Northampton Community Resilience Hub-2020.6.18-JWA- with Appendix SPACE PLANNINGPlanning theNORTHAMPTON
RESILIENCE HUB
May 5, - June 8, 2020
TABLE OF CONTENTS
BACKGROUND...........................................................................
TASK 1 | PROGRAMMING........................................................
SUPPORT......................................................................
CONNECT.....................................................................
COMMUNITY...............................................................
CRISIS RESPONSE......................................................
PROGRAM SUMMARY..............................................
TASK 2 | SITE CRITERIA............................................................
TASK 3 | COSTING....................................................................
DESIGNING FOR INCLUSIVITY...............................................
APPENDIX A: FINAL PROGRAM
APPENDIX B: FINAL SITE ASSESSMENT TOOL
APPENDIX C: ASSESSMENT TOOL SURVEY RESULTS
APPENDIX D: MEETING MINUTES & CHAT LOGS
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6
12
18
31
34
39
46
56
59
2
The City of Northampton seeks to build upon previous internal research and establish a Community and Resilience Hub (HUB) to support Northampton residents who face chronic and acute stress due to climate change, and social and economic crisis.
Having previously convened working groups to look at issues relating to homelessness, housing affordability and climate change, the City sought the skills of an Architect to help determine the space needs for the proposed HUB and to establish criteria with which to assess the feasibility of potential HUB locations.
Jones Whitsett Architects (JWA) was hired in early May, 2020 to assist a Working Group which consisted of staff from various city departments and representatives of social service organizations that provide services to vulnerable populations. The objective of the Working Group was to establish an optimal space program, a preliminary range of construction costs, and parameters for the future site selection of the HUB.
This study occurred in the
shadows of the COVID-19
pandemic and the period of
civil unrest relating to the death
of George Floyd. Both events
BACKGROUND
underscored the significance of
the work, while also making it
necessary to employ unusual
methods to deliberate and
arrive at consensus decisions
without the benefit of convening
in person.
Working quickly, JWA engaged
the Working Group in regular
virtual meetings, visited
local facilities that could be
considered precedents for the
HUB, conducted one-on-one
interviews, and leveraged digital
tools to create a productive
dialogue between Working
Group members, City staff,
and directors and staff of local
facilities serving homeless
and vulnerable populations.
JWA also engaged directly with
users of facilities assisting the
homeless, but was limited by
the scope of the study and the
current pandemic from robust
participatory engagement. JWA
recommends that additional user
and community engagement
work be undertaken in the
schematic design phase of the
project.
3
Introductions – Design Team
Dorrie Brooks
Project Management
db@joneswhitsett.com
413-348-7875 (c)
Jill DeCoursey
Research & Analysis
jd@joneswhitsett.com
503-729-0079
George Dole
Assessment
gd@joneswhitsett.com
413-834-0809
4
Wayne Feiden, FAICP Director, Planning & Sustainability
Alan Wolf, Chief of Staff, Mayor’s Office
Keith Benoit, Community Development Planner, Planning & Sustainability
Andrew Pelis, Asst. Chief, Northampton Fire/Emergency Management
Lisa Downing, Director, Forbes Library
Chris Mason, Energy & Sustainability Officer, Central Services
Carolyn Misch, Asst. Director, Planning & Sustainability
David Pomerantz, Director, Central Services
Cherry Sullivan, Opioid Program Coordinator, Health Department
Steve Connor, Northampton Veterans Agent
Lee Anderson, Manna
Laura Baker, Valley Community Development
John Bidwell, Executive Director, Hampshire United Way
Amy Cahillane, Director, Downtown Northampton Association
Seth Dunn, Director, Quality Management, ServiceNet
Lynn Ferro, Northampton Recovery Center
Jeff Harness, Director, Community Health, Cooley Dickinson Hospital
Rick Hart, Friends of Hampshire Homeless
Jay Levy, Homelessness Services, Eliot CHS
Keleigh Pereira, Program Director, Community Action
Heidi Nortonsmith, Executive Director, Northampton Survival Center
Miguel Rivera, A Positive Place, Cooley Dickinson Hospital
Jay Sacchetti, Senior Vice President, Shelter & Housing, ServiceNet
Pamela Schwartz, Western Mass Network to End Homelessness
Step Smith, Cathedral of the Night
John Thorpe, City Councilor and Probation Officer
Todd Weir, Pastor, First Churches
Faith Williams, Way Finders
Liz Whynott, Manager, Harm Reduction, Tapestry Health Systems
Chief Jody Kasper, Northampton Police Dept.
Amy Cahillane, Exec Director, Downtown Neighborhood Association
Planning Committee Members
5
The Working Group entered
the study with clear agreement
that Northampton has two
pressing needs. The first is
for a day center to support
individuals who are homeless
and within or eligible for the
shelter system. The second is
that Northampton anticipates
a growing number of climate
related events (flooding,
temperature extremes,
economic crisis, etc.) that
could endanger the stability
of vulnerable households.
An October 2019 Report on
Panhandling underscored the
former concern; a May 2018
Resilience Building Workshop
explored the latter.
While many communities have
begun to study their physical
vulnerability to climate change,
Northampton has connected
the dots between equity and
infrastructure, acknowledging
that environmental events
disproportionately injure
residents who are low income,
transient, elderly, non-English
speaking, living without shelter
or struggling with mental health
issues and addiction.
The HUB sets out to address
both acute crisis and
anticipated climate crisis
concerns by strengthening
social resilience and
empowering vulnerable
communities. The HUB will
create useful space for the
delivery of support services,
opportunities for connection
and community engagement,
and will establish a reliable
physical resource communities
can turn to in a generalized
crisis.
The recent challenges the
City has faced supporting
the homeless community,
providing public health
information, and supporting
food insecure residents
during the COVID-19 business
closures and social distancing
restrictions underscores the
urgency motivating the City’s
push for the establishment of
the HUB. That said, it is no small
TASK 1 | PROGRAMMING
task to develop a space to
address economic inequity and
social resilience through the
partnership of a municipality
and nearly 20 distinct non
profits.
The Working Groups’ planning
efforts have been significant
not only because of their
specific programmatic task
outcomes, but also because of
the dialogue this project has
facilitated between Working
Group members who are ac-
tively developing a common vision of partnership that will likely shape the success of the HUB to a greater extent than will the final architecture.
6
While all communities face
economic and environmental
challenges, Northampton is
unique in its wide appeal to
diverse resident populations
despite high housing
costs. Northampton has
a comparitively expensive
housing market given regional
income and employment levels.
Despite this, the City continues
to attract young people,
retirees and individuals who
are homeless and looking to
live in the safety of an urban
setting that is less harsh than
larger cities. This creates an
economic precariousness that
leaves many people vulnerable
to disruption. Northampton is
fortunate that many resource
agencies exist to provide
support to vulnerable groups
locally. However, these services
are spread widely throughout
the city and surrounding
region. The City lacks a single,
accessible location to support
and coordinate the delivery
of services to vulnerable
individuals and families.
The unique dual mission of
the HUB to assist individuals
in chronic acute stress (those
who are homeless or at risk of
homelessness) and create a
trusted resilient resource space
for use in a generalized crisis,
framed a set of challenges for
this study.
JWA led the Working Group
through a series of discussions
to explore the spatial needs
of these two uses and their
temporal and physical overlap.
Rather than constantly
segregate the program by users,
the Working Group encouraged
JWA to see the HUB as a more
broadly welcoming community
space addressing a continuum
of capacity and vulnerability
to which we all belong. JWA
broke the dual program of
the HUB into four distinct
parts -- SUPPORT, CONNECT,
COMMUNITY and CRISIS
RESPONSE.
7
Northampton Community & Resilience Hub Planning
TASK 1 – TRIPLE PROGRAM GOAL
Who is the Hub facility
serving?
Challenge : Designing for
most vulnerable AND for
occasionally vulnerable?
