term homelessness, we focus on the following:

  • A strategic vision to end homelessness.
  • Elimination of gaps in services by increasing collaboration among service providers.
  • An increased supply of affordable housing and permanent supportive housing.

As a means of reaching the goal of ending homelessness, the Homeless Alliance envisions a more collaborative system of care utilizing nationally recognized, research-based best practices that take advantage of centralized planning and consistent outside evaluation.

The Homeless Alliance seeks to rally our community to find better ways to help our homeless and make the system more efficient, more rational, and more caring.

Needs There are more than 200 government, faith-based and nonprofit agencies working with the homeless in Oklahoma City, each targeting particular sub-populations of the homeless with their special brand of services. The Homeless Alliance was created as a catalyst for collaboration among this array of providers and as a community convener.  We conduct research into best practices and assist agencies in implementing them.  We develop, host and maintain software and information technology solutions to help agencies manage their programs and measure their effectiveness, we examine emerging needs in the field and develop and implement innovation programs to address those needs.  And finally, we are a direct service provider to homeless families with children and to chronically homeless individuals. Our most pressing need is UNRESTRICTED donations that will enable us to direct resources and personnel toward the most pressing needs we identify through our research and collaboration with our 200 partners seeking to end homelessness in OKC.  The hardest funds to raise are those needed to maintain the core functions to enable us to take on the hard issues that are otherwise unmet in the community. Unrestricted donations provide us the flexibility to use the funds where the greatest need exists.
Area Served
Area Served
Geographic Area Served
Oklahoma City
Oklahoma City Metro
Service Categories
Secondary Organizational Category Human Services/Homeless Services/Centers
Tertiary Organizational Category Housing, Shelter/Housing & Shelter NEC
Description It is exceedingly rare to find an individual or family whose homelessness can be laid to a single factor like loss of a job.  Much more often, the cause is multifaceted, complex and includes mental illness, substance abuse, lack of educational attainment, the chains of generational poverty, developmental issues, legal problems, physical disabilities, the list can go on and on.  The Center was built in 2011 to provide a "one-stop shop" for homeless & at-risk individuals & families to access the wide variety of services they may need to end or prevent their homelessness & achieve long-term stability in their lives. Weekly, existing case managers from 20 government, faith-based & nonprofit agencies meet to coordinate case management, share information about services their individual client can utilize & share ideas and resources for their clients.  This Coordinated Case Management (CCM) has proven effective and efficient and is being duplicated in other service areas.
Population Served Families People/Families with of People with Disabilities Homeless
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program. More than 650 homeless families with children have been housed since CCM was created in 2007.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact. Software programs like Good Done Great and Horizon track data such as which agencies the client accesses and when to provide quantifiable feedback on the success of the program and assist determining where gaps in available services might be.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success. More than 650 homeless families with children housed since CCM was created in 2007; Program was named Journal Record Innovator of the Year
The Day Shelter, developed and built by the Homeless Alliance, is operated by City Care.  This 13,000-square-foot facility opened August 2011 with a library, showers, commercial kitchen serving breakfast and lunch, 12 computer workstations, barbershop/salon, and classroom space for AA and NA classes, devotionals, art classes and other educational opportunities. The Day Shelter currently serves about 300 guests each day, about 70% of whom are unsheltered or “street homeless.” The Day Shelter also provides a place where local agencies seeking to provide services to the homeless can engage with them in a safe, welcoming environment. Agencies providing outreach services to the homeless through the Day Shelter include the Veterans’ Administration, North Care, Be the Change, Healing Hands, and local churches. 
In 2015, the Day She;lter served 4,800 unduplicated guests, about 2/3's of all of Oklahoma City's homeless during that year.  The day shelter has become the "front door" to the continuum of care for the homeless in Oklahoma City.
Population Served Homeless Poor,Economically Disadvantaged,Indigent Adults
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program. Most of our homeless shelters ask the guests to leave during the day.  The Day Shelter provides a place for them, the street homeless and the couch homeless a safe place to go during the day.  Success will be engaging those guests in the services provided by our community partners to assist them in gaining housing.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state. Ultimate success will be when there is no need for a day shelter in OKC. The Day Shelter serves as the entry point to engage the most medically vulnerable homeless in services from the community.  We are following the Housing First model starting with placing the most medically vulnerable homeless in housing and then wrapping supportive services from the community around them to help our guest achieve their best level of independence.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact. ShelterCheck, our innovative software for use in the "high-volume, low-touch" environment of a homeless shelter, tracks the number of guests each day.  We use those figures to trend how what we see matches up with the annual Point In Time survey conducted by the City each year.  We also track the number of our guests who obtain services from our community partners through Horizon-the homeless management information system utilized by OKC.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success. In April 2013, a typical month, we served 2,394 breakfasts and 4,213 lunches; provided 1,640 showers; guests logged 963 hours on computers; and 44 received salon services.  North Care provided outreach for mental illness one day per week.  Red Rock provided outreach for mental illness and substance abuse 1 day per week.  Oklahoma Dept. of Mental Health provided outreach for mental illness and substance abuse 5 days per week.  Healing Hands provided primary health care 5 days per week.  Be The Change provided STD testing, counseling and street outreach 2 days per week.  Guiding Right provided STD testing and counseling 1/2 day per week.  Veteran's Administration provided outreach to veterans 1 day per week.  Mayflower Church provided Saturday lunch serving 221.  Legal Aid provided civil legal assistance 3 days per week.  The Day Shelter provides a convenient comfortable place for our community partners to engage with the homeless.
All communities receiving HUD funding are required to maintain a data collection software system.  We developed Horizon to provide client level information to the 60 participating agencies and aggregate data to HUD and the Oklahoma City and Norman communities on the  needs of homeless individuals, the use of services provided by the participating agencies, the progress of individuals and to enable sharing of information among agencies to enhance and provide continuity of care.  We converted the Horizon system to ServicePoint in 2014 and continue to provide support and training on the use of the system for the agency users and work with City of Oklahoma City and HUD staff to ensure reporting is adequate for their needs to leverage funding sources and comply with funding requirements.  SerpvicePoint provides additional capabilities for data sharing and custom reporting than was ever possible in previous efforts.   You can visit the OKC HMIS website www.okchmis.com.
Population Served Homeless
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program. Increasing the number of agencies using the Horizon system and the usefulness of the data available to meet the needs of City Planning as well as the agencies themselves to meet their internal program assessment effectiveness and plan for their own future needs.  There are currently 60 agencies using the program to support the reporting and outcome measurement needs of 164 programs.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state. All OKC programs serving the homeless will enter data on real time basis so aggregate data can be easily obtained to identify needs and trends so we can better prepare for and meet the needs of the community's homeless.  Each agency will be able to share information within their agency and with other agencies, when appropriate, to enable our community to spend more time serving client needs and less time on data entry and identify best practices and outcomes to further enhance their services.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact. We monitor the activity in the aggregate by program not less than monthly and share the data with City staff and HUD as requested.  We provide free training on the system and free trouble shooting if the agency has any problem so we know the issues and concerns of those responsible for data entry as well as those who use the data to plan for needs in the community.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
60 agencies are entering data on 164 programs. 
We are developing the newest version of the Horizon program based on input from our constituents.
Our goal is to facilitate communication and community problem solving on issues of homelessness and poverty by bringing together businesses, agencies, government entities and individuals to provide education, consensus building and best practices.

