All Roads Lead Home-Plan to end homelessness-PVPC-2008
Photo by Heather Brandon
All roads lead home
THE PIONEER VALLEY’S PLAN TO END HOMELESSNESS
This plan has been supported by the Cities of Holyoke, Northampton and Springfield, MA, and funding from One Family, Inc.
February 2008
i
1 Executive Summary
2 The Principles that Guide this Plan
3 Homelessness in the Pioneer Valley
6 Concentrated Poverty in our Region
7 Changing the Response
8 Crisis & Economic Homelessness
10 Chronic Homelessness: Long-term & Episodic
12 DIAGRAM: A Housing-Focused Response to Homelessness
13 Pioneer Valley Strategies to End Homelessness
14 Build Community Support for Ending Homelessness
17 Fund and Coordinate Prevention and Rapid Rehouse
20 Create Supportive Housing for Vulnerable Populations
24 Increase the Stock of Affordable Housing
27 Increase Incomes and Assets of Homeless and At-Risk
30 Make Supportive Services Available and Accessible
34 Appendices
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1
executive summary
In November 2006, the Mayors of Holyoke, Northampton and
Springfield began a conversation about homelessness in the
Pioneer Valley, which led to a regional symposium that
launched the year-long process that produced this plan. The
planning group, co-chaired by Northampton Mayor Clare
Higgins and Holyoke Mayor Michael Sullivan, ultimately drew
on the knowledge and talents of more than 100 people
throughout the Pioneer Valley, with input from Mayors or
staff from four more towns and cities—Easthampton,
Greenfield, Springfield and West Springfield —as well as from
the offices of Senator John Kerry and Representative John
Olver, and multiple state agencies, provider agencies,
advocates, consumers, leaders of faith communities,
educators, and business leaders. The work was done by
workgroups that focused on Homelessness Prevention;
Housing; Mainstream Services; Chronic Homelessness; and
Data and Research. Additional consumer input was collected
through interviews of homeless individuals and families. One
Family, Inc provided funding support for this plan.
This plan reflects our collective commitmen t to end
homelessness in our region in the next ten years. It sets forth
six broad strategies encompassing more than 80 discrete
action steps. We will ensure implementation of the plan
through creation of the Pioneer Valley Committee to End
Homelessness (PVCEH), a volunteer board reflecting
community stakeholders, staffed with a full-time director. At
the January 2007 Symposium, our regional legislative
delegation pledged its support for our agenda.
Specific benchmarks we will achieve include:
PREVENTION: Creation of a collaborative prevention and
rapid rehouse network, in which local, state and federal funds
are allocated in a coordinated and easy-to-access manner, and
which is supported by at least $200,000 per year in flexible
regional funds and $150,000 per year in new funds for the
Tenancy Preservation Project.
SUPPORTIVE HOUSING: Creation of 260 supportive
housing opportunities for individuals; 50 supportive housing
opportunities for families; and 4 small Safe Havens housing
projects for seriously mentally ill individuals throughout the
region.
AFFORDABLE HOUSING: Creation of a regional affordable
housing plan and agenda which leads to development of 300
housing units throughout the Pioneer Valley which are
affordable to households with incomes at or below 30% of
area median income.
EMPLOYMENT: Development of employment and training
collaborations involving the Regional Employment Boards,
One-Stop Career Centers, employers and homeless providers
which will enable at least 100 homeless and at-risk persons to
obtain employment each year.
2
The principles that guide this plan:
Our community’s concern and respect for each of our neighbors, and
understanding that it is less costly to end homelessness than to manage it, draws
us together to share the responsibility of ending homelessness in our region.
Every community in our region needs to contribute and be a part of the solution
for us to end homelessness.
Our region is enhanced by the diversity of people who live here, and we support
people’s opportunity to have stable housing in the community of their choice.
Solutions to homelessness must be housing-focused.
Varied, flexible, and accessible supports must be available to help people retain
their housing.
Prevention must be a key part of our strategy, because it is humane, cost-
effective, and critical to ending homelessness.
Strategies that increase the incomes and assets of our low-income neighbors
provide long-term protection against risk of homelessness.
The level of support we provide to our neighbors should be matched to level of
need, and we should create uniform ways to quickly assess level of need.
Our plan’s success in increasing housing stability will be ensured through the
setting of measurable goals; data collection & analysis; regular assessment of
performance; and adjustment of strategies where necessary to achieve our goals.
Community education is necessary to broaden our ability to create policy change
at the local, regional, state and federal levels.
The Pioneer Valley
The Pioneer Valley is defined by the
Connecticut River, flowing through our
three-county area from Vermont to
Connecticut. Throughout the region, we
are connected by water, which begins in
small tributaries and flows into our
major river. This interconnectedness is
reinforced by the highways that join our
region north to south and east to west,
and by the farms that supply locally
grown food to city tables.
Our region is varied. Franklin County, to
the north, is predominantly rural, with
open fields and space between towns.
Hampshire County, in the middle, is
defined by academics, containing five
major colleges and universities. And
Hampden County, to the south, is
predominantly urban, with a suburban
ring around its cities. The region is full
of natural beauty and cultural
amenities, and is cherished by those who
live here.
This plan recognizes that among our
neighbors are people who live with the
crisis of losing their housing. In the
same way that we are connected and
enhanced by our geography, we are
connected and enhanced by community.
Our region is strengthened when we see
and address need within our community.
3
Homelessness in the Pioneer Valley
On a single night, January 30, 2007, there were more than 1000 of
our neighbors in Franklin, Hampshire and Hampden counties
staying on the streets and in shelters.1 Of these, 349 were single
individuals and 636 were persons in families.
Homelessness is a surprisingly frequent occurrence for people living
in poverty: almost one in ten experience some homelessness each
year. Most of these people fall into homelessness and get back out
of it relatively quickly. Usually, homelessness is caused by economic
hardship or crisis and is a one-time event.
Over the course of a single year, almost 5000 people in the Pioneer
Valley region experience some period of homelessness.2 Close to
half of these are families with children.3
Homelessness Is Regional
The causes of homelessness are complex, and include both societal
factors—such as housing costs that have outpaced income growth
and the loss of manufacturing jobs—and individual factors. At the
individual level, the causes of homelessness are most often
associated with poverty and disability.
No community in our region is immune from these problems. Your
town likely has poverty in its midst if it includes child care and retail
workers, elderly people on fixed incomes, parenting college
students, one-income families split apart by divorce, or young adults
1 These numbers refer to the entire region, including Springfield.
2 Number calculations are provided in Appendix B.
3 These are people in the three-county area who experience “literal” homelessness and spend
time in shelters. It does not include the very large number of households that are doubled-
up, or are otherwise precariously housed; these households are considered “at risk.”
with limited education. Your community is also likely to have
people with disabilities that are severe enough to limit their ability
to support themselves. These include people with chronic health
problems, people with serious and persistent mental illness, and
people with alcohol or drug dependencies.
Photo by Heather Brandon
All of these people throughout our region are
at risk of homelessness.
4
Homelessness Is Not Just an Urban Condition
Homelessness occurs in the rural landscape of Franklin County, amidst the college towns of
Hampshire County, and in the urban downtowns of Hampden County.
Homelessness in rural and semi-rural communities, like those in Franklin or Hampshire
County, is partly defined by the landscape. Unlike urban communities, where homelessness
requires living in public spaces, being homeless in Franklin or Hampshire County might include
living in old tobacco barns or garden sheds, living in small encampments in the woods, or
living in the floodplains and fields along the Connecticut River.
Sometimes called “hidden homelessness” due to its lack of visibility—and accompanying lack
of awareness—non-urban homelessness has been on the rise in communities across the
county. Research indicates that the rural hidden homeless are two to four times more likely
to be living “doubled up” than their urban counterparts, and local data shows that 37% of
people entering shelter in Franklin County have come from a doubled-up situation that could
not continue.
Think homelessness is just in Springfield and Holyoke? Think again.
Families and individuals from all these villages and towns spent time in shelters in our region in 2006-07:
Agawam
Amherst
Ashfield
Athol
Belchertown
Brimfield
Charlemont
Chesterfield
Chicopee
Colrain
Deerfield
East Longmeadow
Easthampton
Florence
Gill
Granville
Hampden
Hatfield
Hawley
Heath
Holyoke
Huntington
Ludlow
Millers Falls
Monson
Montague
Northampton
Northfield
Orange
Palmer
Pelham
Rowe
Shelburne
Shelburne Falls
Shutesbury
South Deerfield
Southampton
South Hadley
Southwick
Springfield
Sunderland
Turners Falls
Ware
Warwick
Wendell
Westfield
Westhampton
West Springfield
Wilbraham
Williamsburg
5
Homelessness Knows No Boundaries
People who are homeless or at risk of homelessness come from every community, but they are
unable to access services they need in some communities. Just as many of us who are not poor
move to other places for education, jobs, or other opportunities, people in poverty go to places
where they can access the services and supports they need.
In our region, many of the supports are located in Springfield and Holyoke, and, to a lesser
degree, Northampton, Westfield and Greenfield. If you are disabled, you go to Springfield or
Holyoke for disability benefits. If you need welfare or food stamps, you go to Springfield,
Holyoke or Greenfield. And if you or your family becomes homeless, you most likely go to a
shelter in Springfield or Holyoke.
There are a few small shelters in other towns: family shelter units in South Hadley, Amherst,
Greenfield and Orange, and small shelters for individuals in Westfield, Turner’s Falls,
Northampton, and Easthampton. But the overwhelming majority of shelter beds are in
Springfield and Holyoke.
Our towns attract people beyond the three-county area for services and other reasons. The VA
Hospital in Northampton and some substance abuse facilities in Springfield and Holyoke serve a
broad region that may extend beyond state borders. Northampton is believed to be a particular
draw for homeless youth.
Wherever you start your homeless journey, you are likely to move—either for additional services
or because you cannot or do not want to stay at the shelter you started in. Local data shows a
regular ongoing movement of homeless people from one shelter to another, up and down the I-
91 corridor. This movement extends homelessness because it interferes with efforts to achieve
housing stability: caseworkers start over at each new shelter admission, homeless people lose
ties to family and friends who may provide support, address changes mean lost mail, and health
care and mental health services are interrupted.
What Causes Homelessness?
Staff notes from interviews
of people entering shelter
“Was abused by father, in state custody to age 18,
can't stay with parents.”