8
Northampton Community & Resilience Hub Planning
Community and Resilience HUB Partnership Matrix
9
Northampton Community & Resilience Hub Planning
Relationship Diagram - Concept
...a place where connections are made
.... a place that supports those of us who
lack a stable home
….a place that strengthens community
….a place we can all to turn to in a crisis
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LEGAL ASSISTANCE
TRAUMA RECOVER
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A D DI CT ION/R E COVERY
CRISIS RESPO N S E CON
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UNITY S U P PORTHUBSHELTER HOUSING & TENANCYEDUCATIONJOB OPPORTUNITIESFOOD SECURITYHE A LTHCA
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SNEIGHBORHOOD
PANTRYNEIGHBORHOOD CLOSETCLINICAL/TELEMEDINE/NARCANEM SLEEPING SHELTEREM WARM
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COMMU N ITY C L A SSR O O M
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CO M M U NITY BULLETIN BOAR D
COMMUNITY LIVING ROOMCOMMUNITY KITCHENCIVIC ENGAGEMENTVIRTUAL RESILEINCY SERVICES ELIOT HOUSE OUTREACH | RECOVERY CENTER | SERVICE NET
WESTERN MASS NETWORK TO END HOMELESSNESS
SERVICE NET
COMMUNITY ACTION COORDINATED ENTRY | WAYFINDERS | VALLEY CDC
DIAL/SELF | COOLEY DICKINSON |COMMUNITY LEGAL AID |AFIYA
THE SUPPORT NETWORK | LITERACY PROJECT | NORTHSTAR
SERVICENET | HAMP ED COLLAB | CENTER FOR NEW AMERICANS
USDA-FNS | SERVICENET | SURVIVAL CENTER
MANNA | GROW FOOD NORTHAMPTON
CHD | TAPESTRY
COOLEY DICKINSON
DRUG DIVERSION PROGRAM | NORTHAMPTON RECOVERY CENTER
THE RECOVERY PROJECT | HAMPSHIRE HOPE | CSO
WM RECOVERY LEARNING COMMUNITY | SALASIN PROJECT
TRAUMA INFORMED HAMP NETWORK | CLINICAL SUPPORT OPTIONS
COMMUNITY LEGAL AID | NORTHAMPTON POLICE DEPARTMENT
CENTER FOR PUBLIC REPRESENTATION
CITY OF NORTHAMPTON
VETERANS ADMINISTRATION
CITY OF NORTHAMPTON
CITY OF NORTHAMPTON
SERVICENET
FORBES LIBRARY
NORTHAMPTON MEDIA
COMMUNITY ACTION PV
SERVICENET
SURVIVAL CENTER
GROW FOOD NORTHAMPTON
CITY OF NORTHAMPTON | TAPESTRY
COOLEY DICKINSON | SERVICENET
LOCAL MINISTRIES
CITY OF NORTHAMPTON | HAMP ED COLLABORATIVE
LOCAL ARTS, EDUCATION, BUSINESSES, NON-PROFITS
CITY OF NORTHAMPTON | HAMP ED COLLABORATIVE
LOCAL ARTS, EDUCATION, BUSINESSES, NON-PROFITS
ANY LOCAL ENTITIES
FORBES LIBRARY
MANNA
CITY CLERK’S OFFICE
ELECTED REPRESENTATIVES
CITY OF NORTHAMPTON | UNITED WAY
COMMUNITY ACTION PV
HAMPSHIRE REGIONAL EM SHELTER
ELIOT HOUSE | RECOVERY CENTER
SERVICENET | LOCAL MINISTRIES
CITY OF NORTHAMPTON
MEMA
MAYOR’S OFFICE | NORTHAMPTON POLICE DEPT
NORTHAMPTON FIRE DEPT | STATE POLICE
CITY OF NORTHAMPTON | COMMUNITY ACTION PV
CENTER FOR ECO-TECHNOLOGY
CITY OF NORTHAMPTON
COOLEY DICKINSON HOSPITAL
NORTHAMPTON FIRE DEPT
COOLEY DICKINSON HOSPITAL
CITY OF NORTHAMPTON
NATIONAL GRID
NORTHEAST SOLAR
COOP POWER | VALLEY SOLAR
11
Across the board, the Working
Group agreed to the need for
a day center in Northampton
where the basic needs of
homeless individuals could be
met. This day center would
complement the existing shelter
services (Interfaith, Grove Street,
Hampshire County Resource
Center and Eliot House) by
offering a warm, safe and
respectful space for showers,
personal storage and a mailing
address.
Josh Wren, staffer at Hampshire
County Resource Center,
explained to JWA why this basic
resource was needed. Under
the current model, an individual
enters the shelter system out of
SUPPORT
desperation, often in the winter.
He or she begins to apply for
housing and assistance, learns
to navigate around the City
to reach different resources
for treatment and starts down
the path out of crisis. Just as
momentum picks up individuals
are released back to the
streets when shelters close for
the summer. Like clockwork,
cases of positive progress fall
backwards when individuals
resort to unsafe shelter or
struggle to protect themselves
and their belongings while
living on the streets, gradually
losing contact with caseworkers
and support systems. The HUB,
in Josh’s view, is needed to offer
a space for basic subsistence
and personal hygiene and a
point of contact, supporting
the critical work of seasonal
overnight shelters and outreach
workers.
12
Northampton Community & Resilience Hub Planning
TASK 1 - Exploring Program Goals – NORMAL USE
PUBLIC PATRON STAFF SYSTEMS
Art
Public Info
Recreation
Education
Library
Garden
Quiet
Bathrooms
Internet
Charging Kiosk
Vending
Café
Parking
Sidewalk
Greenspace
Laundry
Showers
Lockers
Referral Services (Shelter,
etc)
Translation services
Mailing Address/PoC
Job/Ed Counselling
Recovery support
Med/Pharma/Narcan
Case Management
Counselling
Group Classes
Child care?
Elder Care?
Quiet Area/Overnight
Staff offices
Storage
Kitchen
Pharmacy Storage
Volunteer Coord
Donation Coord
Staff Planning Office
Housekeeping
Child care storage
Staff bathroom
Data Rm
Security Systems
Elec Rm
Mechanical Rm
Emergency Supply
Backup Power/Batt.
Water storage
Loading Dock
less secure more secure
13
Northampton Community & Resilience Hub Planning
Identifying Vulnerable Populations
Northampton population (2017): 28,608
Number of occupied households: 11,406
In Northampton 4,290
people (15% of the
population) are below the
poverty level
2,475 households (22%)
have an income < $25,000
14
Northampton Community & Resilience Hub Planning
Identifying Vulnerable Populations
Northampton
Households by
Occupancy
12% speak languages
other than English at home
(3,474 people)
8% of households are single
parents (897 households)
10% of households have
no vehicles (1,103 households)17%
16%
67%
Northampton
Population by
Age Group
55%45%
65+ years (4,590 people)
Under 18 years
(4,754 people)
Owner Occupied
(6,229 households)
Renter Occupied
(5,177 households)
18-65 years
(19,264 people)
15
Northampton Community & Resilience Hub Planning
Homeless Population in need of Shelter
In Northampton in one night (January 29, 2020),
counted by Three County Continuum of Care:
20 people experiencing unsheltered
homelessness
47 People experiencing sheltered
homelessness (excluding Soldier On)
Estimated ratio of sheltered population to
unsheltered/recent or temporarily homeless
based on Amherst Survival Center experience 1:2
Grove Street Inn 21 beds Year round
Interfaith Cot 20 beds Winter only
Soldier On 17 beds Emergency, Veterans
Interfaith Easthampton 6 beds Overflow only
Craig's Doors Amherst 28 beds
Safe Passage 6 beds Victims of domestic violence
Number of Regional Beds
16
Northampton Community & Resilience Hub Planning
Disability and Homelessness
In Northampton 8.5% of
residents have a disability and are
under 65 years old (2,432 people)
Nationally:
People with disabilities are more than twice as
likely to be homeless as non-disabled people.
The unemployment rate for people with disabilities
is twice that of non-disabled people.
More than 40% of sheltered homeless people
have a disability.
24% of all homeless population are chronically
homeless.
In Massachusetts 21% of people
with disabilities fall below the
poverty line compared with 9.4%
of people without disabilities.
21%
9.4%
17
With the day center
compoment of the space
program clearly defined, the
most challenging part of JWA’s
work was to get consensus
from the Working Group on the
other types of spaces beyond
the core program of showers,
storage and point of contact
(mail and internet service) that
will be needed for the HUB to
succeed.
Locally there were four useful
and unique examples of
facilities providing some parts
of the HUB’s program that
JWA was able to visit and draw
lessons from. These included
Easthampton Community
Center (ECC), Amherst Survival
CONNECT
Center (ASS), Hampshire
County Resource Center
(HCRC) and the Temporary
Shelter at Northampton High
School.
HCRC provides a good example
of a crisis shelter resource with
no ambition to support non-
acute, vulnerable communities.
ECC demonstrates a remarkably
resourceful repurposing of
a social hall into an active
community center that
also provides anti-poverty
assistance. Amherst Survival
Center demonstrates a custom
designed, choice-based, food
and community centered
pantry program that erases
social boundaries between
those who serve and those
who are served. The Temporary
Shelter at Northampton High
School demonstrates some of
the requirements of a resilience
center and emergency shelter
After a review of these
organizations and their
spaces, and a review of several
examples from beyond the
region, the Working Group
advocated for a more broadly
welcoming facility like ASS and
ECC, and for the inclusion of
a clinical space, one-on-one
meeting spaces, group meeting
spaces, as well as an informal
assembly space to facilitate
fellowship and human contact
between people in acute stress,
people not in acute stress and
resource providers.
The additional office and
meeting spaces were seen as
especially critical to breaking
the cycle of crisis many people
experience. Pamela Schwartz of
Western Mass Coalition to End
Homelessness underscored this
to JWA early on arguing that
the goal of the HUB “should not
be to make being homelessness
easier but to make the process
of getting out of homelessness
easier.”
Without an umbrella
organization leading the charge
and committing to cover
operating costs, it was difficult
18
for the Working Group to come
to consensus on how large a
commitment should be made
to the “connect” areas of the
program.
One value of this brief planning
process was that each agency
was called on to explore the
impact of the HUB on their
own organization’s mission and
operations in their own space
and time.
In talking to agency
representatives individually JWA
learned that while there was
initially concern that the HUB
would complicate their missions
or cause competition for scarce
resources, as time progressed,
each saw more and more value
to the emerging vision of a
‘one stop’ resource for delivery
of services and coordinated
entry point for housing, legal
assistance, treatment, and other
forms of support.
That the HUB needed to be a
neutral, safe, and welcoming
space also became clear.
Northampton Police Chief Jody
Kasper underscored this point
in a brief interview with JWA.
Kasper pointed out how difficult
it was for the NPD, often the
first point of contact in crisis,
to diffuse a situation or put
individuals in contact with
social workers when the only
venues to meet people are the
streets, the woods or the police
station. She and others strongly
supported the creation of a
space that is safe, trusted by the
entire community and respectful
of all who might enter.
Lev Ben-Ezra, Director of
Amherst Survival Center, also
strongly echoed the need for
a day shelter in Northampton.
People living in crisis in the
area visit each of the regional
pantry shelters. At ASS basic
needs like storage and showers
are provided in a warm,
unstigmatizing and universally
accessible manner.
Ben-Ezra agreed that
Northampton needed this type
of facility but questioned the
wisdom of planning the HUB
without a pre-existing operator
at the helm of the effort.
Amherst Survival Center drew
on many years of experience
when designing its current
facility.