One of the chief goals of the Homeless Alliance is the development of rigorous, community-wide standards for the operation of congregate homeless shelters. The directors of Oklahoma City’s eight homeless shelters together wrote and adopted these standards including monitoring for compliance and continue to meet monthly at the Homeless Alliance offices to discuss issues in common.

Real Change vouchers help address increased panhandling in Oklahoma City.  These vouchers—each good for food and shelter, along with a bus ticket to one of the downtown homeless shelters—are sold at cost to people who wish to give something to panhandlers but are concerned about donated cash being used to buy drugs or alcohol. 
Population Served Homeless Poor,Economically Disadvantaged,Indigent Unemployed, Underemployed, Dislocated
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state. Facilitating relationships with all stakeholders to expand the capacity of OKC to care for all homeless and those at risk of becoming homeless.  Providing leadership to identify the barriers to all citizens finding affordable housing.  Engaging in research to determine where we are as a community, what works and doesn't work in our community and looking at successes and lessons learned in other communities to help build the capacity of our community to provide affordable and sustainable housing.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact. Each initiative is monitored against the number of calls
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
Convened directors of OKCs 8 homeless shelters who were able to develop standards for operation of congregate homeless shelters and continue to monitor compliance among themselves.  We continue to host this group for monthly meetings to discuss issues in common.
Developed Real Change vouchers to address panhandling.  Each voucher is good for a bus ticket to one of the downtown homeless shelters where the recipient will receive a place to stay and a hot meal.  This provides citizens with a way to help without worrying that donated case will be used to purchase drugs or alcohol.
Developed Coordinated Case Management (CCM) model bringing together the case workers from various agencies serving the homeless population to share ideas and their resources for the benefit of the homeless family.  The CCM model has proven so successful we have begun a similar group to provide services to homeless adults without children.

Oklahoma City joined the national 100,000 Homes Campaign. The campaign fundamentally changes the way we think about and respond to chronic homelessness. Oklahoma City spent about $28 million each year on homelessness and nearly 50% of that was spent on the chronic homeless – who are only 20% of our homeless population!