"Family kicked him out for being homosexual.”
“He got laid off and two deaths in family. Wife
wanted a divorce. His drinking and drugs got out of
control.”
“Father died and owed taxes on the house--so he
was evicted.”
“House foreclosed in 2002. Had physical and mental
issues. Homeless since then.”
“Was working at Wendy's and the store closed
without notification.”
“Roommates threw her out--they were
uncomfortable with her bipolar status.”
“Lost driver’s license due to unpaid fines. Couldn’t
get to work. Also, has back problems.”
“Mom passed away two years ago. Was living with
grandparents-- they didn't want anything to do with
him after he graduated high school--asked him to
leave. Not enough money for his own place.”
“My expenses were greater than my rent when my
employer ended my long term disability.”
6
Concentrated Poverty
While homelessness touches virtually every community, some
communities are more heavily impacted than others. The state has
tracked last addresses for people entering shelter, and has identified
‘hotspots’--communities in which large numbers of families become
homeless. Springfield and Holyoke are two of seven hotspots statewide.
Our existing housing options are structured in a way that concentrate
poverty and disability. Our core cities, with their older housing stock and
strained infrastructure and services, tend to provide housing to those with
the least options.
The concentrated poverty of Springfield and Holyoke is a critical issue for
the entire Pioneer Valley. Research indicates that, within metropolitan
regions, the economic fortunes of one municipality are linked to the fate of
the entire metropolis.4
It is beyond the scope of this plan to end poverty. But this plan does aim to
end homelessness, the most shameful and visible face of poverty.
Achievement of this goal throughout all of our cities and towns would
stabilize troubled neighborhoods, improve the lives of our very poorest
neighbors, and likely provide an economic boost for our region.
44 Rusk, Inside Game/Outside Game: Winning Strategies for Saving Urban America, Brookings
Institution Press, Washington, DC (1999).
Springfield and Holyoke have among the most entrenched poverty
problems in the country, with 34 and 51 percent of their poor living in
high-poverty neighborhoods. By comparison, New Orleans had a
concentrated poverty rate of 38 percent on the eve of Hurricane Katrina.
[Reconnecting Mass Gateway Cities, MassInc. 2007]
7
Changing the Response
Homelessness presents as an immediate crisis. Locally and
throughout the country, service providers and government agencies
have responded admirably to the immediate needs of people on the
streets with emergency shelter beds and services, saving many lives
by doing so. Once people are in shelter, providers have focused on
providing assistance to help move households from crisis state to
‘housing ready,’ when they are referred to permanent housing.
While this emergency response has eased some of the worst
impacts of homelessness, it was not meant to and does not address
the systemic causes of homelessness. This regional plan is a
commitment to a significant shift in our approach, in which we will
focus on the root causes of homelessness.
Instead of focusing all of our resources on crisis management, we
will prevent homelessness in the first place. Instead of building our
response around shelters, we will build it around permanent
housing. And instead of assisting homeless households to a
‘housing ready’ state before graduation to
Photo by Heather Brandon
permanent housing, we will employ a Housing First strategy that
starts with housing and provides wrap-around services as needed.
Our new approach is based on a detailed understanding of the
categories of people who become homeless, and the strategies that
work for each category, as set forth in the table below. We will
carefully target interventions to need.
Category Type Definition Characteristics Number Strategies
Economic
homelessness
Crisis
One relatively short-
term, spell of
homelessness
Individuals and families with
job loss or primarily economic
crises.
75% of homeless individuals
and 75% of homeless families Prevention; Rapid Rehouse
Short- or
long-term
economic
Unable to afford
market housing
Families with limited skills &
education; may remain in
shelter for long periods
20% of homeless families
Rapid rehouse; Short- or
long-term housing subsidy,
plus tools to increase income
Chronic
homelessness
Episodic Multiple episodes of
homelessness
Individuals & families with
multiple needs; often with
substance abuse problems.
9-16% of homeless individuals,
5-8% of homeless families Housing First; Supportive
housing; Discharge planning
Long-term Homeless for a year or
longer
Usually older individuals with
multiple disabilities 4-10% of homeless individuals.
8
Crisis & Economic Homelessness
Homelessness is strongly correlated with extreme poverty. Households with
incomes at or below 30% of the area median income are at highest risk. In our region,
these extremely low-income households have monthly incomes below $1300 in Hampshire
and Franklin Counties, or $1100 in Hampden County. These households include all families
on welfare, individuals whose sole source of income is Social Security disability payments,
and full-time minimum wage earners. Earning just above the 30% mark—if they are able
to get full-time hours—are child care workers, personal care attendants, short-order cooks,
crossing guards, pharmacy aides, housekeepers, retail workers and gas station attendants.5
Our region has 19,500
extremely-low-income
households that are paying
more than 50% of their
income for rent, an indication
that they do not have a housing
subsidy. The mismatch between
income and housing cost makes
these households one crisis away
from homelessness.
Photo by Heather Brandon
Prevention and Rapid ReHouse
For those who experience homelessness as an economic issue, the most cost-effective response is prevention, such as cash assistance
for rent or utility arrears. A related strategy, when homelessness cannot be prevented, is rapid rehouse, a collection of strategies
designed to move households quickly to new housing.
5 Bureau of Labor Statistics, May 2006 Metropolitan and Nonmetropolitan Area Occupational Employment and Wage Estimates, Springfield Metropolitan Area
Housing-Income Mismatch
At 30% of area median income, market rents are
not affordable. In the Pioneer Valley region, the
HUD-established Fair Market rent is $844 per
month for a two-bedroom unit. Exacerbating
the problem, there are few communities with
rents in this range, which is based upon a
regional median rent. Two-bedroom
apartments in Northampton and Amherst rent
for more than $1000, and many communities
are made up almost entirely of detached
houses, which typically rent for more. Without
a housing subsidy, extremely low-income
households must spend virtually all their income
for housing; live in substandard housing; or
double-up with other households in
overcrowded housing.
9
Prevention and rapid rehouse programs are highly effective, and
relatively inexpensive. A recent study of Massachusetts prevention
programs found that the average cash assistance grant to families
was less than $1700, the average cash assistance to individuals was
less than $800.6 Hennepin
County, Minnesota, has developed a rapid rehouse program which
has reduced shelter length of stay by half and has reduced the
number of families in shelter by 63%.7
In contrast, Massachusetts pays an average of $2940 per month to
maintain a homeless family in shelter, not including case
management or health-related expenses. Of the roughly 2,900
homeless families in Massachusetts, almost 25% stay in shelters for
15 months, which costs nearly $50,000 per family. One of the most
disturbing facts about the cost of long-term stayers in shelters is
that the families that stay the longest seem to be in shelter due
primarily to economic reasons—they have low incomes but do not
have high service needs. 8
Homeless children have the right to remain in the school they were
in prior to becoming homeless. This policy increases stability in the
child’s life, but the required cost of transporting homeless children
to school is high: last year, the cost to school districts in our region
was more than $1,000,000.9
High rates of homelessness have a destabilizing impact on
communities. One elementary school in downtown Holyoke,
a community with a high number of family shelters, started
6 Haig Friedman et al., 2007, Preventing Homelessness and Promoting Housing Stability: A
Comparative Analysis, The Boston Foundation and the McCormack Graduate School.
7 Burt et al. 2005, Strategies for Preventing Homelessness, U.S. department of Housing and
Urban Development, Office of Policy Development and Research.
8 Culhane, D.P. (2006) Testing a typology of family homelessness in Massachusetts:
Preliminary Findings. Proceedings from the Ending Homelessness, Housing First in Policy and
Practice Conference, Worcester, MA.
9 See Appendix B for a breakdown by school district.
the 2007 school year with 20% of its student body living in shelter or
other temporary housing. Some neighborhood schools experience a
25-35% turnover rate in the student population during the school
year. The transience these numbers reflect makes teaching very
difficult, negatively impacts school test scores, and is reflected in
high drop-out rates.
Long-Term Solutions
The long-term solutions to the housing-income mismatch are
increasing incomes and decreasing housing cost. This plan identifies
strategies to do both.
Increased income starts with education at the earliest level, and
continues with skill training and employment opportunities.
Increasing our stock of deeply subsidized housing will stabilize those
unable to increase incomes, and those in the process of increasing
education and skills.
10
Chronic Homelessness: Long-Term & Episodic
A subset of the homeless population is chronically homeless, which is associated with abuse during childhood, interaction with the foster care
system, serious and persistent mental illness, chronic illness, substance abuse or co-occurring mental illness and substance abuse.
Individuals
In our region, among individuals, the chronic homeless make up about 25% of the
population. A number of studies have documented that individual chronic homelessness is
extremely expensive for the community. One study found that frequent interaction with
emergency systems of care, including hospital emergency room, jail, detox programs and
crisis psychiatric care averages more than $40,000 per chronic homeless person per year.10
The costs associated with some individuals are extraordinarily high. In Springfield, Baystate
Hospital found that the hospital costs associated with the visits of 10 high-frequency/high-
need chronically homeless individuals averaged $100,000 per person over the course of one
year. Chronic homelessness has a very high human cost as well, as is indicated by the fact
that the average age of death individuals who have died while homeless is 48.
Families
The 5-8% of homeless families with high service needs do not have long shelter stays, a
phenomena believed to be associated with an inability to comply with shelter rules and a
fear of having children removed from the family. Instead, these families exhibit chronic
housing instability. This instability, combined with family disabilities or substance abuse, can
be particularly damaging to children.
For high-need families, the public cost is primarily due to impacts other than shelter.
Housing instability can be a contributing factor for removal of a child to foster care, and it
can prolong foster care placements when a parent lacks appropriate housing. The cost of
foster care in Massachusetts is $6552 per child per year. When a mother of two goes to
shelter and the children to foster care, the annual cost is over $22,000, not including services
to any family members.
10 Culhane et al. 2002, Public Service Reductions Associated With Placement of Homeless Persons with Severe Mental Illness in Supportive Housing. Housing Policy Debate 13(1):
107-163.
Chronic Homelessness, Defined
Individuals. According to the US
Department of Housing and Urban
Development, a chronically homeless person is
an individual with a disabling condition who
has been continuously homeless for a year or
has had at least four episodes of homelessness
in the past three years. This definition includes
both long-term and episodic individuals.