However, the lack of a single
leader and the presence of a
neutral facilitator for the HUB
discussions gradually led to
the development of a vision
of a neutral, membership-
based organization of
agencies committing to the
operational support of the HUB
in exchange for access. This
idea is not without precedent
19
in the region. A community
center in the upper Quabbin,
known as the Quabog Hills
Region Community Center has
been coming together through
membership of social service
agencies, including federally
and state funded partners and
peer-to-peer support groups.
The focus at QHRCC is similar
in its diversity and its emphasis
on equity, recovery, respect and
connection.
The HUB Working Group acknowledged how difficult it is to locate resources and maintain support systems when one is
homeless because of the absence of any centralized point of delivery for program entry or peer-to-peer support. The HUB
will provide a space where agencies and support groups can establish consistent relationships with individuals in need and
with each other.
Veggies icon made by photo3idea_studio from www.flaticon.com
Meeting icon made by Becris from www.flaticon.com
House icon made by bqlqn from www.flaticon.com
All other icons by Freepix from www.flaticon.com
!!!
Two hours only,
twice a week
Two
buses Walk along
busy street
Non-accessible
bathrooms
Only in
winter
No
storage
No curb
cutsNo
childcare
Veggies icon made by photo3idea_studio from www.flaticon.comMeeting icon made by Becris from www.flaticon.comHouse icon made by bqlqn from www.flaticon.comAll other icons by Freepix from www.flaticon.com!!!Two hours only, twice a weekTwo busesWalk along busy streetNon-accessible bathroomsOnly in winterNo storageNo curb cutsNo childcareVeggies icon made by photo3idea_studio from www.flaticon.com
Meeting icon made by Becris from www.flaticon.com
House icon made by bqlqn from www.flaticon.com
All other icons by Freepix from www.flaticon.com
!!!
Two hours only,
twice a week
Two
buses Walk along
busy street
Non-accessible
bathrooms
Only in
winter
No
storage
No curb
cutsNo
childcare
20
Northampton Community & Resilience Hub Planning
Site Visits - Easthampton Community Center 5000sf programmed space, 3400sf basement
21
Northampton Community & Resilience Hub Planning
Provides pantry, hot meal, day center resources without
regard to who client is or where they come from. Also
provides community center resource for AA, community
meetings, crafting, youth programs, and rentals. Feel strongly
that the community programs enable the pantry programs.
Users: 200 hot meals max. capacity (normal mode)
1350 families use pantry services
(250 families added since March 2020)
Staff: 1 paid staff, 200 volunteers (current)
Space types: est. 3000 gsf
(plus 2,000sf accessible main floor)
○Community Room - roughly 1500sf
○Office
○Flip office space for Food Bank outreach staff
○Kitchen 120sf
○Conf. Rm./Activity Rm 200sf
○Pantry/Storage 800-1000sf
○Vestibule that is used for pick up/drop off 120sf
○Parking
Key Lessons for HUB
●Community programs build trust, creates continuum of
access/volunteerism
●Decades of built experience
●Seems to be highly dependent on one amazing staff person
●Highly sensitive to the changing demographics of Easthampton,
including youth at-risk, newly unemployed and seniors
●Also serves same acute need population as Northampton
shelters and Amherst Survival.
●Does amazing job of arranging donations, relationships
Robin’s Wish List
●Shower Rm/Lockers/Address to assist homeless job seekers.
●Emergency sleeping quarters for crisis situations.
●Better transit to support circulation between Northampton
Senior Center, Northampton shelters, Northampton Housing
Authority and Easthampton Church shelter and ECC.
Site Visits - Easthampton Community Center
Interview with Robin Bialecki, Director
22
Northampton Community & Resilience Hub Planning
Site Visits - Northampton Temporary Shelter at NHS
23
Northampton Community & Resilience Hub Planning
Site Visits - Northampton Temporary Shelter at NHS
Provides temporary shelter to healthy homeless
clients within the requirements of COVID-19 social
distancing.
Users: 48-52 per day
Staff: 4-5 paid staff, 2-3 volunteers (daily)
Space types:
Check in/Temp Testing
Dining
●Servery(bag meal)
●Coffee Area
●Dining Area
●Movie Lounge (in dining)
Sleep Area (gym/ cots)
Isolation Rm
Shower/Restrooms/Lockers
Storage combined with office area
Staff/Records/Casework Space
Security Rm(!)
Key Lessons for HUB
● Stay flexible/learn by doing
● Code requirements for resiliency shelter need to be
planned for even if shelter is not in normal mode.
● High need population can be disruptive and need special
spaces (“isolation rooms”) at times.
● Don’t count on regional/state/fed assistance. Plan for
local relationships. Develop MOUs locally.
● Commercial grade laundry machines, if possible.
● Allow for higher storage capacity for patrons and facility.
● Design for good sanitation/ventilation/spacing & check in
● Hot meals are complicated and not critical to success, but
the coffee service and leisure activities were very well
received by users
24
Northampton Community & Resilience Hub Planning
Site Visits - Amherst Survival Center 6500sf programmed space, 3000+/-sf basement
25
Northampton Community & Resilience Hub Planning
Site Visits - Amherst Survival Center
Provides pantry, hot meal, day center resources without
regard to who client is or where they come from.
Users: 100 lunches per day (normal mode)
6000 meals a year
Staff: 11 paid staff, 250 - 280 volunteers (current)
Space types: 6,500 gsf (plus 3,000sf storage basement)
○Community Room - roughly 1000sf
○Community Store 600sf
○Program Director 200sf
○Pantry 800sf
○Kitchen 400sf
○Refrigeration/storage/loading 500sf
○Workshop 300sf
○Admin plus two offices 500-600sf
○Clinic area (2 exam plus sink area) 350-400sf
○Bathrooms/locker/laundry /showers
Key Lessons for HUB
●For Amherst Survival Center, community-building btw patrons,
volunteers and staff means treating everyone (equally-sharing
restrooms, etc).
●While showers and storage can be accomodated, “shelter
needs” of acutely stressed/homeless patrons in a day center
may not be compatible with community center goals during
normal mode.
●Hot food service is a positive source of community building, but
is a higher per sf program area with higher energy use.
●Volunteers are critical to culture but can’t be counted on.
Design around minimal staffing to ease operational costs.
●The range of people needing support includes people who
drive, bike, bus and walk. Parking space will be heavily used if
made available. Transit connections and walkability are critical.
●All these facilities are a network. Complement and strengthen
the network. Don’t compete.
Interview with Lev Ben-Ezra, Director
26
Northampton Community & Resilience Hub Planning
Architectural Lessons
●Central visual, staffed, control hub/check-in
●Varied ceilings/sense of openness helps to make all
patrons/staff feel safe & welcome
●Daylighting and interior lites help with
visibility/equality/sense of safety
●Varied space sizes allows for flexibility
●Durable floors reduce fuzziness/maintenance
●Wood trim and daylight balance durability with warm
character
●Lockers/shower/restrooms in lobby area reduces stigma and
allows observation
●Large PV Array meets only 25% of energy need
●Hot kitchen creates large space/equipment and energy
needs.
○
○
Site Visits - Amherst Survival Center
27
Northampton Community & Resilience Hub Planning
Provides social services, health clinic, mail and computer
access, daytime warming/cooling, showers, laundry,
bathrooms year round. Provides shelter and meals in winter.
Users: 20+ overnight patrons in winter
Staff: 2-3 daytime staff (director, 2 caseworkers)
Space types: ~ 3,000 gsf
○Reception
○Private Offices (2)
○Exam room
○Triage station
○Community/Living Room
○Kitchen
○Servery/Dining Area
○Dorms (3)
○Restrooms/Showers/Laundry
○Small meeting/counseling rooms
Key Lessons for HUB
●Basement setting with limited windows.
●Circuitous layout not ideal. Inefficient, leads to bottlenecks.
The entry/sign-in area is the most congested.
●The facility is meeting basic needs, but additional laundry,
storage, and sanitation spaces would improve service.
●Facility usage varies by season (more use in winter), time of
month (more use end of month), and day of week (more use
on clinic days)
●No personal storage is allowed due to space limitations, but
would be a valuable addition.
●Mail room, community computer, and cell phone charging area
area a critical service.
●Busiest during health clinic days. Not sufficient exam or triage
areas. Often take over offices and reception area for triage.
Interview with Josh Wren, Caseworker
Site Visit - Hampshire County Resource Center
Center Street, Northampton
28
Northampton Community & Resilience Hub Planning
Site Visit - Hampshire County Resource Center
29
Northampton Community & Resilience Hub Planning
From Interview with Josh:
The current central location is advantageous despite space constraints.
The challenge is helping patrons to get to other appointments/service
locations across town. ( that transportation issue again)
Having a centralized hub (one-stop) for services would greatly improve
ability to assist homeless individuals.
Having it not be seasonally dependent would also be a positive change.
Since the growth in the homeless numbers are in LGBTQ youth, having
the day center separate from shelter may make it more welcoming to
people who need assistance but are not bedding in shelter spaces.
He also noted the need for spanish language services to meet growing
spanish speaking community.
Noted importance of engagement with Northampton Police when
planning a space.
Interview with Josh Wren, Caseworker
Site Visit - Hampshire County Resource Center
Center Street, Northampton
30
COMMUNITY
In reviewing the community
spaces and adjacencies of
the Amherst Survival Center,
Easthampton Community
Center and the cafeteria of
the Northampton High School
Temp Shelter, the Working
Group debated how much
space and what kinds of space
should be made available for
general community events.
The Working Group agreed
that while the HUB would not
regularly provide shelter, it
should be able to function as
an emergency sleep shelter and
warming and cooling shelter
in a disruption (the CRISIS or
“disruption” mode of operation).
The Working Group wanted
enough space in the HUB to
store emergency resources
and be effective as a small
emergency warming/sleep
shelter to the larger community
in an emergency, but not so
much space that it would
difficult to maintain or afford
the operation of the HUB under
normal conditions.