Change agents from across the community came together to identify our chronically homeless, prioritize and triage their needs, and move them rapidly into housing with the supportive services they need in order to sustain their housing and begin the long road to finding whatever level of self-sufficiency they can.

The 100,000 Homes Campaign in Oklahoma City uses the Housing First philosophy, a radical departure from past practices (called Housing Readiness).

The goal of the campaign was to house 84 chronically homeless, un-sheltered individuals each year, but in the first 24 months the collaborative housed more than 320, with a 90% housing retention rate and an estimated cost reduction of more than $2 million annually.
Due to the success of the campaign, the Homeless Alliance was asked to join 69 other communities across the country in the national Zero:2016 campaign, with the twin goals of ending veteran homelessness in the community by December 31, 2015 and ending chronic homelessness by December 31, 2016.
The collaborative agreed and renamed the initiative Journey Home-OKC and is currently working to end, once and for all, veteran and chronic homelessness in Oklahoma City.
Population Served Homeless Adults At-Risk Populations
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program. In its first incarnation (as 100,000 Homes-OKC) the program housed more than 300 chronically homeless, medically vulnerable, un-sheltered people with a 90% one year housing retention rate and an estimated reduction in costs of $2 million annually.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state. Permanent supportive housing for veterans and chronically homeless people enhances their capacity for improved mental health, reduced substance use, improved physical health, increased income (earned and unearned), and healthier social interactions.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact. Client-level and program-level outcomes are tracked by OKC's HMIS.  Community level outcomes are measured by HMIS, the city's annual Point-in-Time Count survey of the homeless, and registry week exercises.
CEO/Executive Director
CEO/Executive Director Dan Straughan
Start Date Apr 2004
Email danstraughan@homelessalliance.org
Experience Straughan's professional experince includes 10 years as a manager of the Federal Reserve Bank of Kansas City, Oklahoma City Branch and seven years as a Vice President of United Way of Metro Oklahoma City, where he was also the first executive director of Central Oklahoma Turning Point (now called the Wellness Now Coalition) and the local and statewide director of Success by Six (now called Smart Start Oklahoma).  Creating and sustaining those broad-based community collaborations uniquely suited him to developing the various collaborative initiatives of the Homeless Alliance.  Straughan is the founding executive director of the organization.
Senior Staff
Kim WoodsDeputy Director
Number of Full-time Staff 18
Number of Part-time Staff 7
Number of Contract Staff 2
Number of Volunteers 200
Staff Retention Rate 86
Are professional development opportunities provided? Yes
Does CEO/Executive Director have formal evaluations? Yes
Management reports to board? Yes
Staff Demographics - Ethnicity
African American/Black 3
Caucasian 22
Staff Demographics - Gender
Male 10
Female 15
Organizational Plans
Fundraising Plan Yes
Policy against commission-based compensation for fundraising consultant Yes
Communication Plan Yes
Strategic Plan Yes
Number of Years Strategic Plan Considers 5
Date Strategic Plan Adopted Jan 2012
Management Succession Plan Yes
Organization Policies and Procedures Yes
Be the Change, Catholic Charities, City Care, City of Oklahoma City, City Rescue Mission, Coalition for the Needy, Goodwill, Grace Rescue Mission, Healing Hands, Hope Community Services, Hope House, Infant Crisis Center, Interfaith Alliance, Latino Community Development Agency, Legal Aid, Mental Health Association OKC, NAMI-Oklahoma, Neighborhood Services Organization, NorthCare, Oklahoma AIDS Care Fund, Oklahoma Conference of Churches, Oklahoma Housing Authority, Oklahoma City Police Dept., Oklahoma City Shelter Executives Group, Oklahoma County (social services), Oklahoma Dept. of Corrections, Oklahoma Dept. of Mental Health and Substance Abuse Services, Oklahoma Dept of Human Services:  Aging Services, Office of Faith-based and Community Initiatives, and Vulnerable Adults programs; Oklahoma Primary Care Association, Oklahoma State Home Builders Association, OU Medical Center, Positive Tomorrows, Red Rock BHS, Salvation Army, Sister BJ's Pantry, St. Anthony Hospital, Sunbeam Family Services, TEEM, United Way, Upward Transitions, Urban Home Locator, US Dept. of Housing and Urban Development, Veterans Administration, Volunteers of America, Wholestic Counseling, YWCA