Families. According to the US Substance
Abuse and Mental Health Administration, a
chronically homeless family is one in which
there is an adult with a disabling condition and
has been continuously homeless for six
months; or has had two or more episodes of
homelessness in the past two years; or has had
a history of residential instability (5 or more
moves in the past two years)
11
Photo by Heather Brandon
While it is true that all homelessness negatively affects emotional
and physical well-being, these effects are compounded by chronic
instability. Homeless children suffer very high rates of chronic
illness, including asthma rates four times the rate of housed
children. Close to half of homeless children have problems with
depression, anxiety, or withdrawal, and school-age homeless
children have high rates of delinquent behavior and lower rates of
school completion.
Housing First & Supportive Housing
Immediate movement from homelessness to affordable housing
with supportive services—Housing First—is an extremely effective
tool for stabilizing individuals and families that experience chronic
homelessness. While this strategy may appear costly—about
$16,000 per year for a chronically homeless individual—the cost is
far less than the cost of emergency services if homelessness
continues. In this model, chronically unstable individuals and
families are provided with a deeply subsidized housing unit and
wrap-around supportive services, which may include case
management, health and mental health care, drug and alcohol
counseling, job counseling and placement, life skills classes, financial
literacy training, parenting classes, children's program and support
groups. Studies have demonstrated that more than 80% of
households served in a Housing First model achieve and maintain
housing stability.
12
State agencies
Courts
Schools
CAP agencies
Health Centers
Housing
authorities
Management
companies
Utility
companies
Rental Housing
Landlord mediation
Housing Court
intervention
Funds to prevent
eviction and
stabilize tenancy
Services to address
behavioral health
issues
Homeownership
Foreclosure
prevention
Rental Housing
Education & skill
building
Budgeting
Asset building
Child care
Transportation
Affordable market
housing
Housing subsidies;
public and
subsidized housing
Supportive services
Homeownership
Homeownership
Trauma-informed
services
Links to community
resources
Reduce barriers
Rapid rehouse
Outreach
Early Warning
Prevention and
Diversion
Housing Access &
Stabilization
Shelter &
Assessment
Affordable housing development & preservation
New supportive housing models
Affordable housing throughout region
First-time homebuyer programs
A HOUSING-FOCUSED RESPONSE TO HOMELESSNESS
Adapted from the
model developed
by Judy Perlman,
Homes for Families
If housing cannot
be saved
Preferred response
13
Pioneer Valley Strategies to End Homelessness
Ending homelessness requires concentrated focus on three areas: closing the front door to homelessness, or stopping homelessness before it
occurs; opening the back door out of homelessness, or helping people who are homeless to access appropriate housing and services as quickly
as possible; and building the infrastructure, or improving the safety net for our most at-risk neighbors.
Rates of homelessness are influenced by local, regional, state and federal policies. Individual actions are also a factor. This plan sets forth the
strategies that must be implemented at the local and regional levels to end homelessness. We recognize that we must have support at the state
and federal levels to be successful. Our plan builds on the same strategies as the recently-released Massachusetts state plan, and we will
partner with the state to accomplish these common goals. We know that to increase government funding at all levels, and particularly to
increase federal funding for affordable housing, we must build political will. Our plan calls for building community support in order to influence
policy and funding priorities.
We reflect these broad themes in our six key goals, which are expanded upon in the pages that follow:
1. Build Community Support for Ending Homelessness
2. Fund and Coordinate Prevention and Rapid Rehouse
3. Create Supportive Housing for Vulnerable Populations
4. Increase the Stock of Affordable Housing for People At or Below 30% Area Median Income
5. Increase Incomes and Assets of Homeless and At-Risk Households
6. Make Supportive Services Available and Accessible
We have planned for outcomes, by setting forth specific strategies, action steps, responsible parties and timelines. We will measure our
progress through our Homeless Management Information System (HMIS), and will regularly report on our progress and adjust our strategies as
necessary. We commit to establishment of an ongoing and active Pioneer Valley Committee to End Homelessness to provide oversight to our
efforts and to ensure accountability.
14
Homelessness impacts everyone, due to its high public and human
cost. Those involved in this planning process represent a core group
who have come together to create a plan. An early part of our work
will be reaching out and engage others who have not understood
homelessness to be their problem. Participation by all communities
in the region is essential to our success. We will reach out to our
neighbors by systematically seeking support for our plan in our
neighboring communities and engaging them in the plan’s
strategies.
Implementation of this plan is an active process, which requires
advocacy for system change, funding shifts, creation of new
programs and housing units. This process will not happen on its
own. We will establish a Pioneer Valley Committee to End
Homelessness (PVCEH) to lead and oversee this effort. We will
specifically seek support from business, to assist us in being
strategic and efficient in our efforts. We will look to our colleges
and universities for greater understanding of this social problem,
and for strategies to enhance academic opportunity. We look to
faith communities to remind us of the moral imperative of ensuring
that none of our neighbors are without a home.
Many different government bodies and foundations provide funding
that addresses aspects of homelessness. We will work to bring
those funders together to collaborate on funding priorities to
support a unified strategy to end homelessness.
We look to bring significant new funds into this effort. To justify
funding increases, we must demonstrate our results and be
accountable to the regional community. We will seek to inform the
community through frequent press coverage of our effort, and we
will regularly report on our successes and challenges.
THE IMPORTANCE OF DATA
Local data both informs us in creating response to homelessness
and in measuring the effectiveness of our approaches. A Homeless
Management Information System (HMIS) gives us a tool for data
collection and analysis. HMIS, which is required for HUD-funded
programs, is a means of collecting community data about persons
experiencing homelessness. We recognize that HMIS costs money.
We commit to collectively invest in a HMIS for our region.
1. Build Community Support For
Ending Homelessness
"The business mindset to solutions is vital to get
the job done.”
--Philip Mangano, Director, US Interagency Council
on Homelessness
15
Strategies to Build Community Support for Ending Homelessness
Indicators:
Pioneer Valley Committee to End Homelessness established and meeting regularly
Combined HMIS established and data analyzed
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Provide ongoing
leadership to
implement the plan
Create Pioneer Valley Committee to End
Homelessness (PVCEH) to implement plan
Mayors, City staff,
Leadership Council Year 1 No cost N/A
Recruit Mayors, Town Managers, Select Board
members, city councilors, business leaders, faith
community leaders, foundations, advocates, persons
who have experienced homelessness, state and local
government agencies, and state legislators to
participate on PVCEH
Mayors, City staff,
Leadership Council Years 1-2 No cost N/A
Raise funds for and hire a director of implementation PVCEH Year 1 $70,000 Unidentified
Organize Homeless Funders Collaborative to align
funding with goals of plan PVCEH Years 1-2 No cost N/A
Educate community
about regional plan
to end homelessness
Produce and distribute summary marketing piece
about regional plan
PV CEH, local
governments Year 1 Limited In-kind or
foundation
Organize an education session for state & federal
legislators
PVCEH, local
governments Year 1 No cost N/A
Seek endorsements of plan from Pioneer Valley
communities and organizations Mayors, PVCEH Years 1-3 No cost N/A
Organize speaking opportunities for plan leadership to
present plan throughout region PVCEH Years 1-3 No cost N/A
Educate public about homelessness and poverty in the
context of faith and spirituality
Interfaith Councils,
Councils of Churches,
clergy associations,
faith communities
Years 1-10 No cost N/A
Create web site with information about plan, progress,
resources to assist people experiencing homelessness,
and volunteer opportunities
PVCEH Year 2 Limited In-kind or
foundation
16
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Engage community in
supporting effort to
end homelessness
Seek regular press coverage of events and
achievements related to plan
PVCEH, local
governments Years 1-10 No cost N/A
Provide annual report to the public of plan
accomplishments and progress toward reducing
homelessness
PVCEH Years 1-10 $1000/year In-kind or
foundation
Collaborate with faith communities in the work to end
homelessness
PVCEH, faith
communities Years 1-10 No cost N/A
Conduct an annual Project Homeless Connect event,
produced and staffed by community volunteers
PVCEH, Springfield PHC
leadership Annually $10,000/year Corporate
donations
Expand volunteer opportunities in agencies that serve
or advocate for homeless and at-risk households PVCEH, nonprofits Ongoing No cost N/A
Use data collection
and analysis to
improve effort to end
homelessness in the
Pioneer Valley
Establish an HMIS throughout the region, either
through a mechanism that unduplicates data for
Springfield & the 3-County CoC, or is a new combined
HMIS
PVCEH, CoCs, PVPC Year 1 and
ongoing Unknown
HUD, local
governments,
foundations
Require all providers to submit data as condition of
funding
CoCs, local
government,
foundations
Ongoing No additional
cost N/A
Fund and hire data coordinator PVCEH, CoCs Year 2,
ongoing Unknown To be
determined
Recalibrate plan
regularly to ensure
that goals are
relevant and being
met
Analyze data and use results to make adjustments to
plan PVCEH, CoCs Ongoing No additional
cost N/A
Develop tools for regular feedback from providers and
service participants and address action plan
accordingly
PVCEH, CoCs Ongoing No cost N/A
17
Prevention and Rapid ReHouse
One of our major initiatives is a commitment to coordinate and seek
funds for prevention and rapid rehouse. This includes the
establishment of a regional network of coordinated agencies to
provide prevention and rapid rehouse services, and a commitment
to a community fundraising effort.
For most households that experience homelessness, it is a one-time,
relatively short-term event. We seek to prevent much of this
homelessness through prevention strategies. Unfortunately, some
households will not access or not be able to be assisted by
prevention resources, and will become homeless. Our goal for
these households is to assist them in getting back into stable
housing as soon as possible.
Homeless and at-risk households must be able to access affordable
housing resources. We will target resources to
those households where possible; we will make housing
information readily available; we will provide assistance to those
households that are “hard-to-house”; and we will reach out to
landlords with information about supportive services to assist these
households in maintaining stability.
An important part of a prevention and rapid rehouse strategy is
screening to differentiate each household’s level of need and offer
the right amount of assistance that corresponds to that need. Use
of screening tools can assist in making the match between need and
intervention. We endorse the state’s decision to use a Uniform
Assessment Tool, and commit to shift to use of such a tool in our
local programs.
Behavioral Health Issues
Our region is fortunate to have created an approach that is now a
national model for connecting supportive services to tenants with
behavioral health problems that interfere with tenancy—the
Tenancy Preservation Project. TPP works in Housing Court to
provide tenants with intensive case management in order to
prevent eviction. We support continuation and expansion of TPP.