JWA set a goal of providing the
ability to support 50 or fewer
people in cots in an emergency,
ideally in several distinct spaces
rather than a single space
Several members of the
group felt that more assembly
space was needed because
of a lack of community space
in downtown Northampton
currently, and because the
demand for welcoming and
respectful spaces for poor
people in our community is
far greater than the City can
currently meet and will likely
continue to grow.
Others felt strongly that the
program should be infused
with art and education spaces
in order to be a more holistic
resource with wider appeal.
Ultimately, with little immediate
clarity on the financial capacity
to support a larger program
or to find a space greater
than 10,000 square feet in the
downtown, it was agreed the
core program for the HUB
should only include as much
community space as is needed
to support the crisis use of the
facility with an understanding
that these community spaces
could serve as meeting and
education spaces during normal
operation. This area was set
at roughly 1,800 square feet
broken up into several spaces
of different size in order to
support different types of
gatherings.
31
Northampton Community & Resilience Hub Planning
Question: How do you create community with space?
Answer: By sharing the space and sharing the power to control the space.
●people who are homeless or at risk of homelessness
●people struggling with addiction/recovery
●people with mental health needs
●people with physical disabilities
●people seeking nutrition assistance
●people seeking workforce assistance or benefit assistance
●veterans
●LGBTQ youth and adults, particularly transfolk
●families, particularly single parent and low income households
●low income seniors
●migrant workers
●undocumented residents
●members of refugee communities
●climate refugees
examples:
●Stavros
●Generation Q
●UniTy
●parent communities
●Pioneer Valley Workers Center
●Center for New Americans
●climate activist groups
●political empowerment groups
●cultural and racial identity groups
32
Northampton Community & Resilience Hub Planning
Projected Range of Construction Costs minimal hub community centercommunity “living room”
central outreach HUBJWA observation: The more space
there is, the more useful in
“disruption” mode.33
Clear to the group from the
outset was that the proposed
HUB needed to be capable of
maintaining operations and
supporting the community in
a period of crisis. JWA looked
to examples of resilience
programs elsewhere, met with
Northampton Fire Chief Jon
Davine, and closely reviewed
the guidelines of the Urban
Sustainability Directors Network
(USDN) to estimate the required
space needs for the HUB as
a community crisis response
center.
CRISIS RESPONSE
Northampton Community & Resilience Hub Planning
TASK 1 - Sample System Needs for “Disruption” Mode
PROTECT ADAPT BACK-UP PLAN
Minimize Disruption
Impact
Design to Withstand
Disruption
Redundancy for
System Failures
Minimize Disruption
of Service
• Dry/wet floodproofing
• Site perimeter
floodproofing
• Backwater valves
• Sump pumps
• Protected utilities
• Passive design strategies
• Envelope efficiency
• Elevated equipment
• Surface stormwater
management
• Window shading
• Back-up power supply
• On-site power
generation
• Emergency lighting and
security
• Access to potable water
• Communication system
redundancy
• Emergency management
manual
• Train core staff on
building systems/
operations
• Ample storage of
emergency supplies
Adapted from Enterprise Green Communities- Resiliency Guide
34
Northampton Community & Resilience Hub Planning
Program Scope Question
What do we really mean by “resilient”?
❏able to strengthen vulnerable communities in an ongoing way
❏able to offer a warming/cooling/shelter
❏able to distribute food in a crisis
❏able to provide shelter in a crisis
❏able to physically sustain major environmental crisis
❏able to serve as an EM communications central control during a major crisis
SOCIAL ENVIRONMENTAL
35
Northampton Community & Resilience Hub Planning
Bridge Project - Dallas, TX
● Single Point of Contact Outreach
● Housing First Approach
● Example of unmasking the need
● Interesting architectural strategies
● Regionalism vs. Localism
Architect Project Page
Project History/Challenges
● Daylighting
● Trauma focused design
● One-stop resource provision
● Storage and exterior spaces
Design Lessons
Sharing Additional Precedents/Resources
36
Northampton Community & Resilience Hub Planning
Brookdale Village Senior Center, Far Rockaway
● Enhancement of existing facility
● At site of vulnerable population
● Adaptable based on crisis
Architect Project Page
● Provision of emergency supplies
● Installation of generators
● Flood protection
● Space adaptation to crisis
Design Lessons
Sharing Additional Precedents/Resources
37
Northampton Community & Resilience Hub Planning
Review of Research, Michael J. Berens
DESIGNING THE BUILT ENVIRONMENT
FOR RECOVERY FROM HOMELESSNESSReviews peer-reviewed research on the
efficacy of specific design strategies:
● Safety/Sense of Control
● Lack of clutter
● Greening
● Acknowledging Identity
● Serving Special Needs
● Durability & Maintenance
● Storage
● Wellness
● Multiuse
Sharing Additional Precedents/Resources
38
In a series of diagrams JWA
demonstrated the impact of
these program goals on the
overall project size, while also
pointing out overlap between
spaces in normal and disruption
mode to increase space
utilization and efficiency. The
resilience goals of the project
ultimately add roughly 800sf
to the total program with
an additional 600 to 700sf
overlapping with other normal
operation program spaces.
Over three meetings JWA
presented summaries of various
space programs ranging in size
from 3,400 gsf to 21,200 gsf to
help the committee understand
the potentials. After careful
PROGRAM SUMMARY
deliberation the final program
goal was set at a 6,500 gsf with
an upward range of 10,504 gsf,
and a minimum search goal of
5,000gsf in an existing building,
with the caveat that the Group
strongly favored selection of a
location that allowed room for
expansion.
39
Northampton Community & Resilience Hub Planning
Preliminary Program Spreadsheets https://drive.google.com/file/d/1JfdnRbRorjFByjRFmsAkl2TJCEo9Wrvy/
view?usp=sharing
PLEASE REFER TO
ATTACHMENT/LINK:
Minimal HUB
● lockers
●showers
● restrooms
●point of contact
●charging station
●info kiosk
● transit access
Central Living Rm
basic needs plus:
● community
room
● small kitchen
●reading room
●swing space
office
● EM storage
Central Outreach HUB
living room plus
● 3 offices
● more personal
storage
●clinic space
● more leisure/ed
space
●overnight
sleeping area
Full Community HUB
●outdoor space
● more staff space
●more public
space
● more shelter
potential
● more program
separation
40
Northampton Community & Resilience Hub Planning
Updated Program Spreadsheet https://drive.google.com/file/d/171ZDDLd67msk07spizDV-vPZZfakyezs/
view?usp=sharing
PLEASE REFER TO
ATTACHMENT/LINK:
Central Living Rm
basic needs plus:
●community room
● small kitchen
●reading room
●swing space
office
● EM storage
Central Outreach HUB
living room plus
● 3 offices
● more personal
storage
●clinic space
● more leisure/ed
space
41
Preliminary Program
Northampton Community & Resilience Hub
SMALL MEDIUM
Normal Use Disruption Use ROOM
NFA1 # OF RMS area totals ROOM
NFA1 # OF RMS area totals
P
U
B
L
I
C
Vestibule Vestibule 70 1 70 70 1 70
Lobby Emergency Communications 250 1 250 250 1 250
Reception 150 1 150 150 1 150
Info Board/Kiosk 40 1 40 40 1 40
Charging Kiosk Charging Kiosk 40 1 40 40 1 40
Reading Room/Computer Rm Flexible Community Gathering /
Shelter
300 1 300 300 1 300
Community/Lecture Room 800 1 800 800 1 900
Art Classroom 650 1 650 650 1 650
Add. Public Meeting/Classrooms
Public Lockers Public Lockers 80 1 80 120 1 120
Restrooms Restrooms 65 3 195 65 4 260
Subtotal 2575 Subtotal 2780P
A
T
R
O
N
Food Pantry + Clothing Exchange Food/Supply Distribution 80 1 80 200 1 200
Mail Area Mail Area 40 1 40 40 1 40
Sm Counseling Flexible Exam/Counseling/Isolation
Rooms
145 1 145 145 2 290
Gr Counseling 225 1 225
Exam Rm Exam Room / First Aid 160 1 160 160 2 320
Triage/Nurse Station Triage/Nurse Station 120 1 120 120 1 120
Pharmacy EM Dist. and Prescription Storage 145 1 145
Shower Rm Public Showers 60 1 60 60 3 180
Laundry Rm Public Laundry 80 1 80 150 1 150
Restrooms Public Restrooms 65 2 130
Kitchen Emergency Food Preparation 250 1 250 450 1 450
Offices EM Staff Offices 135 2 270 135 3 405
Director 1 1
42
PATRON
Volunteer Coordinator
EM Staff Offices
1
Outreach/Flip Office 1 1
Add. Office Space
Security Office Security Office 125 1 125 125 1 125
Planning/Communications Rm Planning/ EM Response 250 1 250 250 1 250
Staff Restrooms Staff Restrooms 65 1 65 65 2 130
Subtotal 1645 Subtotal 3160S
E
R
V
I
C
E
Additional Belongings Storage Patron Storage During Disruption 300 1 300
Donations Processing EM Supply Storage, Distribution, Flex
Space
200 1 200
EM Shelter Storage 300 1 300 300 1 300
Food/Water Storage 250 1 250
Custodial Storage Custodial Storage 120 1 120 200 1 200
Office/Dry Storage Stor. for Normal Use Office in Disrup 80 1 80
Mechanical Rm Mechanical Rm 200 1 200 225 1 225
EM Electrical Room EM Electrical Room 70 1 70 70 1 70
Data Closet Data Closet 70 1 70 70 1 70
Water/Graywater/FP Systems Water/Graywater/FP Systems 100 1 100
Loading Dock Loading Dock 200 1 200
Waste/Recycling Waste/Recycling 40 1 40 80 1 80
Pet Area Pet Area 65 1 65
Subtotal 800 Subtotal 2140
Total Building Net Floor Area (NFA)5,020 8,080
Grossing factor 1.3 1.3
Total Gross Building Area 6,526 10,504
43
Northampton Community & Resilience Hub Planning
Building Program as Proxy for Relationships
44
Northampton Community & Resilience Hub Planning
Program Diagram: Disruption Use
45
JWA also assisted the Working
Group in developing a tool
that could be used by the City
Planning and Sustainability
Department to assess
perspective sites for the HUB.