ONE Award for Excellence in Community CategoryOklahoma Center for Nonprofits2012
Business Innovator of the YearJournal Record2008
Community Service AwardInterfaith Alliance2011
Government Licenses
Is your organization licensed by the government (federal, state and/or local)? No
Board Chair
Name Frank Turner
Company Affiliation Turner Management
Term July 2017 to June 2018
Email turnermanagement@hotmail.com
Board of Directors
List Current as of Apr 10, 2018
Board of Directors List
Major M.T. BerryCity of Oklahoma CityVoting
Allen BrownAllen Brown ArchitectsVoting
Matt ColeHSPG & Associates PCVoting
Jana GridleyTerry Neese Personnel ServicesVoting
Amy GuzzyLove's Travel Stops & Country Stores Inc.Voting
Jerry HydenCommunity VolunteerVoting
Jesse JaggersVoting
Debi MartinCity of Oklahoma CityVoting
Frank MerrickFoundation Management Inc.Voting
Julie Porter ScottYelpOKCVoting
Theresa SeitzOG&EVoting
Pam StarkRetired Veterans Admin HUD VASH programVoting
Kyle StewartMcGladrey LLPVoting
Frank TurnerTurner Management Inc.Voting
Board Demographics - Ethnicity
African American/Black 2
Caucasian 12
Board Demographics - Gender
Male 8
Female 6
Board Term Lengths 3 years
Percentage of Board Making Monetary Contributions to the Organization 100 %
Percentage of Board Making In-Kind Contributions to the Organization 14 %
Board Orientation Yes
Constituency Includes Client Representation Yes
Written Board Selection Criteria? Yes
Standing Committees
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Communications / Promotion / Publicity / Public Relations
Program / Program Planning
Current Fiscal Year
Fiscal Year July 01, 2016-June 30, 2017
Current Year Budgeted Total Income $3,396,537
Current Year Budgeted Total Expenses $3,759,855
IRS Letter of Determination
Prior Three Years' Financial History
Revenue and ExpensesHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201720162015
Total Revenue$3,213,506$2,661,045$3,400,559
Total Expenses$3,293,745$2,937,014$2,363,569
Revenue Less Expenses($80,239)($275,969)$1,036,990
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201720162015
Foundation and
Corporation Contributions
Government Contributions$1,643,272$1,084,176$1,682,526
Individual Contributions------
Investment Income, Net of Losses$1,220$687$1,126
Unrealized Gain/Loss----($2,754)
Membership Dues------
Special Events------
Revenue In-Kind------
Expense Allocation
Fiscal Year201720162015
Program Expense$3,086,501$2,788,487$2,186,376
Administration Expense$182,571$114,770$146,380
Fundraising Expense$24,673$33,757$30,813
Payments to Affiliates------
Total Revenue/Total Expenses0.980.911.44
Program Expense/Total Expenses94%95%93%
Fundraising Expense/Contributed Revenue2%3%2%
Assets and Liabilities
Fiscal Year201720162015
Total Assets$6,906,486$7,265,337$7,466,518
Current Assets$144,007$347,825$745,634
Long-Term Liabilities$611,274$567,072$603,065
Current Liabilities$191,251$514,065$403,284
Total Net Assets$6,103,961$6,184,200$6,460,169
Short Term Solvency
Fiscal Year201720162015
Current Ratio: Current Assets/Current Liabilities0.750.681.85
Long Term Solvency
Fiscal Year201720162015
Long-Term Liabilities/Total Assets9%8%8%
Funding Sources
Top Funding Sources
Fiscal Year201720162015
Top Funding Source & Dollar AmountGovt - Unspecified $1,643,272Contributions $1,280,628Govt - Unspecified $1,682,526
Second Highest Funding Source & Dollar AmountContributions $1,208,199Govt - Unspecified $1,084,176Contributions $1,569,790
Third Highest Funding Source & Dollar AmountEarned Revenue $241,010Earned Revenue $185,304Indirect Public Support $112,500
Endowment? Yes
Endowment Spending Policy Percentage
Endowment Spending Policy Percentage (if selected) 5 %
Credit Line? Yes
Reserve Fund? No
Capital Campaign
Currently in a Capital Campaign? No
Comments on Financials
Foundation Staff Comments
All prior year financial information is from the IRS Form 990s.
Contributions may include foundations and corporations when the breakout was not available.
The financial information presented is obtained from the following sources: IRS Form 990, independent audit reports, financial statements – board approved when available, and supplemental information from the organization. We do not warrant or guarantee the timeliness, errors or inaccuracies. With respect to information regarding financial performance, nothing on this website should be interpreted as a statement or interpretation by OCCF staff.
Organizations with a GiveSmartOKC profile are responsible for updating information annually within 45 days following the end of their fiscal year.
Address 1724 NW 4th Street
Oklahoma City, OK 73106
Primary Phone 405 415-8410
Give with Credit Card https://www.homelessalliance.org
CEO/Executive Director Dan Straughan
Board Chair Frank Turner
Board Chair Company Affiliation Turner Management