2. Coordinate And Fund
Prevention And Rapid Rehouse
18
Strategies to coordinate and fund prevention and rapid rehouse
Indicators:
Reduce number of people entering shelter for the first time
Reduce average length of stay in emergency shelter
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Coordinate
prevention and
diversion efforts
through a Regional
Coordinating
Network
Bring together stakeholders to form a Regional
Coordinating Network (RCN), choose lead agency to
apply for pilot funds from DTA; designate PVCEH as
RCN’s Advisory Council
PVCEH, CoCs, WM
Interagency Council Year 1 Limited
Foundation,
local
governments
Adopt uniform screening tool and standards for
participating entities; train other providers on
screening tool and reason for it
RCN Years1 & 2 No cost N/A
Coordinate intake and referral protocols to make
prevention assistance accessible to those most in
need; coordinate with food pantries, utility assistance
programs, DTA offices and health clinics
RCN Year 1 and
ongoing No cost N/A
Require providers to enter data into HMIS so that
success and challenges of interventions can be tracked
CoCs, state and local
governments, HMIS
coordinator, foundations
Year 2 and
ongoing Unknown N/A
Increase and improve
prevention, diversion
and rapid rehouse
efforts
Identify and seek financial resources to use for
homelessness prevention and rapid rehouse, including
a regional fundraising effort
PVCEH, United Way, faith
communities
Begin years 1-
2, then
ongoing
Initial goal:
$200,000 per
year
Fundraising;
CPA, FEMA,
HOME, CDBG,
ESG, DTA, DSS
Identify and seek commitments for housing resources
to use for homelessness prevention and rapid rehouse PVCEH
Begin years 1-
2, then
ongoing
Unknown
DHCD; DTA,
DSS, housing
authorities,
governments,
landlords
Expand Tenancy Preservation Project MHA, DMH Ongoing $150,000
annually
DMH, DTA,
DHCD, local
governments,
foundations
19
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Leverage prevention
resources through
coordination with
other programs
Screen recipients for eligibility for all income-
assistance and in-kind assistance available, and assist
with appropriate applications and referrals
Prevention & Rapid
Rehouse Providers;
other providers
Year 2 and
ongoing No cost N/A
Make financial education/counseling available;
consider incentives or requirement for receipt of
certain types of assistance
Prevention & Rapid
Rehouse Providers; CAP
agencies, nonprofits
Year 2 and
ongoing Unknown
Financial
institutions;
foundations
Combine financial assistance with financial
education—for example, Housing Authorities forgive
some arrearage upon completion of
budgeting/financial information class
Prevention & Rapid
Rehouse Providers;
Housing Authorities;
CAP agencies,
nonprofits
Year 3 and
ongoing
Unknown;
depends on
program
Housing
Authorities,
utility
companies,
others
Screen prevention/rapid rehouse households for
earning capacity, and link to employment and training
resources
Prevention & Rapid
Rehouse Providers;
One-Stop Centers;
community colleges
Year 2 and
ongoing No cost N/A
Make prevention and
rapid rehouse
information readily
available
Create and widely distribute informational materials
targeted to tenants and to landlords
PVCEH, CoCs,
nonprofits, Housing
Court, legal services
Year 3 Limited cost
Seek in-kind
donations;
foundations
Advocate with early warning sites to make prevention
and rapid rehouse information readily accessible to
those they serve, and to screen regularly for housing
stability
PVCEH, CoCs,
nonprofits, Housing
Court, health clinics,
utility companies,
landlords, schools
Year 4 Limited cost
Seek in-kind
donations;
foundations
Increase access of
homeless and at-risk
households to
affordable housing
opportunities
Provide information and training for landlords and for
tenants
CoCs, Housing
authorities, nonprofits,
landlord associations,
local governments,
Housing Court, legal
services
Years 1-10 Limited cost
Housing
authorities;
nonprofits;
landlord
associations;
foundations
Create programming for “hard-to-house” households,
who have barriers to housing (CORI, credit), but do not
need intensive supportive services
PVCEH, Housing
authorities, nonprofits,
faith communities
Year 2,
ongoing Unknown
Nonprofits;
local
governments;
foundations
20
Housing First/Supportive Housing
In our region, about 520 individuals and up to 100 families who
experience homelessness are chronically homeless.
We are embracing a proven strategy for addressing chronic
homelessness: Housing First.
Housing First providers move homeless people directly into
affordable housing and then provide individualized, home-based
social services support after the move to help the person or family
transition to stability.
Our region needs 520 supportive housing units for chronically
homeless individuals and 100 supportive housing units for
chronically homeless families. In its Homes Within Reach plan,
Springfield has committed to develop about half of these units. This
regional plan is a commitment to develop the rest of these units
dispersed throughout the Pioneer Valley.
Photo by Mike Cass
Who Is Vulnerable to Homelessness?
There are certain populations that are at high risk for homelessness,
and that are more prone to chronic homelessness.
Note: Rates of HIV/AIDS likely to be artificially low due to under-reporting.
Some people are vulnerable because of experiences they have had,
including victims of domestic violence and veterans. Specific
housing and targeted assistance can stabilize these individuals and
their families.
283
663
1536
1181
47
874 796
Number of Vulnerable Individuals
All 2006 Pioneer Valley Homeless
3. Create Supportive Housing
For Vulnerable Populations
21
Many people who are vulnerable interact with public systems of
care, such as correctional facilities, mental health and substance
abuse programs, and the foster care system. The time of discharge
from these systems is a time when homelessness is likely to occur,
so careful discharge planning and creation of appropriate housing
models is critical for stabilization of these individuals. These public
systems must play a role to ensure housing stability for persons in
their care.
Housing Models
No one housing model can work for all vulnerable individuals and
families. The region must use and develop an array of housing
types, which may include public housing, privately owned rental
housing, single person occupancy units, boarding houses, shared
living arrangements, safe haven models and respite facilities. These
models may be created by targeting subsidies, rehabilitating existing
housing resources, or through new development.
Photo by Mike Cass
There is a need for greater connection between housing and
service providers. Homeless service providers must consider
developing their own housing or entering into partnerships with
developers in order to meet the region’s need for supportive
housing units.
Corrections
DV Shelter
Inpatient
Psychiatric
Foster Care
Detox/ SA
Treatment
Transitional
Housing
None
Unknown
Discharged Into Homelessness
Adults, Springfield Point-in-Time, January 30, 2008
22
Strategies to create supportive housing for vulnerable populations
Indicator:
Reduce the number of chronically homeless individuals and families
Strategy Action Steps Partners Time Frame Projected Cost Funding
Source(s)
Provide Housing First
opportunities for 260
chronically homeless
individuals and 50
chronically homeless
families, throughout
the Pioneer Valley,
outside of Springfield
Develop 130 permanent supportive housing
opportunities throughout the region for long-term
homeless individuals
PVCEH, CoCs,
nonprofits, for-profit
developers, financial
institutions, state and
local government
Years 1-10;
average 13 per
year
$40 million
capital cost for
200 units;
remaining
units to use
subsidies in
existing units;
plus
$4.96 million
per year to
fund
supportive
services
HUD, DHCD,
DMH, DPH,
DTA, DSS, DYS,
DOC,
Foundations,
tax credit
equity, CEDAC,
Home Loan
Bank Board,
MassHousing,
financial
institutions
Develop 130 supportive housing opportunities
throughout the region targeted to episodically
homeless individuals, which shall be provided as a
combination of “low demand” housing, single person
occupancy units, Oxford houses (sober housing), or
other models
Years 1-10;
average 13 per
year
Develop 50 permanent supportive housing
opportunities throughout the region for families with
mental illness or chemical dependency
Years 1-10;
average 5 per
year
Advocate with housing authorities, city governments,
and DHCD to create housing set-asides and to identify
and use under-utilized public housing units for
supportive housing
PVCEH, CoCs, housing
authorities Years 1-3 No new cost HUD, DHCD
Advocate for Sheriff’s Departments, DSS, DYS, DMH,
DMR, DPH, VA and independent living programs to
provide housing to persons in their care, and
collaborate with these entities on supportive housing
models
PVCEH, CoCs, WM
Interagency Council Years 1-5 Unknown
DOC, DSS, DYS,
DMH, DMR,
DPH, VA,
independent
living
programs
Develop 4 new Safe Havens projects, located in
different communities in our region
DMH, MHA, PATH,
nonprofits, housing
authorities
Years 1-8
$5-700,000
capital cost,
$250,000/yr.
operating
HUD, DMH,
DHCD,
MassHousing
23
Strategy Action Steps Partners Time Frame Projected Cost Funding
Source(s)
Target available
resources to services
in supportive housing
Maximize available McKinney dollars by targeting
them to housing activities and matching with other
sources for supportive services
CoCs Years 1-10
Changed
funding
priority
HUD
Advocate for increased Department of Mental Health
Homeless Initiative funding
PVCEH, CoCs, DMH,
WM Interagency
Council
Year 1-10
Seeking
additional
$260,000 per
year
DMH
Fully utilize Massachusetts Behavioral Health
Partnership services
MBHP, Housing First
providers Years 1-10 Unknown MassHealth
Use Medicaid and other health funding, and targeted
service dollars to provide case management and
supportive services linked to appropriate housing
Housing First providers Years 1-10 No additional
local cost
MassHealth,
health
insurance
Create specialized
housing options for
very hard to house
populations
Advocate for systems of care to create housing for
very hard to house populations, particularly Level III
sex offenders, highlighting the burden these
populations place upon shelter providers
PVCEH Years 1-3 Unknown DOC, others
Program Highlight: REACH Housing First Program
The Regional Engagement and Assessment Center with Housing (REACH) program, a local pilot begun in 2006, has been successful in
stabilizing the most hard to engage homeless population in supportive housing. REACH uses flexible funds for outreach and housing
support for chronically homeless individuals who are not affiliated with existing programs and agencies. Because there is no requirement
for affiliation, outreach workers can begin to engage and house homeless individuals without regard to diagnosis or eligibility criteria.
The program, which serves 12 individuals, is collaboration between the Mental Health Association, Health Care for the Homeless, and the
Behavioral Health Network. It uses blended funding resources from DMH, DTA, and other sources, and HOME housing resources from
the City of Springfield.