The chief value of this effort
was that it aggregated the
perspectives of the members of
the Working Group into a single
tool. JWA drafted a matrix of
criteria with the group’s input
and then determined a system
of weighting each criteria by
surveying the Working Group
through an online questionnaire
that allowed for the fast and
objective tabulation of results.
Based on this process it was
clear that the group valued
TASK 2 | SITE ASSESSMENT TOOL
flexibility, expandability and
resilience over many other
potential site characteristics.
The final assessment tool and
the results of the internal survey
are attached to this report.
46
Northampton Community & Resilience Hub Planning
TASK 2 - Site Assessment
STEP 1
Zoning
Tax Assessor Info/Parcel Map
Flood Insurance Maps
Census/Ward/Precinct
GIS Data- Building footprints
Field Documentation
Work with City Staff to
establish base map
STEP 2
Building MEP systems
Condition of Envelope
Structural integrity
Utility connections
Site amenities
Location/adjacencies
Solar orientation
Hardscape/parking
Greenspace
47
48
Northampton Community & Resilience Hub Planning
Proposed Limits of Search Area
49
Northampton Community & Resilience Hub Planning
TASK 2 - Site Assessment Evaluation – Criteria/Weighting
Expansion Potential
Exterior Hardscape/Softscape
Site Configuration
Entry/Exit Points
Site security
Topo constraints
Adjacencies
City Master Plan Goals
Hazardous Site Materials
Building Remediation Costs
Building Dimensional Restrictions
Acquisition cost
Acquisition barriers
Historic Building Status
Stormwater/soil considerations
Development opportunity cost
Loading/Unloading
Universal Accessibility
Solar orientation/PV potential
Utility Infrastructure
Capacity to meet program space needs
Neighborhood safety
Neighborhood Impact/acceptance
Proximity to shelters/police/fire/schools
Public visibility 50
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
If 6 or more responses rated a criteria “very
important” or its average score was higher than 2.40,
this criteria was awarded a weight factor of 5.
If 6 or more responses rated a criteria “somewhat
important” or its average score was higher than 2.20,
this criteria was awarded a weight factor of 3.
If the average score was less than 2.20 but more than
1.5 it was awarded a weight factor of 1.
If the average score was less than 1.5 it was deleted
entirely.
assessment matrix
51
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
HUB Site Assessment Survey Results
Question 1 - MUST HAVE’s
other comments stressed
expandability, low EUI, and
alternate path to zoning
compliance
52
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
Question 2 - General Criteria
53
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
Question 3 - Resiliency Criteria
54
Northampton Community & Resilience Hub Planning
Assessment Tool Review
link to pdf of final assessment doc
added by JWA
55
JWA surveyed three current
building projects, and gathered
information on comparable
public construction efforts
in Northampton to establish
a baseline set of costs per
square foot for direct costs
in renovation and new
construction that would serve
as a starting point for project
cost estimating. Because
the HUB includes a higher
percentage of storage area than
typical commercial construction,
JWA broke the per square foot
construction cost figure down
into three levels of finish. JWA
includes a grossing factor of .3
to the building area, and used
a 1.3 multiplier to calculate
TASK 3 | COSTING
the difference between direct
construction cost and project
cost. These costs assume a
level 2 to level 4 finish with
simple, durable and healthy
materials.
Based on the goals outlined
by the Working Group, JWA
also recommends a modular
structural system that can be
easily adapted over time to
avoid investment in a fixed end
result that can’t be altered.
The space would ideally have
generous passageways, or even
better, connected common
spaces that support the goal
of universal design and trauma
sensitive environmental design.
It would also ideally include
organized storage to reduce
clutter, provide appealing
finishes and include the warmth
of natural materials. A single
story building near a parking
area or public park would also
be advantageous for potential
exterior staging needs but
may be difficult to locate in
a downtown as historic as
Northampton. Lacking a single
story design, a building with
daylight on two sides and
existing accessibility between
floors could suffice.
Specific building characteristics
to look for include good
daylighting, high ceilings, clear
internal sightlines, durable
but adaptable finishes, and an
overall layout that does not
require a map to navigate.
How much public street
presence or visibility is ideal will
remain a source of debate until
a space is selected. As architects
we feel a side street storefront
should not be avoided outright
as it could be re-purposed with
benefit coming from a public
presence. A modular industrial
building could work, as could
an older building with character
as long as it is capable of being
made fully accessible.
56
Northampton Community & Resilience Hub Planning
Projected Range of Project Cost
SMALL:
community
“living room”
HUB
basic resources
outreach contact
+community room
+sm kitchen, pantry and store
donations/volunteerism
some resilience sheltering
5,500 gsf 1.5M - 1.9M
MEDIUM:
central outreach
HUB
All of the above plus
more program area &
staff/clinic space 10,500 gsf 2.8M - 3.5M
Site acquisition and operational costs not included. COVID impact on costs not yet known.
https://https://drive.google.com/file/d/1JfdnRbRorjFByjRFmsAkl2TJCEo9Wrvy
/view?usp=sharing (look at second tab)
57
Preliminary Costing
Northampton Community & Resilience Hub
RENOVATION
SMALL MEDIUM
Net SF Gross SF Cost per SF Subtotal Net SF Gross SF Cost per SF Subtotal
PUBLIC (2,575) (3,348) 200 ($669,500) PUBLIC (2,780) (3,614) 200 ($722,800)
PATRON (1,645) (2,139) 220 ($470,470) PATRON (3,160) (4,108) 220 ($903,760)
SERVICE (800) (1,040) 180 ($187,200) SERVICE (2,140) (2,782) 180 ($500,760)
Total (5,020) (6,526) ($1,327,170)Total (8,080) (10,504) ($2,127,320)
Project Cost 1.3 ($1,725,321)Project Cost 1.3 ($2,765,516)
NEW
SMALL MEDIUM
Net SF Gross SF Cost per SF Subtotal Net SF Gross SF Cost per SF Subtotal
PUBLIC (2,575) (3,348) 260 ($870,350) PUBLIC (2,780) (3,614) 260 ($939,640)
PATRON (1,645) (2,139) 280 ($598,780) PATRON (3,160) (4,108) 280 ($1,150,240)
SERVICE (800) (1,040) 220 ($228,800) SERVICE (2,140) (2,782) 220 ($612,040)
Total (5,020) (6,526) ($1,697,930)Total (8,080) (10,504) ($2,701,920)
Project Cost 1.3 ($2,207,309)Project Cost 1.3 ($3,512,496)
58
Throughout the programming
process the Working Group
emphasized the importance
designing the HUB to promote
the dignity of facility users.
What this means in terms of
specific design strategies and
objectives will be addressed in
the future design phase of this
project. The Working Group
agreed that it will be critical to
bring the intended HUB users
into the discussion of creating
an inclusive and dignified space.
For this programming study,
JWA and the Working Group
began to identify areas that will
require careful consideration
during future design processes.
DESIGNING FOR INCLUSIVITY
These include:
• Trauma informed design
• Design for mental health
• Design for social distancing
• Design for accessibly
• Design for gender flexibility
To a limited extent, some of
these considerations could
impact building and site
selection. For example it is
suggested that only sites
that are already universally
accessible, or that can easily be
made accessible be considered.
Likewise, buildings that allow a
high degree of flexibility should
be prioritized due to their ability
to accommodate different
spatial needs and strategies
from ongoing research in topics
like trauma informed design.
Many of the above mentioned
design strategies have co-
benefits and can improve
universal hospitality. For
example, designing for social
distancing and allowing
sufficient space between users
can make a facility more
comfortable to use for hearing
impaired and those with autism.
As is often the case, making
a building inclusive for one
vulnerable group can have
positive impacts on the building
for all users.
