This paper is about the development and implementation of community building in public housing as a poverty-reduction, homeless prevention strategy. The case offers a view from the streets of a public housing project where a family support program in a large child and family agency worked with very poor residents squeezed by dual policy reforms in welfare and in affordable housing. The practice innovation was a model of non-categorical programming with four interactive domains: community improvement, family strengthening, education/life skills, and worker development. The case describes and analyzes: (1) how the conceptual framework derived from “theories of change” and principles of the family support movement; (2) how the process was facilitated by a community-based location advantage and a commitment to teamwork; (3) how inconsistent funding streams and the complexity, size, and scope of the program hindered implementation and sustainability. Finally, lessons are drawn to use the best of community building in hard times.

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