REACH was created by Western Massachusetts Interagency Council on Homelessness, which is seeking to expand the program to stabilize
50 chronically homeless individuals and families throughout the Pioneer Valley and Berkshire County.
24
To decrease homelessness, we must invest in affordable housing—
particularly housing that is affordable to our most at-risk neighbors,
those whose incomes are at or below 30% of area median income.
We must then target the units affordable to extremely low income
households to those who are homeless or at risk of homelessness.
Equally critical to investment in affordable housing is housing
investment in the right areas. Development of affordable housing
in areas with high concentrations of poverty adds to social
problems, rather than solving them. At the same time,
development of affordable housing in places inaccessible to public
transportation sets up tenants for failure. We must develop a plan
to increase affordable housing in accessible locations not heavily
impacted by poverty. We commit to develop such a plan and to
work as a region to advocate with potential host towns to
undertake such development. In order to meet our goal of
increased production throughout the region, we will increase
awareness of various models of affordable housing, particularly
those types most suited to low-density areas; we will commit to
educate the public about the need for such housing and the fact
that it can boost surrounding property values; and we will set sub-
regional numeric production goals.
Affordability in the existing housing stock can be attained through
the use of tenant-based subsidies. We will advocate with federal
and state governments for expansion of these critical programs and
to improve these programs to make these resources usable
throughout our region.
As we seek to expand resources, we also commit to preserve our
existing affordable housing stock, especially those units threatened
by expiring use restrictions or condemnation.
4. Increase Affordable Housing
for Extremely Low Income
Households
25
Strategies to Increase Affordable Housing
Indicators:
Complete Regional Housing Market Assessment and set sub -regional targets for affordable housing production
Increase number of units in region available to extremely-low-income households
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Plan to meet the
region’s need for
housing affordable to
those with 30% or
less of area median
income
Produce a regional housing market assessment and
strategy, with a plan to increase the region’s housing
available to very-low-income households by at least
300 units over 10 years; the plan should develop
numbers of units to be developed in each sub-region
of the Pioneer Valley
PVCEH, local
governments, PVPC,
private and non-profit
developers, CDCs
Years 1-2 $50-75,000
CDBG, CPA,
foundations,
corporate
donations
Prioritize development of deeply subsidized housing
opportunities along public transportation corridors,
primarily outside urban core areas
PVCEH, local
governments, PVPC,
private and non-profit
developers, CDCs
Years 2-10 No additional
cost N/A
Seek support for regional housing plan and
commitment to work toward plan goals from all
regional municipalities
Mayors, PVCEH, local
governments, Mass.
Municipal Assoc.
Years 1-2 No cost N/A
Target new units to homeless households or those at
risk of homelessness PVCEH, RCN, CDCs Ongoing No add’l cost N/A
Build support for a
variety of housing
options throughout
the region
Increase awareness throughout the region of the
importance and benefits of affordable housing in all
communities
Mayors, PVCEH, PVPC,
WM AIA, faith
communities
Year 2,
ongoing Limited Foundations
Create marketing booklet demonstrating affordable
housing types, including photographs of local
attractive types of affordable housing
PVCEH, local
Governments, PVPC Year 4 $20,000
AIA, APA,
foundations,
corporate
donations
26
Support housing
mobility
Work with housing authorities and government
officials to advocate for increased Section 8 and MRVP
rent levels
PVCEH, local
governments,
landlords, housing
authorities
Year 1,
ongoing No local cost N/A
Advocate for increased Section 8 and MRVP PVCEH, housing
authorities Ongoing Unknown HUD, DHCD
Preserve existing
housing resources
Ensure that no affordable housing units are lost due to
expiring use restrictions
PVCEH, local
governments,
landlords, financial
institutions
Years 1-10 Unknown HUD, DHCD,
CPA, CDBG
Preserve housing at risk of foreclosure
PVCEH, local
governments, financial
institutions
Year 1 Unknown DHCD, local
governments
27
Households with extremely low incomes are at highest risk of
homelessness, and low levels of education correlate with extremely
low incomes. To have a long-term impact on rates of homelessness,
we must focus on education and training at all levels.
The effort to enhance our
community’s educational
level begins with early
childhood education.
Investment at the pre-school
level is not only most
beneficial to the long-term
success of a child, but is also
the most cost-effective time
for intervention that ensures
long-term success. We will
advocate at the state level for
universal, high-quality, early
childhood education for all
Massachusetts 3-, 4- and 5-
year-olds.
At the next level, we must focus on keeping youth in school and on
providing vocational alternatives for those unable to complete high
school. For adults, we must make educational opportunities
available, starting with Adult Basic Education, GED classes, literacy,
and English as a Second Language, and continuing through
vocational education, community college, and four-year college.
The region’s service providers, along with schools, colleges, career
centers and private employers, must elevate the importance of
work and training for those who are homeless. In order to stabilize
housing, people who have been re-housed must be linked with
longer-term, career-based employment services. Some individuals
will benefit from supportive employment opportunities.
As we look to target available housing resources to those most in
need, we will assist those no longer in need of subsidies to move on
to greater independence and asset-building. Assisting households
to move to homeownership accomplishes both of these goals. We
will provide education, individual development accounts and first-
time homebuyer programs to assist households to become
homeowners. We will also work to build financial literacy among at
risk households.
5. Increase Education,
Employment & Assets
Among homeless individuals surveyed for this plan,
almost half of those who had been previously
homeless reported that they got back into housing
due to work and income. Fifty-three percent of
families and 46% of individuals reported that
employment could have prevented them from
becoming homeless.
28
Strategies to Increase Education, Employment & Assets
Indicators:
Increase number of homeless households with employment income
Increase number of chronically homeless individuals with employment income
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Ensure that at-risk
and homeless
households are able
to access basic
educational
opportunity
Advocate for universal early childhood education for 3,
4 and 5 year olds
PVCEH, WM
Interagency Council Ongoing Unknown DOE, DEEC
Advocate for and create programs that address school
drop out prevention and reasons for drop out,
including violence, teen pregnancy and substance
abuse
PVCEH, WM
Interagency Council,
local governments,
school committees,
DOE, DPH, health clinics
Ongoing Unknown To be
determined
Advocate and create programming for increased
availability of literacy, ABE, GED, ESOL
PVCEH, WM
Interagency Council, Ongoing Unknown DOL, DOE
Increase skill training
among homeless and
at-risk households
Target training opportunities to homeless and at-risk
households
Community colleges,
REBs Ongoing No additional
cost N/A
Increase level of
employment among
homeless and at-risk
households, assisting
at least 100 homeless
and at-risk persons
obtain employment
each year
Improve links between mainstream employment
services through education, outreach & training
PVCEH, CoC, REB, One-
Stops, nonprofits Years1-3 Minimal In-kind
donations
Provide job-readiness, “job-hardening,” supportive
employment, mentoring and case management as
tools to move “hard-to-employ” people into
employment
Nonprofits, REB, One
Stops Ongoing Unknown
DOL, DMH,
DPH, others to
be determined
Advocate for and create vocational training
opportunities for youth unlikely to graduate due to
inability to pass MCAS
PVCEH, WM
Interagency Council,
REB, vocational schools
Years 2-4 Unknown DOE, DOL
Advocate for and create programs to increase
education and skill training for 17-year-olds about to
age out of DSS, DYS, DMH and independent living
programs and foster homes
PVCEH, WM
Interagency Council,
nonprofits, vocational
schools
Years 3-6 Unknown DSS, DYS, DMH
Increase the availability of supportive employment
options DMH, DMR, nonprofits Year 2 Unknown DMH, DMR,
DOL, others
29
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Create employment
options for homeless
and at-risk persons
Recruit employers to provide employment
opportunities for homeless and at-risk individuals,
including youth, those coming out of corrections, and
persons with mental illness, developmental
disabilities, or in recovery from substance abuse
PVCEH, Nonprofits,
employers Year 2 Unknown DOC, DMH,
DMR, DSS, DPH
Increase opportunities to participate in the federal
Homeless Veterans Reintegration Program (HVRP) and
the Veterans Workforce Investment Program
VA, Soldier-On,
Community Outreach
Centers, One-Stop-
Career Centers
Year 1,
ongoing Unknown VA, DOL
Consider creation of a social enterprise to provide
employment and training to people who are homeless
or at risk of homelessness
PVCEH, nonprofits Year 4 Unknown To be
determined
Address barriers that
hinder homeless and
at-risk persons from
accessing
employment
Explore work-specific transportation strategies,
including van pools and off-hour options
PVTA, FRTA, REB, One
Stops, employers,
nonprofits
Ongoing Unknown To be
determined
Provide off-hour child care Nonprofits Ongoing Unknown
DTA, DEEC,
employers,
foundations
Explore use of the federal bonding program for
employers hiring persons with criminal records
PVCEH, employers, One
Stops, sheriffs Year 3 Unknown DOC, others
Assist low-income
households to
increase assets
Use Individual Development Accounts, the Family Self -
Sufficiency program, and volunteer tax assistance to
assist low-income households to increase assets
Financial institutions,
CAP agencies,
nonprofits, housing
authorities
Ongoing Unknown To be
determined
Advocate for state to initiate a family self-sufficiency
program in state public housing PVCEH Year 2 and
ongoing Unknown DHCD
Increase homeownership through outreach, peer
mentoring, use of Section 8 homeownership and first-
time homebuyer programs
Housing authorities,
nonprofits, CDCs Ongoing Unknown DHCD, local
governments
Increase access to bank services for homeless and at-
risk households
Financial institutions,
nonprofits Ongoing Unknown Financial
institutions
30
Homelessness is triggered by the loss of housing, but the loss of
housing is usually precipitated by the presence of other risk factors.
By the time individuals and families reach out for shelter, many
have had long histories of interaction with other social service
agencies and providers. Yet these agencies do not routinely or easily
share information with each other to create integrated service
plans, maximize resources available to clients, and decrease
housing instability that may lead to homelessness.
Services can help individuals and families stabilize following a
successful housing placement and provide the supports necessary
to ensure that they are able to sustain their housing and access
other community-based services. The majority of individuals and
families who experience homelessness do not require permanent
supportive housing (where supports are linked to the housing
permanently), but benefit from intensive services available on a
transitional basis before and after they move into housing.
We will work to create mechanisms to enable and ensure that
agency case workers collaborate with colleagues at other agencies.