59
APPENDIX A: FINAL PROGRAM
Preliminary Program
Northampton Community & Resilience Hub
SMALL MEDIUM
Normal Use Disruption Use ROOM
NFA1 # OF RMS area totals ROOM
NFA1 # OF RMS area totals
P
U
B
L
I
C
Vestibule Vestibule 70 1 70 70 1 70
Lobby Emergency Communications 250 1 250 250 1 250
Reception 150 1 150 150 1 150
Info Board/Kiosk 40 1 40 40 1 40
Charging Kiosk Charging Kiosk 40 1 40 40 1 40
Reading Room/Computer Rm Flexible Community Gathering /
Shelter
300 1 300 300 1 300
Community/Lecture Room 800 1 800 800 1 900
Art Classroom 650 1 650 650 1 650
Add. Public Meeting/Classrooms
Public Lockers Public Lockers 80 1 80 120 1 120
Restrooms Restrooms 65 3 195 65 4 260
Subtotal 2575 Subtotal 2780P
A
T
R
O
N
Food Pantry + Clothing Exchange Food/Supply Distribution 80 1 80 200 1 200
Mail Area Mail Area 40 1 40 40 1 40
Sm Counseling Flexible Exam/Counseling/Isolation
Rooms
145 1 145 145 2 290
Gr Counseling 225 1 225
Exam Rm Exam Room / First Aid 160 1 160 160 2 320
Triage/Nurse Station Triage/Nurse Station 120 1 120 120 1 120
Pharmacy EM Dist. and Prescription Storage 145 1 145
Shower Rm Public Showers 60 1 60 60 3 180
Laundry Rm Public Laundry 80 1 80 150 1 150
Restrooms Public Restrooms 65 2 130
Kitchen Emergency Food Preparation 250 1 250 450 1 450
Offices EM Staff Offices 135 2 270 135 3 405
Director 1 1
PATRON
Volunteer Coordinator
EM Staff Offices
1
Outreach/Flip Office 1 1
Add. Office Space
Security Office Security Office 125 1 125 125 1 125
Planning/Communications Rm Planning/ EM Response 250 1 250 250 1 250
Staff Restrooms Staff Restrooms 65 1 65 65 2 130
Subtotal 1645 Subtotal 3160S
E
R
V
I
C
E
Additional Belongings Storage Patron Storage During Disruption 300 1 300
Donations Processing EM Supply Storage, Distribution, Flex
Space
200 1 200
EM Shelter Storage 300 1 300 300 1 300
Food/Water Storage 250 1 250
Custodial Storage Custodial Storage 120 1 120 200 1 200
Office/Dry Storage Stor. for Normal Use Office in Disrup 80 1 80
Mechanical Rm Mechanical Rm 200 1 200 225 1 225
EM Electrical Room EM Electrical Room 70 1 70 70 1 70
Data Closet Data Closet 70 1 70 70 1 70
Water/Graywater/FP Systems Water/Graywater/FP Systems 100 1 100
Loading Dock Loading Dock 200 1 200
Waste/Recycling Waste/Recycling 40 1 40 80 1 80
Pet Area Pet Area 65 1 65
Subtotal 800 Subtotal 2140
Total Building Net Floor Area (NFA)5,020 8,080
Grossing factor 1.3 1.3
Total Gross Building Area 6,526 10,504
APPENDIX B: FINAL SITE ASSESSMENT TOOL
Evaluation Criteria Weight Factor Score Weighted Score
Allows for fl exibility/easily altered fl oor plan 5
Low energy costs - good insulation & mechanicals 5
Low operating costs - low maintenance 5
Room for expansion over time 5
Potential for on site solar generation 5
Good daylighting 5
On site parking/ADA spaces 3
Stormwater can be managed without additional
infrastructure
3
Includes potential for exterior staging area/bike storage 3
Easily made accessible
(does not need elevator or complex ramp)
3
Will not adversely impact neighbors 3
Good visibility to community 1
Good adjacency other community resource 1
Requires rezoning -1
High acquisition cost -3
High renovation/construction costs -3
Has high site/hazmat costs/concerns -5
l Is within 1/2 mile of town
l Is on public transportation route
l Has access to City water & sewer
l Can support a 5,000sf or larger use
l Is capable of supporting backup power generation/communications
l Has potential for expansion
Address____________________________________ Current Use______________________________
Acreage/Area ____________________________ Parcel Info_______________________________
Current Owner___________________________ Zoning __________________________________CRITICAL
APPENDIX C: ASSESSMENT TOOL SURVEY RESULTS
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
Q ue s tio n 1 - MUST HAVE’s
other comments stressed
expandability, low EUI, and
alternate path to zoning
compliance
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
Question 2 - General Criteria
Northampton Community & Resilience Hub Planning
Assessment Tool Review: Survey Results
Question 3 - Resiliency Criteria
APPENDIX D: MEETING MINUTES & CHAT LOGS
MEETING MINUTES
Northampton Community & Resilience Hub Planning Committee
May 5, 2020
Meeting via ZOOM, hosted by W. Feiden , Northampton Planning & Sustainability; D. Brooks, J. DeCoursey, G.
Dole (JWA)
Attendees:
• Wayne Feiden FAICP Director, Planning & Sustainability
• Alan Wolf Chief of Staff, Mayor’s Office
• Keith Benoit Community Development Planner, Planning & Sustainability
• Andrew Pelis Asst. Chief, Northampton Fire/Emergency Management
• Lisa Downing Director, Forbes Library
• Chris Mason Energy & Sustainability Officer, Central Services
• Carolyn Misch Asst. Director, Planning & Sustainability
o David Pomerantz Director, Central Services
• Cherry Sullivan Opiod Program Coordinator, Health Department
• Steve Connor Northampton Veterans Agent
o Lee Anderson Manna
• Laura Baker Valley Community Development
• John Bidwell Executive Director, Hampshire United Way
o Amy Cahillane Director, Downtown Northampton Association
o Seth Dunn Director, Quality Management, ServiceNet
• Heather Warner Trauma Informed Hampshire County Network
o Kevin Lake Liason between several of the above
o Lynn Ferro Northampton Recovery Center
• Jeff Harness Director, Community Health, Cooley Dickinson Hospital
• Rick Hart Friends of Hampshire Homeless
o Jay Levy Homelessness Services, Eliot CHS
o Keleigh Pereira Program Director, Community Action
• Heidi Nortonsmith Executive Director, Northampton Survival Center
o Miguel Rivera A Positive Place, Cooley Dickinson Hospital
o Jay Sacchetti Senior Vice President, Shelter & Housing, ServiceNet
• Pamela Schwartz Western Mass Network to End Homelessness
• Steph Smith Cathedral of the Night
o John Thorpe City Councilor and Probation Officer
o Todd Weir Pastor, First Churches
o Faith Williams WayFinders
o Liz Whynott Manager, Harm Reduction, Tapestry Health Systems
Introduction of Key Project Staff, Project Role and Contact Info:
Dorrie Brooks, Project Manager, db@joneswhitsett.com
Jillian DeCoursey, Analysis & Representation, jd@joneswhitsett.com
George Dole, Assessment, gd@joneswhitsett.com
Reactions to JWA’s Proposal
What d id you see in our response that you hope to see in this process?
-ability to simplify and represent complex things while also being willing to get into the weeds
-seem to really hear us
-clear sense of purpose
-detailed proposal
-other relevant projects
-experience on DIAL/SELF Northampton
-Provided enough to chew on and get started
-ability to manage architecture and the needed planning
What words of caution do you have for us?
-it is critical to get input from homeless and direct service staff
-note that we did not give this project the planning time it needed to get to this point.
-with such a large list of aspirations, it might be best to aim for flexibility/adaptability so -that the program
can change over time.
-need to be aware of potential of this project to add competition for resources for existing programs and
organizations helping frontline communities.
-concern that the need is so great that it will attract more demand for support than it can handle.
- learn from others—Amherst Survival Center, similar organizations in Toronto
-during this crisis, consider the social distancing issues of COVID 19
Review of Design Team Goals and Tasks:
Support the space planning and site assessment needs for the development of a (centralized) Resilience Hub.
TASK 1 - Develop Space Plan
TASK 2 - Develop Site/Building Assessment Tool
TASK 3 - Cost Options/Compare
TASK 4 - Provide Final Report
Exploration of Initial Questions Relating to Task 1
Jill raised JWA questions-- who the Hub is meant to serve; how priorities should be set given the fact that NORMAL mode is
more frequent than DISRUPTION and RECOVERY; and whether the committee had determined how many people might
visit, utilize staff the facility—drawing distinction between those receiving services/consulting and those there for public
events.
(paraphrasing)
Chris Mason- space needs to be welcoming and inviting to the general public to enable vulnerable
populations to establish a relationship such that they will use the facility when there is a disruption.
Who are these vulnerable populations? Folks on the edge, people in SRO, elderly, residents in
neighborhoods that lack strong social fabric, where people are in need but can’t find help.
Laura Baker –T he chicken or the egg problem – which comes first – the space or the need for it… space or
place. Hard to say what the numbers are without the space.
Heidi Nortonsmith – Pantry services near downtown would be a good thing. The Survival Center has
perishab le foods available at the survival center – healthy and good – but not long lasting. Survival Center
serves 18 communities 4,000 clients. But again, risk of drawing all with need to a smaller downtown site.
Helpful or hurtful?
Jeff Harness – Question the idea of returning to normal – opportunity for learning from disruption and not
returning to normal—take a more adaptive approach. Design with flexibility to create the “new normal.”
John Bidwell –Precedent models – Quabog Regional ? in Ware
Pamela Schwartz – How much are we hemmed in by the sites available to work with? Don’t we have to
work from that?
Rick Hart – Issue of staffing – not enough staff at any time - thinking broadly – like libraries – how can less
staff cover more area.
Jill then presented a rough sorting of program during Normal Mode.
Chris spoke about the experience at the High School of the COVID temp shelter, constant adjustment.
Wayne – “Recovery,” may be the first full year of operations (COVID 19).
Dorrie, coming back to Jeff’s comment, the perfect building is highly flexible—but that can pose challenges
when there are needs for security and specific infrastructure in different parts of the building. But this idea
of a highly flexible building is very helpful and important.
Alan and Andrew discussed the NHS temp shelter lessons and how fast the switch over from Normal to
Disruption use needs to be able to happen. It was noted that the proposed regional temp shelter took too
long. The Hub needs to be able to maintain its cache of emergency supplies for that disruption use for fast
deployment, example the cots needed to make it a shelter.
While not normally working as a shelter, in major disruptions it should be available to serve as a shelter as a
part of a network of shelters.
Cherry talked about the value of being able to place different groups in different spaces during a disruption.
All seemed to agree.
Alan - Pointed out that there is need to move quickly on this project because this concept is so currently
fundable.
Jill presented the Enterprise Green Communities Resiliency Guide informed chart of resiliency features we might consider to
strengthen the site.
John - parking space or green space would also be important, and possibly challenging in the downtown.
Laura noted that ability to maintain power was, in her view, the most critical resilience goal.
Schedule Review & Two Week Look Ahead
Dorrie presented the schedule from JWA’s proposal and asked for clarification on the Municipal
Vulnerability Program grant application. Deadline June 11.
Action: Review deliverables with Wayne
Action: Request Planning & Sustainability provide options for site and base map information.