This will help to avoid contradictory decisions and reduce duplicated
efforts.
The size of our region dictates that we designate sub-regional
service areas in which providers will have regular contact. Inter-
agency interaction is enhanced through regular sub-regional
meetings of groups serving the same population—for example, a
“Teen Parent Network” which meets monthly.
We believe that the optimal model for provision of services and
benefits is based on community health and wellness. In this model,
services are universally available, instead of being made available
based on narrow eligibility criteria. Community-based case
management is available to “unaffiliated” individuals and families,
facilitating the development of holistic service plans that build on
clients’ strengths and minimize their frustrations. This model is
particularly appropriate in neighborhoods of concentrated poverty,
which the state has identified as hotspots for family homelessness.
Because so many service funding streams are administered at the
state level, it is not possible to undertake this model in all
communities of need without broad changes at the state level.
Locally, we commit to one or more pilot programs using this
approach.
6. Make Supportive Services
Available & Accessible
31
Strategies to Make Supportive Services Available & Accessible
Indicators:
Increase number of homeless people accessing mainstream services
Increase length of stay among formerly homeless people living in supportive housing
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Coordinate provision
& referral of services
Use WM Interagency Council and RCN as overarching
mechanisms to improve provisions of services and
benefits across agencies
WM Interagency
Council RCN
Year 1 and
ongoing No cost N/A
Use existing sub-regional CoCs and other networks to
improve coordination among agencies in catchment
areas throughout the region
CoCs, Franklin County
Resource Network,
North Quabbin
Community Coalition,
Hampshire Next Step
Collaborative, Westfield
Continuum
Year 2 and
ongoing No cost N/A
Use listservs and websites to provide regularly
updated information about available services, benefits
and programs
CoCs Ongoing No cost N/A
Create standard forms and protocols to facilitate
exchange of information about individual clients CoCs, HMIS Coordinator Years 1-3 No cost N/A
Advocate with state to allow information-sharing and
to ease cross-referrals among state health and human
service agencies
WM Interagency
Council, HMIS
Coordinator
Year 2 and
ongoing No local cost N/A
Co-locate agencies where possible to make medical,
substance abuse, mental health & housing assistance
easily accessible
State agencies,
nonprofits Unknown Unknown Unknown
Consider new models for providing services and social
support, including clubhouse and community support
centers, especially in hotspots
State agencies, CoCs,
nonprofits Years 3-6 Unknown Unknown
32
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Increase access to
behavioral health
services
Advocate for and create programs that provide
treatment on demand, adequate length of stay for
treatment, and sufficient aftercare alternatives
PVCEH, CoCs, detox,
hospitals, health
facilities
Years 1-6 Unknown DPH, SAMHSA
Promote integrated treatment for mental illness and
substance abuse
PVCEH, detox,
hospitals, health
facilities, nonprofits,
consumers
Years 1-6 Unknown DPH, DMH,
SAMHSA
Explore treatment programming for individuals with
chronic and long-term substance abuse
PVCEH, detox,
hospitals, nonprofits Years 4-8 Unknown DPH, DMH,
SAMHSA
Address gaps in substance abuse service components
in rural/semi-rural counties (Franklin and Hampshire
Counties).
WM Interagency
Council, CoCs Years 1-6 Unknown DPH, SAMHSA
Improve outreach
and engagement for
chronically homeless,
in an effort to
identify and move
them toward
supportive housing
Improve and expand engagement and assessment
services regionally CoCs, nonprofits Years 2-5 Unknown DMH
Consider damp/wet emergency shelter beds in parts
of the region other than Springfield, in order to foster
engagement in those other areas
CoCs, emergency
shelter providers Years 1-3 No cost N/A
Improve services for
homeless and at-risk
youth
Seek federal grants for targeted youth outreach, and
drop-in location(s) CoCs, youth providers Years 2-5 Unknown HHS
Advocate with Juvenile Court to conduct Court review
of each DSS youth at age 16, to determine risk of
homelessness and require independent living skills
instruction for any at-risk youth
PVCEH, CoCs, youth
providers, CASA,
Juvenile Court
Years 2-3 Unknown To be
determined
Advocate with Probate Court to refer all DSS youth at
risk of homelessness to CASA for advocacy regarding
adequate instruction/counseling of independent living
skills
PVCEH, CoCs, youth
providers Years 2-3 Unknown To be
determined
33
Strategy Action Steps Partners Time Frame Projected
Cost
Funding
Source(s)
Improve services for
veterans
Educate community providers on resources,
assessment and early identification of at-risk veterans.
Soldier On, VA,
Veterans Agents,
Resource Ctrs. VEP
Ongoing Limited VA
Promote collaboration among service providers, VA,
veterans agents, and family of veterans’ support
programs, regionally and within sub-areas
Soldier On, VA,
Veterans Agents,
Resource Ctrs. VEP
Ongoing No cost N/A
Identify targeted outreach, prevention, and family
support strategies to young veterans, female veterans,
and veterans with children.
Soldier On, VA,
Veterans Agents,
Resource Ctrs. VEP
Ongoing Unknown VA, others
Improve access to
health care, dental
care, and social
services for homeless
and at-risk
households
Identify specific barriers to access and improve access
by service in each sub-area
CoCs, service providers,
WM Interagency
Council
Years 1-5 Unknown Unknown
Identify strategies with state/federal agencies to
mitigate physical access issues to mainstream
resources (DTA, SA services, etc.) for households in
each sub-area
PVCEH, WM
Interagency Council,
CoCs
Years1-5 Unknown Unknown
Ease transportation practices that function as barriers
to health/services access to households
PVTA/GMTA, WM
Interagency Council,
CoCs
Years 3-6 Unknown Unknown
Increase access to
income from public
benefits
Improve access to Social Security benefits through
SOAR, outreach, presumptive eligibility, Health Care
for the homeless SSI evaluation, federal funding for SSI
outreach, and a representative payee program
Nonprofits Ongoing Unknown SSA
Expand use of Virtual Gateway and use to screen for
mainstream supports for which households are eligible CoCs, providers Year 2,
ongoing Unknown DTA,
foundations
34
Appendix A: Participants
Leadership Council
Mayor Clare Higgins, City of Northampton, Co -chair
Mayor Michael Sullivan, City of Holyoke, Co-chair
Rev. Stanley Aksamit, Our Lady of Peace, Turner’s Falls
Stuart Beckley, City of Easthampton
Natalie Blais, Office of Congressman John Olver
Sherie Bloomberg, Black Orchid
Tim Brennan, Pioneer Valley Planning Commission
Pat Byrnes, Massachusetts Non-Profit Housing Association
Leida Cartegena, Valley Opportunity Council
Christine Citino, UMass Donahue Institute
Richard Courchesne, Olde Holyoke Development Corp.
Donna Crabtree, Amherst Housing Authority
Paul Douglas, Franklin County Regional Housing &
Redevelopment Authority/Rural Development Inc.
Hank Drapalski, Center for Human Development
Doreen Fadus, Health Care for the Homeless
Heriberto Flores, New England Farm Workers Council
Mayor Christine Forgey, Greenfield
Peter Gagliardi, HAP
Maura Geary, United Way of Pioneer Valley
Mayor Ed Gibson, West Springfield
Alan Gilburg, United Way of Hampshire County
Hwei-Ling Greeney, Amherst Select Board
Jeff Harness, Cooley Dickinson Hospital/Center for Healthy
Communities
Margaret Jordan, Human Resources Unlimited
Peg Keller, City of Northampton
Ed Kennedy, Kennedy Ford Realty Group
Doug Kohl, Kohl Construction
Kim Lee, Square One
Ann Lentini, Domus, Inc
Jim Lynch, Chicopee Housing Authority
Rita Maccini, Holyoke Housing Authority
Gerry McCafferty, City of Springfield
Andrea Miller, ServiceNet
David Modzelewski, Department of Mental Health
Steve Meunier, Office of Senator John Kerry
Hank Porten, Holyoke Medical Center
Jerry Ray, Mental Health Association
Bill Rosen, Cardinal Strategies
Roy Rosenblatt, Town of Amherst
Tom Salter, New England Farmworkers Council
Jane Sanders, Community Action
Russell Sienkiewicz, Northampton Police Chief
Larry Shaffer, Amherst Town Manager
Susan Stubbs, ServiceNet
Sr. Kathleen Sullivan, Mercy Medical Center
Liz Sullivan, Department of Mental Health
Steve Trueman, Hampden Regional Employment Board
Rev. Carmen Vasquez-Andino, Church of Jesus Christ Agape
Ministries
Kim Wells, Holyoke Public Schools
Lisa Wyatt Ganson, Holyoke Community College
Linda Williams, Mental Health Association
Cheryl Zoll, Amherst Survival Center
Project Staff
Peg Keller, City of Northampton
Gerry McCafferty, City of Springfield
Andrea Miller, ServiceNet
Christina Quinby, Pioneer Valley Planning Project
35
Data & Evaluation Workgroup and Support
Andrea Miller, ServiceNet, Co-Chair
Jeff Harness, Western Mass Center for Healthy
Communities, Co-Chair
Jocelyn Ayer, Pioneer Valley Planning Commission
Justine Calcina, Pioneer Valley Planning Commission
Christine Citino, UMass Donahue Institute
Samalid Hogan, City of Springfield
Shaun Hayes, Pioneer Valley Planning Commission
Molly Jackson-Watts, Pioneer Valley Planning Commission
Jennifer Luddy, Community Action
Gerry McCafferty, City of Springfield
Bill Miller, Springfield Friends of the Homeless
Rebecca Muller, GrantsWork
Christina Quinby, Pioneer Valley Planning Commission.