Action: Follow up with Heather RE: Trauma Assessment
Follow up with John RE: Precedents, Quabog, Toronto, Eastampton
Follow up with Pamela: Springfield Friends of the Homeless
Follow up with Chris Mason about data on transient, at-risk and vulnerable population count
Action: JWA to visit/call the following sites to learn more—
• Homeless Resource Center
• NHS Temp Shelter
• Recovery Center
• Amherst Survival Center
• Easthampton Community Center
• Springfield Friends of the Homeless
• Quabog Regional Resilience Facility (Follow up with J. Bidwell for contact)
Closing Question- What, in your view, is the most critical piece of the program puzzle for the project to address?
John Bidwell – Flexibility
Laura Baker – A day program for people who don’t have housing.
Alan Wolf – Want everything – strike while the iron is hot! The opportunity is here now.
Carolyn Misch – Has to feel like a fun place – provide other activities for stress relief – game space etc.
Andrew Pelis – Emergency shelter day use / but then also self -supporting shelter as needed.
Cherry Sullivan – The basics that frontline communities need – showers, a place to store your stuff. Also important
to have users weigh in!! Be sure they have a voice in this.
Dennis Bidwell– Needs to be an attractive place – attention to detail - a place people feel they belong. Funding
streams are here. Never let a crisis go to waste – think bold!
Heather Warner - Staffing is so important – look to partner with existing organizations rather than create new ones –
A place for food and to charge electronics is so key – especially during power loss. Thinking also
about vulnerable young people.
Heidi Nortonsmith – Concerned about challenge of balancing the idea of a “fun”/public space with needs to provide
for services to people living life on the margins, criminal past, users of drugs, etc.
Keith Benoit – Thinks Amherst Survival Center offers a great example of transformation brought about by a building
and then how the organization changed the building as it changed.
Lisa Downing – Make sure this is complementary to other spaces just as Center for the Arts is to the Library.
Rick Hart - Ability to expand – flexible inside – also expandability at site.
Steve Connor – Need to be inclusive of a variety of populations / inclusive as possible/improvisational
Steph Smith –Storage – access to baths / “living room” model/Careful about needs of overlooked communities
(example—gender differences) in design. Mentioned a need for women-only spaces.
Pamela Schwartz - Trauma informed space – ability to convert space quickly. Most importantly, when assisting the
homeless the goal is to direct them to housing rather than create a shelter to expand the options to
continue to be homeless. The distinction is important.
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Northampton Community & Resilience Hub Planning Meeting
5/15/2020
Chat Log
10:20:38 From Steph Smith Cathedral In The Night : were you able to interview people using
the services about pros and cons
10:24:55 From Laura Baker : Just a note that Craig's Doors is only open in Winter and has
limited hours each night.
10:30:19 From Seth Dunn : Don't forget about # of people who may not be identified as
homeless but are transient and hang out on the streets, may be camping, living in cars,
or coming and going through Northampton. Also don't forget about people who have
housing but spend all day on the streets or in the library.
10:32:37 From Seth Dunn : reading room with computer is really helpful for this population.
also decreases stress on the library.
10:35:10 From Heather Warner : What category do Amherst Survival Center and Easthampton
Comm Center fall into?
10:38:03 From Lisa Downing : 1. Is there a general rule of thumb about the cost of adding on at
a later date versus building bigger to start? 2. My sense is that ability to scale up
services to meet acute crisis needs is exponentially greater the bigger the space is. Is
there another way to look at this?
10:39:15 From Rick : Also, re capacity, need to remember regional effects -- e.g., if an Amherst
or Greenfield program were to close, it has an effect on Northampton. The
populations in question are mobile. Ability to handle more if needed would be very
helpful.
10:39:35 From Wayne Feiden : I can’t imagine us ever finding the dollars for the largest
program or finding the smallest model being viable.
10:40:08 From Laura Baker : My sense is that we may want to steer toward the two middle
categories, and throw out the very small and largest. Of course, we may adapt to
respond to a particular property.
10:43:29 From Heather Warner : I was thinking the same thing...Planning for larger square
footage, even some programming is limited would allow for expansion
10:43:57 From Pamela Schwartz : Agreeing with prior comments re space
10:44:23 From Alan Wolf : Do we know final cost of Amherst Survival Center?
10:46:28 From Seth Dunn : Let's not forget about synergies with other civic spaces like the
Survival Center on Prospect St Or, I wonder about overflow space in other settings in
the event of emergencies. There is a balance between defining core functions and
financial resources available. It could be that sleeping space has to be adjunctive
through collaboration with other organizations
10:46:29 From Jeff Harness : Easthampton only works because Robin works too many hours
10:46:49 From Heather Warner : Having a nice space - like Amherst Survival Center with ability
for larger community meeting space--e.g., to fit 70-100 is greatly needed in
Northampton--means better exposure to potential funders
10:47:56 From Seth Dunn : Robin exemplifies the quasi volunteer employee tradition of helping
organizations. Amherst & Northamptn and other places use volunteers a lot
10:48:48 From Lisa Downing : I agree with the meeting space 100%. A separate entrance with
keypad entrance is something we dream about so that we can offer up our meeting
rooms much more than our regular operating hours.
10:50:05 From Jeff Harness : the meeting space could also be used as sheltering in space in a
disaster
10:50:49 From Steven Connor : The WWII club has had several groups use the space for
meeting from a number of community groups, and that will be disappearing.
10:51:06 From Dennis Bidwell : Agree that planning around rental income possibilities, and
grant $, is critical. I'm already nervous about covering operating costs for this.
10:52:29 From John Bidwell : yes to 2 middle choices
10:53:19 From Heather Warner : I like the larger option or between 3rd option and larger
option
10:54:29 From Heidi Nortonsmith : have we made a conscious decision to include sleeping
space? the introductory materials I'd received said that was off the table. just
checking
10:55:07 From Seth Dunn : Exactly good idea about the senior center.
10:57:41 From Rick : When we search for housing locations, we keep in mind that something
can be further out if it's on well traveled transit lines.
10:59:41 From Alan Wolf : Senior Center cost approx $5.5M
10:59:46 From Pamela Schwartz : I’m afraid I must go to another meeting but just wanted to
say THANK YOU for this AMAZING WORK!
10:59:50 From Alan Wolf : some years ago
11:00:24 From Alan Wolf : (2006/2007)
11:00:27 From Lee Anderson/Manna : Alan, what is the sq ft number at the senior center?
11:00:34 From Alan Wolf : Still working. :DP
11:01:32 From John Bidwell : Alan: also, does that include land purchase?
11:01:33 From Heather Warner : Amherst Survival Center is out of town, not sure about the
pros and cons--it took advocacy to get better bus service. Can bus lines be changed?
11:02:15 From Heidi Nortonsmith : We've been trying for years. PVTA did specifically
incorporate the Northampton Survival Center, but ultimately they cancelled the whole
X98 connector bus
11:02:36 From Rick : It seems better to have an adequate location a bit further out, and help
people get there if needed -- than to have an inadequate site downtown.
11:02:53 From Heidi Nortonsmith : … but I'm a big proponent of considering transportation as
an important corridor/connector among services around the city
11:04:44 From Rick : More of downtown than the map shows, has been underwater in historic
floods.
11:06:00 From Rick : Forbes has photos of people rowing around at the main intersection
downtown
11:06:02 From Jeff Harness : I hear the WW2 club is for sale :)
11:06:22 From Alan Wolf : I think that may no longer be the case
11:06:30 From Alan Wolf : re: WW2
11:06:43 From Steven Connor : An offer has been accepted
11:06:49 From Heather Warner : What's happening with the Eric Suer's property next to Forbes
Library?
11:07:48 From Heather Warner : The big brick catholic church across from Smith?
11:09:20 From Cherry Sullivan : I think it's important to speak to (and have on this committee)
someone from the Western MA RLC, as they host a respite home and meet a variety of
needs for people in our community.
11:10:33 From Seth Dunn : Sheltering is very complex We should focus on the resiliency aspect
with perhaps emergency and very temporary options to sleep. Day shelter is needed!
11:12:09 Lee – pointed out that while Manna is not a shelter, there are times when a female
client will feel unsafe elsewhere and will be provided for in a crisis. This could occur—
but that is different than designing it as shelter service.From Steph Smith Cathedral In
The Night : I agree with Cherry too.
11:13:34 From Rick : I write grants too. I'm pretty sure a lot more money could be
raised for this via private grants, if we have a good plan to sell
11:16:24 From Laura Baker : In terms of location, I'd strongly favor walking distance from
services and shelter. The bus service in our area is oriented to serve the colleges and
has been cutting routes. I feel like it is not sufficiently reliable.
11:16:53 From Seth Dunn : yes let's think about synergies and collaboration
11:17:02 From Jeff Harness : my opinion is that simpler will serve us well in the long run, re
food
11:17:26 From Heather Warner to Dorrie Brooks(Privately) : Jenifer Urff from the Trauma
Informed Hamp Co Network recommend for this committee--Let me know if you want
me to reach out to him. Earl Miller, Director of Recovery at the MA Department of
Mental Health Western Area Office in Northampton. He is a former leader at the
WMass Recovery Learning Community where he led early development of the Bowen
Center in Springfield, which is essentially a successful, trauma-informed Resilience Hub
on a shoestring budget. He is African American and draws from his experiences with
homelessness and the mental health system, and he helps to lead DMH’s trauma-
informed work.
11:20:17 From Cherry Sullivan : FYI- The Northampton Recovery Center is looking to open a
kitchen/café. I believe they plan to have a small one, but perhaps they would be willing
to collaborate on some sort of kitchen or food prep if needed. Worth asking their short
and long term vision to see how it relates to the kitchen needs of this space.
11:20:49 From Heather Warner : Northampton Senior Center has a commercial Kitchen.