Doug Tanner, Northeast Network for Child, Youth & Family Services
Marcia Webster, Consumer Quality Initiatives
Homelessness Prevention and Family Stabilization Workgroup
Synthia Scott Mitchell, SPCA, Co-Chair
Jane Banks, Jessie’s House, Co-chair
Joni Beck Brewer, Square One
Tami Butler, Community Action
Steve Como, Soldier On
Andrea Fistner, Department of Transitional Assistance
Keith Hedlund, Center for Human Development
Marion Hohn, Western Massachusetts Legal Services
Nealon Jaynes Lewis, Springfield Public Schools
Rita Maccini, Holyoke Housing Authority
Gerry McCafferty, City of Springfield
Andrew Morehouse, Food Bank of Western Massachusetts
Mitch Moskal, City of Holyoke
Vickie Riddle, Catholic Charities
Laurie Rosario, Department of Youth Services
Tom Salter, New England Farm Workers Council
John Shirley Department of Transitional Assistance
Lauren Voyer, HAP
Kally Walsh, Committee for Public Council Services
Mainstream Services Workgroup
Rebecca Muller, Grantworks, Co-Chair
Roy Rosenblatt, Town of Amherst, Co-Chair
Jim Bastion, Zen PeaceMakers
Joni Beck-Brewer, Square One
Ben Cluff, Department of Public Health
Doreen Fadus, Mercy Medical Center
Sue Fortin, Department of Mental Health
Jim Keefe, Holyoke Medical Center
Kimberley Lee, Square One
Mark Maloni, Community Action
Sr. Kathleen Sullivan, Mercy Medical Center
Additional Input from:
Elaine Arsenault, Family Outreach of Amherst
Randa Nachbar, Amherst Family Center
Killeen Perras, WIC
Francine Ronriguez, Family Outreach of Amherst
Bill Simmons, Department of Social Service
Cheryl Zoll, Amherst Survival Center
36
Housing Workgroup
Joanne Campbell, Valley CDC, Co-Chair
Peg Keller, City of Northampton, Co-Chair
Jane Banks, Center for human Development
Jim Bastien, Zen Peacemakers
Pat Byrnes, Massachusetts Non-Profit Housing Association
Steve Como, Soldier On
Steve Connor, Veterans Agent, Hampshire County Services
Paul Douglas, Franklin County Regional Housing and
Redevelopment Authority/Rural Development, Inc.
Alan Gilburg, Hampshire County United Way
Nancy Gregg, Amherst Housing Partnership
Joanne Glier, Franklin County Regional Housing
Redevelopment Authority
Hwei-Ling Greeney, Amherst Select Board
Charlie Knight, Consumer Advocate
Doug Kohl, Kohl Construction
Fran Lemay, ServiceNet
Ann Lentini, Domus, Inc.
Tracey Levy, Amherst Survival Center
Jen Lucca, Samaritan Inn
Jim Lynch, Chicopee Housing Authority
Stanley Maron, Amherst Committee on Homelessness
David Modzelewski, Department of Mental Health
Mitch Moskal, City of Holyoke
Tom Salter, New England Farmworkers
Reikka Simula, Amherst Committee on Homelessness
Flo Stern, Amherst Housing Partnership
Melinda Thomas, Womanshelter Campañeros
Carol Walker, HAP
Rick Wilhite, ServiceNet
MaryAnne Woodbury, ServiceNet
Chronic Homelessness Workgroup
Dave Modzelewski, Department of Mental Health, Chair
Audrey Higbee, Center for Human Development
Sheree Bloomberg, Black Orchid, Northampton
Pam Brown, ServiceNet
Ben Cluff, Department of Public Health
John Cremins, Community Action
Lisa Downing, Forbes Library
Henry Drapalski, Center for Human Development
Seth Dunn, ServiceNet, Inc,
Yvonne Freccero, Northampton Friends of the Homeless
Margaret Jordan, Human Resources Unlimited
Jim Keefe, Holyoke Health
Ed Kennedy, Kennedy Ford Realty Group
Jay Levy, PATH Program
Hwei-Ling Greeney, Amherst Select Board
Stanley Maron, Town of Amherst
Ceil Moran, Clinical & Support Options
Janet Moulding, Forbes Library
Claudia Phillips, Health Care for the Homeless
Jerry Ray, Mental Health Association
Michael Schoenberg, Massachusetts Behavioral Health
Partnership
Laura Waskiewicz, Franklin County Sheriff’s Department
Rick Wilhite, ServiceNet
Amy Winters, ServiceNet
37
Appendix B: Data Tables
Baseline Data: Numbers and Characteristics of Homeless Individuals and Families
Multiple strategies were used to estimate some of the figures in these tables. The intention is to define the problem so that we can plan
interventions, but these figures may change slightly as we improve our capacity to collect and integrate data regionally (rather than shelter-to-
shelter, town-by-town, county-by-county).
January 2007 Point-in-Time Count, Combined for Pioneer Valley Region
Unsheltered and in shelter
3 County Springfield Total
Individuals 163 259 422
Families (HHs//people) 131//493 62//183 193//676
January 2007 Point-in-Time Count, Combined for Pioneer Valley Region
Unsheltered, in shelter, and in transitional housing
3 County Springfield Total Percent
Individuals 417 405 822
Substance Abuse 363 191 554 67%
Mental Health 250 78 328 40%
HIV/AIDS 2 12 14 2%
Domestic Violence 88 18 106 13%
Young Adults 18-24 46 20 66 8%
Veterans 188 42 230 28%
Families (HHs//people) 156//547 116//324 272//871
Substance Abuse (HHs) 17 8 25 9%
Mental Health (HHs) 9 0 9 3%
Domestic Violence (HHs) 51 56 107 39%
38
2006 Annual Count, Individuals, Combined Pioneer Valley Region
3 County Springfield* Total
Adjusted Total, -15.5%§
(to account for double-
counting)
Percentage
Total Individuals 1366 1430** 2796 2435
Gender
Women 222 315 537 454 19%
Men 1144 1115 2259 1981 81%
Race & Ethnicity
African American or Black 213 386† 995 506 21%
Non-Hispanic White 918 501† 1419 1199 49%
Hispanic 183 529† 712 600 25%
Other 37 143† 180 152 6%
Subpopulations
Young Adults 18-24 yrs 135 200 335 283 12%
Veterans1 556 143† 699 663 28%
Substance Abuse†† 888 930 1818 1536 65%
Mental Health†† 683 715 1398 1181 50%
HIV/AIDS†† 27 29 56 47 2%
Domestic Violence†† 505 529 1034 874 37%
Chronic Homeless2 410 386 796 673 28%
1 The high proportion of veterans is due to the presence of the United Veterans of America (UVA) in Northampton MA, which provided shelter
and housing in 2006 to 464 veterans originally from towns and cities throughout Western MA.
2 HUD defines a chronic homeless person as an individual who has a disabling health or mental health condition and who has been homeless for
a) 1 year or more, or b) at least four times in the previous 3 years.
* Estimated, applying percentage of persons/households with this characteristic in the 3-County area (exclusive of the UVA).
**Estimated, based upon 1320 individuals through October 2006, and FOH 2007 average of 55 new persons per month for November-December
2006.
† Estimated, applying percentage of persons with this characteristic who stayed at Friends of the Homeless in 2006.
†† Estimate based on 2006 rate among a representative sample of shelter guests (n=510)
§ Based on 2006 rate of overlap between FOH and 3-County sites (exclusive of the UVA).
39
Families, 2006 Annual, Combined Pioneer Valley Region
3 County Springfield* Total
Adjusted Total, -5%§
(accounts for double-
counting)
Percentage
Families (HHs/people)1
Number of families 394 261 655 622
Number of people 1174 809 1983 1884
Gender (HHs)
Women 360 238 598 568 91%
Men 34 23 57 54 9%
Race & Ethnicity (HHs)
African American or Black 66 44 110 104 17%
American Indian, Alaska Native 3 2 5 5 1%
Asian 2 1 3 3 1%
Hispanic 149 99 248 236 38%
Multiracial 13 8 21 20 20%
Non-Hispanic White 161 107 268 255 40%
Subpopulation (HHs)
Young Adult (< 25 yrs) 134 89 223 212 34%
Domestic Violence2 201 133 334 317 51%
1HH= Head of Household
2The 2007 reauthorization of the Violence Against Women Act (VAWA) prohibits HUD-designated CoCs from collecting information about families staying in DV shelters, in order to
protect their safety. More than 400 persons stayed in DV shelters in Greenfield, Northampton, and Holyoke in 2006 but they excluded from this data. There is a high rate of
overlap between the DV shelters and non-DV family shelters, since many families leave DV shelters and enter non-DV shelters due to time limits imposed upon DV shelters.
Similarly, many families fleeing domestic violence must stay initially in non-DV shelters due to the lack of available DV shelter beds.
* Estimated, applying percentage of persons/households with this characteristic in the 3-County area.
** Estimated, based upon a complete count through October 2006 (n=207), plus estimate of 44 families per year at YWCA DV shelter. Number of persons in families estimated at
3.1 persons per family, the average in the 3-county annual count.
§ Based on 2006 proportion of families who moved between shelters within the 3-Cty region.
40
Regional Cost of Transporting Homeless Children, 2006-2007 School Year
Franklin County/North Quabbin Hampshire County Hampden County
School # Youth Cost School # Youth Cost School # Youth Cost
Athol/Royalston 33 $23,947 Amherst 13 $ 7,500 Chicopee 95 $85,000
Frontier 4 $9,388 Amherst-
Pelham
11 $17,262 East
Longmeadow
2 $2,205
Gateway 8 $11,000 Easthampton ** Hampden-
Wilbraham
4 $1,200
Gill-Montague 5 $2,356 Granby 3 $656 Holyoke 1156 $353,736***
Greenfield 12 $25,156 Hampshire 2 $6,594 Monson 7 $1,591
New Salem/
Wendell
1 $3,300 Hatfield 2 $1,160 Palmer 9 $27,242
Pathfinder Voc 1 $172 Northampton 37 $18,235 Springfield 1400 $270,000
Quabbin 6 $8,223 Northampton-
Smith
13 0 West
Springfield
178 $10,683
Ralph Mahar 11 $7,487 Pioneer Valley 1 $4,322 Westfield 43 $48,805
South Hadley 26 $27,956
Ware 18 $14,151
TOTAL 81 $91,029 TOTAL 126 $97,836 TOTAL 2894 $885,462
Average
Cost/Youth
$1,124
Average
Cost/Youth
(114)*
$858
Average
Cost/Youth
(1738)**
$306
3-Counties 3101 $1,104,327
Average
Cost/Youth
(1933)
$388
*Cost calculated by youth with transportation costs
** Easthampton data excluded because not available
***Holyoke cost estimated, using number of homeless youth and average cost per youth.
41
Appendix C: Results From a Survey of Sheltered Individuals and Families in the Pioneer Valley
With the assistance of the Pioneer Valley Planning Commission and local shelter providers, 78 family head -of-householders and 40 individuals were surveyed
during November-December 2007 in order to gather input for the Pioneer Valley regional plan. Most of the families were living in scattered shelter sites in
Holyoke, MA and most individuals were living in shelters in Westfield, MA.
Some key findings:
Families were more likely than individuals to experience h omelessness due to housing-related crises such as buildings being condemned; individuals
were more likely to experience homelessness due to an interaction of poverty with medical/ mental health problems and substan ce use.
Families reported that financial assistance would have helped them avoid homelessness; individuals reported that mental health and substance use
services would have helped them avoid homelessness, suggesting the need for treatment on demand.
Most respondents indicated that they want to achieve long-term economic self-sufficiency through employment but that the biggest challenge related
to homelessness was trying to find a job ~ followed by the challenge of living in emergency shelter.
Families reported the need for child care and transportation, and they were more likely than individuals to report that they would like to live in a city;
individuals were more likely to want to live in a small town.
Survey responses from individuals (n=40) and family head of households (n=78)
Individuals Families
Housing and homelessness
Current living situation
Greenfield emergency shelter or transitional housing 8% 4%
Holyoke emergency shelter or transitional housing 8% 77%
Springfield emergency shelter or transitional housing -- 19%
Westfield emergency shelter or transitional housing 84% --
Living situation prior to entering shelter
Own apartment, house 38% 40%
With family, friends 38% 47%
Hospital, treatment setting, jail 10% 1%
Other (e.g., motel room, shelter, camping) 14% 12%
Circumstances related to loss of housing
Couldn’t afford rent or mortgage 25% 39%
Health, disability, mental health, substance use 35% 13%
Unemployment 33% 5%
Domestic violence 2% 15%
Illegally doubled up (in public housing) 2% 14%
Health or safety code violations/ building condemned 2% 13%
Other 1% 1%
42
Individuals Families
Housing and homelessness, continued
Previous episode(s) of homelessness
None 56% 76%
One 18% 8%
Two to three 21% 12%
Four or more 5% 4%
Biggest challenge related to homelessness*
Finding a job 42% 72%
Living in a shelter 45% 55%
Obtaining services 34% --
Finding transportation -- 54%
Preferred living situation*
My own apartment 73% 92%
My own apartment with occasional supportive services 40% 49%
In a city -- 35%
In a small town 30% --
Biggest obstacle related to preferred living situation*
Insufficient income 28% 49%
Lack of employment and/or education 19% 17%
Waiting lists -- 8%
Housing policies (related to credit, rental history, CORI) -- 8%
Transportation -- --
Health, disability, mental health, substance use 19% --
Community ties (Born or raised/ Children raised)
Eastern or Central MA 7% 27%
Western MA 60% 54%
Out of state – CT, NY 22% 2%
Out of state - Puerto Rico 3% 12%
Out of state - Other 10% 5%
Family is nearby 55% 47%
43
Individuals Families
Resources, services, support
Services or situation that would have prevented homelessness*
Employment 46% 53%
Financial assistance, food stamps 23% 72%
Counseling or treatment, medical care 57% --
Support from family, friends -- 43%
If previously homeless, factors that helped change the situation*
Work, income or savings 44% 33%
Services available through shelter -- 22%
Affordable housing -- 17%
Housing subsidy 6% 17%
Counseling or treatment, medical care 25% --
Services that are currently being received
Food stamps 46% 96%
Financial assistance (AFDC / TANF) 3% 82%
Social security income 38% 22%
Veteran’s benefits 5% --
Medical care 51% 56%
Dental care 16% 26%
Mental health counseling 30% 35%
Alcohol or drug use counseling 30% 10%
Child care -- 23%
Faith-based support 16% 15%
Support from family, friends 30% 15%
Job training 5% 17%
Most important services of those being received*
Financial assistance, food stamps 32% 57%
Counseling or treatment, medical care 53% 19%
Job training 9% --
Support from family, friends -- 6%
Most important services needed to maintain housing*
Financial assistance, food stamps 59% 100%
Counseling or treatment, medical care 65% --
Employment opportunity 41% 45%
Childcare -- 29%
*Items consist of ranked choices or open-ended question; top 3 responses reported; percentage can exceed 100%.
44
Before becoming homeless, I/ my family was staying…
My/ our housing was lost due to…
0%10%20%30%40%50%
Unemployment
Couldn't afford rent
Disability, MH, substance use
Domestic violence
Illegally doubled up
Health, safety
Families Individuals
0%10%20%30%40%50%
Other (motel, camping, etc.)
Hospital, rehab, treatment
With family, friends
Own house, apartment
Families Individuals
45
Appendix D: Shelter and housing resources in region
Hampden County
Emergency Shelter: Individuals
Safe Havens/MHA, Springfield 6 beds, mentally ill, referral required
Safety Zone/CHD, Springfield 2 beds, youth
Samaritan Inn, Westfield 37 beds
Taylor Street/Springfield Rescue Mission, Springfield 36 men
Worthington Street Shelter/Friends of the Homeless, Springfield 103 men, 30 women; 30 seasonal
Emergency Shelter: Families
Broderick House/Providence Ministries, Holyoke 15 families, DTA referral required
Family Place Shelter, NEFWC, Holyoke 61 families, DTA referral required
Jefferson Avenue Shelter /Open Pantry, Springfield 9 families, DTA referral required
Main Street Shelter, VOC, Holyoke 11 families, DTA referral required
New Horizon Shelter/MLKCC, Springfield 4 families, DTA referral required
Our Place, New England Farmworkers, Holyoke 25 families, DTA referral required
Prospect House/HAP, Springfield 9 families, DTA referral required
Scattered site, New England Farmworkers, Holyoke & Springfield 46 families, DTA referral required
Womenshelter Campañeros, Holyoke 5 women & their children, domestic violence
YWCA, Springfield 48 women & their children, domestic violence
Transitional Housing
Annie’s House/MCDI, Springfield 16 women
Arbor House/Cooley Dickinson Hospital, Holyoke 25 individuals, sober
Bliss Street, Springfield Rescue Mission, Springfield 40 men, sober
Families First/MCDI, Springfield 12 families, referral required
GARP/Gandara, Springfield 10 men & women, substance abuse, referral required
Jorge O. Barreto Transitional Home, Springfield 10 veterans
The Kendall Sober House, Springfield 20 men and women, referral required
Loreto House/Providence Ministries, Holyoke 20 men
Majestic House/MCDI, Springfield 8 men, sober
My Sister’s House/Baystate, Springfield 20 women, substance abuse
New Horizons/MLKCC, Springfield 15 families
Opportunity House/Baystate, Springfield 38 men, substance abuse
Rutledge House/Open Pantry, Springfield 6 women, sober, referral required
Safe Step/HAP, Holyoke 12 families
SafeStep/HAP, Springfield 15 families
46
Samaritan Inn Transitional Housing, Westfield 10 individuals
Springfield Housing Authority, Springfield 15 families, DTA referral required
Teen Living Program/Open Pantry, Springfield 6 teen mothers & their children, DSS referral required
Permanent Housing
Leahy House/MHA, Westfield 6 individuals
The Meadows Apts./Domus, Inc., Westfield 8 individuals
Next Step/HRU, Westfield 10 individuals
Next Step/HRU, Springfield 12 individuals
Rainville Apts./Home City Housing, Springfield 52 SROs
Reed House/Domus, Inc., Westfield 9 individuals
REACH/CSPECH Program/MHA, Springfield 24 subsidies, chronically homeless individuals
Recovery Home/NES, Springfield 18 men & women
River Valley Counseling Center, Springfield 17 families, 24 individuals, HIV/AIDS, referral required
River Valley Counseling Center, Holyoke 6 men, HIV/AIDS, referral required
Project-Based Subsidies for Chronically Homeless/SHA, Springfield 20 individuals, 8 families
Shelter + Care/MHA, Springfield 38 subsidies + supportive services, referral required
Tranquility House/Open Pantry, Springfield 6 women, sober
Worthington House/Friends of the Homeless, Springfield 78 SROs and enhanced SROs
Hampshire County
Emergency Shelter: Individuals
Grove Street Inn/ServiceNet, Northampton 20 beds
Friends of the Homeless/ServiceNet, Northampton 21 beds, seasonal
Northampton Fiends of the Homeless, Easthampton satellite 6 beds, seasonal
UVA Homeless Shelter/Soldier On, Northampton 30 beds, veterans
Emergency Shelter: Families
Jessie’s House/CHD, Amherst & South Hadley 18 families, DTA referral required
Safe Passage, Northampton 5 families, domestic violence
Transitional Housing
Beacon Recovery Programs, Greenfield 13 men, 13 women, sober
Dwight Clinton/Her, Inc. Holyoke 20 families
Grace House/CHD, Northampton 9 families
Hairston House/Cooley Dickinson Hospital, Northampton 14 individuals, sober
Soldier On Transitional Housing, Northampton 125 veterans, sober
Wright House/SMOC, Easthampton 16 individuals
47
Permanent Housing
Florence Inn/ServiceNet, Northampton 14 individuals
Go West SRO/Valley CDC, Northampton 7 individuals
Hawley St, ServiceNet, Northampton 5 individuals
Paradise Pond/HAP, Northampton 4 families
Shelter + Care North, MHA, Greenfield & surrounding 22 individuals
Valley Inn/ServiceNet, Northampton 14 individuals
Vets Village/Soldier On, Northampton 13 individuals
Vikings Landing/SMOC, Easthampton 19 men, veterans
Franklin County
Emergency Shelter: Individuals
Franklin County Emergency Shelter/ServiceNet, Turners Falls 20 beds
Emergency Shelter: Families
Athol-Orange Inn/ServiceNet , Orange 6 families, DTA referral required
Greenfield Family Inn/ServiceNet, Greenfield 6 families, DTA referral required
Transitional Housing
Community Action/YMCA, Greenfield 6 young men
Dial/Self, Greenfield 4 youth
Ferron House, ServiceNet, Greenfield & Turners Falls 13 individuals
Hawley St, ServiceNet, Northampton 5 individuals
School Street/ServiceNet, Greenfield 5 individuals
Silver Street Inn/ServiceNet, Greenfield 10 individuals
Permanent Housing
Permanent Supportive Housing/ServiceNet, 9 individuals
Moltenbrey SRO/Franklin County Regional Housing Authority 25 individuals