11:21:51 From Jeff Harness : although not a direct answer....Hampshire co food systems
assessment
11:21:56 From Jeff Harness : https://www.cooleydickinson.org/wp-
content/uploads/2017/12/Food-Access-Assessment-Report_FinalAppendices.pdf
11:22:33 From John Bidwell : Want overall needs assessment vis-a-vis potential services. What
is needed, who is already providing, and what are the gaps. That could help guide us.
11:22:46 From Steven Connor : I thought CDH had done something but I couldn't remember
11:26:09 From Jeff Harness : here's a link to a page with further links to health assessment. The
assessment is not detailed enough on this topic but still might have useful info
11:26:14 From Jeff Harness : https://www.cooleydickinson.org/about-us/commitment-to-
community/benefiting-our-community/
11:26:43 From Alan Wolf : There is a thorough description in the Panhandling Work Group’s
report in the appendixes that attempted to describe existing efforts, but I don’t think
does gap analysis. https://www.northamptonma.gov/1861/Mayors-Work-Group-on-
Panhandling
11:27:37 From Steph Smith Cathedral In The Night : getting back to the kitchen. I don’t think a
huge kitchen is needed but if we are thinking of renting space a commercial kitchen
might help draw rental income
11:27:49 From Alan Wolf : solid point.
11:28:03 From Alan Wolf : and it’s revenue in itself for catering at the senior center
11:30:10 From Steph Smith Cathedral In The Night : a place to be during the day and lockers. I
have to run thanks
11:30:31 From Rick : Capacity -- thinking of what we want to start with, then figuring out how
to afford it (rather than starting with cost.
11:30:40 From Seth Dunn : day program space for homeless and transient
11:30:49 From Cherry Sullivan : I have to pick just one?
1. location, location, location. Make it as easy as possible to access.
2. Space that allows for openness, yet private space, and showers/lockers/place to just
"be" without expectation of engagement.
11:31:30 From Heidi Nortonsmith : single location for point of contact with multiple agencies
and services, with transportation to those agencies for more in-depth service
11:34:50 From Rick : They already come!
11:35:06 From Heather Warner : Welcoming and inviting, clean and not cluttered. Agree with
Cherry about openness but also spaces that allow low expectation of social interaction.
11:36:28 From Laura Baker : Northampton Community Arts at 33 Hawley Street does quite a bit
of rental--might provide good data on what folks want to rent, how much they'll pay,
etc.
11:37:55 From John Bidwell : A financially sustainable model
11:41:08 From Alan Wolf : My apologies, I must go. Thank you Dorrie and team, and thanks
everyone for their input.
11:43:50 From Laura Baker : Part of dignity is being user-driven, user-controlled. The blur at
Amherst Survival Center between users and volunteers, for example, speaks to this.
11:44:22 From Seth Dunn : thank you
11:44:23 From John Thorpe : Thank you everyone!
11:44:37 From Steven Connor : thanks all
11:45:00 From Laura Baker : Absolutely awesome job to Dorrie and team! Well organized; time
well spent.
11:45:06 From Lisa Downing : I really appreciate how well this process is happening despite the
challenges of working remotely. Terrific group! Great job, Dorrie!
11:45:11 From Geoff Naunheim UWHC : Thanks
11:45:13 From Rick : ditto
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Northampton Community & Resilience Hub Planning Meeting
5/29/2020
Chat Log
0:12:51 From jlevy : Good to have specialized emergency beds for those who don't normally
access shelter‐ maybe something small ‐ such as 3 beds avaialble
10:13:29 From Steven Connor : Agreed
10:14:08 From Rick : Just to mention that the space used to be a day center, but the condo
association requested it to stop due to too many people hanging around & associated
problems.
10:21:50 From Heather Warner : Is the food preparation and in‐house dining a key component
to Amherst Survival Center in building a sense of community? Mention it because it
sounds like food service and dining has been eliminated here.
10:22:39 From Keith Benoit : In house dining is very much a part of the community of Amherst
Survival Center.
10:23:49 From Steven Connor : It does always help with building community no matter what
population.
10:24:34 From Heidi Nortonsmith : could seth's mic be muted please?
10:24:51 From Rick : Would more people muting their sound reduce the amount of distracting
background noise?
10:25:56 From jlevy : While we may not have the space or funds to do it... keep in mind that
including three temporary shelter beds would be very valuable to reaching highly
vulnerable people sleeping rough or to address the needs of a young individual in
distress who may be part of LGBTQ subgroup.
10:28:31 From Alan Wolf : No meals were prepared at NHS
10:29:49 From Steven Connor : True. They were brought in from other locations but were
served there. Its community bread breaking.
10:29:50 From jlevy : It could serve as at least a place to go during an emergency with access to
bathrooms, support, food and storage
10:29:52 From Pamela Schwartz : thanks, Alan. I think the question is whether we want to have
the capacity. I don’t know!
10:30:28 From Rick : Yes ‐‐ even the kitchen in the small plan is much bigger than the current
Center St one
10:33:35 From Cherry Sullivan : just want to be mindful of WC and showers. do “men” vs
“women’s” need to be more separate for feelings of safety? is there room for gender
neutral WC?
10:34:22 From jlevy : good point Cherry!
10:34:39 From Laura Baker, VALLEY COMMUNITY DEVELOPMENT CORP : I think locker / storage
space is such a pressing unmet need that there should be more square footage for this
use even in the small program.
10:34:51 From Rick : The community rooms merging into emergency shelter space is a prime
area where the medium space would be important
10:34:52 From Three Cty Continuum of Care Zoom : I support planning things in a way that is
not gender specific and plan for safety for any person utilizing it
10:38:10 From jlevy : Our sleeping rough homeless subgroup labeled Storage as THE major
concern expressed to the mayor
10:40:17 From Rick : One space that seems less crucial, and thus could be dropped or shrunk to
increase another space, is the donations/supply receiving area
10:41:24 From Laura Baker, VALLEY COMMUNITY DEVELOPMENT CORP : Amherst Community
Connections‐‐a day resource center for homeless persons‐‐has a system where
different resource providers come to the location weekly for a few hours. This seems a
highly efficient model, as a single office can "house" many services and patrons know
which day / time each week to arrive to access a particular service provider.
10:44:39 From Alan Wolf to Jones Whitsett(Privately) : Have you seen the shelter plan at
SVAS?
10:45:20 From Heidi Nortonsmith : Thumbs up to that, Laura!
10:51:20 From Heidi Nortonsmith : To what Laura just described... the Northampton Survival
Center does that too ‐‐ we have a designated resource space where other agencies
come in to provide services. We've had Safe Passage, Tapestry, ServiceNet, etc. But
it's not been as regular/predictable as we wanted, because many agencies don't have
the excess capacity to staff this space on a predictable basis. So the Resilience Hub,
accommodating a rotation of services from many agencies, is appealing, and might
enable us all to commit those resources on a predictable, recurring schedule
10:53:14 From Pamela Schwartz : Agreed Heidi and Laura. I’m afraid I have to go momentarily.
Thanks so much for this amazing work. I’m inclined to support figuring out how we get
to a medium sized space. I think it’s safe to say the need will typically outstrip
whatever we can do so let’s just max out on what we can do!
10:56:25 From Three Cty Continuum of Care Zoom : agreed with Lisa Downing, this is important
‐ mental health support space is really needed. (Keleigh, Three County CoC)
11:02:40 From Rick : the experience at the Resource Center daytime at 43 Center St is
of a big demand for living room‐y "hang out" space ‐‐ to the extent where they've had
to limit it
11:07:16 From Dawn : I too feel a bigger reading space would be important. As a pastor, I see
people utilizing the library that I know have issues with one another, but they are able
to have more space between them there. In general my experience has been folks
want a bit more physical distancing.
11:08:27 From Keith Benoit : Okay with 2 doors so long as one does not become the “poor
door”. Just thinking if it were right next to the dumpsters or in an dark alley the
perception would not be positive.
11:08:36 From Heather Warner : It came up at the Trauma Informed Hamp County group‐‐the
need for seating that allows for people to be part of a group/facing each other so that
they can stay separate if they want. But this can be done in a larger room by sectioning
off with furnature
11:08:46 From Heather Warner : Has anyone heard about Common Grounds in Southwest
Harbor Maine? They engage community volunteers (many are people in recovery) to
bake popovers and make jam and coffee. The food is free to everyone‐‐but they ask
for donations and make a lot of money from tourists. They also serve soup/meals twice
a week in the summer. Local singers perform in the mornings during public hours.
11:10:17 From jlevy : There is also the ability to lock the more private entrance when staffing is
not available or to unlock during the arrival of an ambulance or police.
11:11:59 From Rick : I'm glad that "downtown location" could be counteracted by a
combination of other factors ‐‐ making it too necessary would be a millstone. Sorry, I
need to leave......
11:13:10 From Rick : Wish I hadn't heard that about multipliers..... makes the 10s even more
powerful
11:14:14 From jlevy : I think a 10 may be too much weight given to any single variable... I would
go more from 1‐5 for weight.
11:15:55 From Heidi Nortonsmith : can non‐speakers mute, please? too much noise distraction
11:16:07 From jlevy : Bus line access is essential
11:16:39 From Dennis Bidwell : Availability is a threshold issue ‐‐ doesn't matter whether it's
weighted at 5 or 10, it's a no‐go without availability. Maybe it doesn't belong in the
weighting at all.
11:18:44 From Heather Warner : Is there a category for "ability to expand"?
11:19:15 From Cherry Sullivan : I have to sign off the call. I have a few specific criteria points of
discussion that I will email because I don’t want to open up a can of worms and then
leave the room.
11:27:53 From Jeffrey Harness : next Friday there is a regional housing zoom event at 10am
11:28:44 From Jeffrey Harness : I belive 90 minutes
11:28:50 From Jeffrey Harness : Pam will know
11:29:28 From Jeffrey Harness : its 1 hour