Photo by Heather Brandon

All roads lead home

THE PIONEER VALLEYS 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

table of contents

Executive Summary

The Principles that Guide this Plan

Homelessness in the Pioneer Valley

Concentrated Poverty in our Region

Changing the Response

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

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 citiesEasthampton,
Greenfield, Springfield and West Springfieldas 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 commitment 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.

The Pioneer Valley

The principles that guide this plan:

Our communitys 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
peoples 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, costeffective, 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 plans 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 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.
2

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.

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.

All of these people throughout our region are

at risk of homelessness.

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
factorssuch as housing costs that have outpaced income growth
and the loss of manufacturing jobsand 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

Photo by Heather Brandon

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 doubledup, or are otherwise precariously housed; these households are considered at risk.

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 visibilityand accompanying lack
of awarenessnon-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

What Causes Homelessness?

Homelessness Knows No Boundaries

Staff notes from interviews

of people entering shelter

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.

Was abused by father, in state custody to age 18,

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.

He got laid off and two deaths in family. Wife

wanted a divorce. His drinking and drugs got out of
control.

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, Turners 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 moveeither 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 I91 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.

can't stay with parents.

"Family kicked him out for being homosexual.

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 drivers license due to unpaid fines. Couldnt
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.
5

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]

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).

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
Category

Economic
homelessness

Chronic
homelessness

Type

Definition

Crisis

One relatively shortterm, spell of

homelessness

Short- or
long-term
economic

Unable to afford
market housing

Episodic

Multiple episodes of
homelessness

Long-term

Homeless for a year or

longer

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.

Characteristics
Individuals and families with
job loss or primarily economic
crises.
Families with limited skills &
education; may remain in
shelter for long periods
Individuals & families with
multiple needs; often with
substance abuse problems.
Usually older individuals with
multiple disabilities

Number

Strategies

75% of homeless individuals

and 75% of homeless families

Prevention; Rapid Rehouse

20% of homeless families

Rapid rehouse; Short- or

long-term housing subsidy,
plus tools to increase income

9-16% of homeless individuals,

5-8% of homeless families

Housing First; Supportive

housing; Discharge planning

4-10% of homeless individuals.

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% markif they are able
to get full-time hoursare 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.

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.

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.

Bureau of Labor Statistics, May 2006 Metropolitan and Nonmetropolitan Area Occupational Employment and Wage Estimates, Springfield Metropolitan Area

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

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.

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 reasonsthey 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
childs 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.

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.

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/highneed 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.

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)

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.

10

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 servicesHousing Firstis an extremely effective
tool for stabilizing individuals and families that experience chronic
homelessness. While this strategy may appear costlyabout
$16,000 per year for a chronically homeless individualthe 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.
11

A HOUSING-FOCUSED RESPONSE TO HOMELESSNESS

Outreach

State agencies

Courts

Schools

Landlord mediation

CAP agencies

Health Centers

Housing Court
intervention

Funds to prevent
eviction and
stabilize tenancy

Early Warning

Rental Housing

Housing
authorities

Management
companies

Utility
companies

Housing Access &

Stabilization

Prevention and
Diversion

Services to address
behavioral health
issues
Homeownership

Foreclosure
prevention

Preferred response

If housing cannot
be saved

Shelter &
Assessment

Trauma-informed
services

Links to community
resources

Reduce barriers

Rapid rehouse

Rental Housing

Education & skill

building

Budgeting

Asset building

Child care

Transportation

Affordable market
housing

Housing subsidies;
public and
subsidized housing

Supportive services
Homeownership
Homeownership

Affordable housing development & preservation

Adapted from the
model developed
by Judy Perlman,
Homes for Families

New supportive housing models

Affordable housing throughout region
First-time homebuyer programs

12

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.

13

1. Build Community Support For

Ending Homelessness
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 plans
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.

"The business mindset to solutions is vital to get

the job done.
--Philip Mangano, Director, US Interagency Council
on Homelessness

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.

14

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

Provide ongoing
leadership to
implement the plan

Educate community
about regional plan
to end homelessness

Action Steps

Partners

Time Frame

Projected
Cost

Funding
Source(s)

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

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

15

Strategy

Engage community in
supporting effort to
end homelessness

Use data collection

and analysis to
improve effort to end
homelessness in the
Pioneer Valley

Recalibrate plan
regularly to ensure
that goals are
relevant and being
met

Action Steps

Partners

Time Frame

Projected
Cost

Funding
Source(s)

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

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

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

16

2. Coordinate And Fund

Prevention And Rapid Rehouse
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 households 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 states 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 tenancythe
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.

17

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

Coordinate
prevention and
diversion efforts
through a Regional
Coordinating
Network

Increase and improve

prevention, diversion
and rapid rehouse
efforts

Action Steps

Partners

Time Frame

Projected
Cost

Funding
Source(s)

Bring together stakeholders to form a Regional

Coordinating Network (RCN), choose lead agency to
apply for pilot funds from DTA; designate PVCEH as
RCNs 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

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 12, then

ongoing

Initial goal:
$200,000 per
year

Fundraising;
CPA, FEMA,
HOME, CDBG,
ESG, DTA, DSS

PVCEH

Begin years 12, then

ongoing

Unknown

DHCD; DTA,
DSS, housing
authorities,
governments,
landlords

Ongoing

$150,000
annually

DMH, DTA,
DHCD, local
governments,
foundations

Identify and seek commitments for housing resources

to use for homelessness prevention and rapid rehouse

Expand Tenancy Preservation Project

MHA, DMH

18

Strategy

Leverage prevention
resources through
coordination with
other programs

Make prevention and

rapid rehouse
information readily
available

Increase access of
homeless and at-risk
households to
affordable housing
opportunities

Action Steps

Partners

Time Frame

Projected
Cost

Funding
Source(s)

Screen recipients for eligibility for all incomeassistance 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

educationfor 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

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

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
19

3. Create Supportive Housing

For Vulnerable Populations
Housing First/Supportive Housing

Who Is Vulnerable to Homelessness?

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.

There are certain populations that are at high risk for homelessness,
and that are more prone to chronic homelessness.

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.

Number of Vulnerable Individuals

All 2006 Pioneer Valley Homeless
1536
1181
874
663

796

283
47

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.
Photo by Mike Cass

20

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.

Discharged Into Homelessness

Adults, Springfield Point-in-Time, January 30, 2008
Corrections
DV Shelter
Inpatient
Psychiatric

Unknown

Foster Care
None
Detox/ SA
Treatment
Transitional
Housing

Housing Models
Photo by Mike Cass

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.

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 regions need for supportive
housing units.

21

Strategies to create supportive housing for vulnerable populations

Indicator:

Reduce the number of chronically homeless individuals and families

Strategy

Action Steps

Partners

Develop 130 permanent supportive housing

opportunities throughout the region for long-term
homeless individuals

Provide Housing First

opportunities for 260
chronically homeless
individuals and 50
chronically homeless
families, throughout
the Pioneer Valley,
outside of Springfield

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

PVCEH, CoCs,
nonprofits, for-profit
developers, financial
institutions, state and
local government

Develop 50 permanent supportive housing

opportunities throughout the region for families with
mental illness or chemical dependency
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

Advocate for Sheriffs 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

Develop 4 new Safe Havens projects, located in

different communities in our region

DMH, MHA, PATH,

nonprofits, housing
authorities

Time Frame

Projected Cost

Funding
Source(s)

Years 1-10;
average 13 per
year

Years 1-10;
average 5 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

Years 1-3

No new cost

HUD, DHCD

Unknown

DOC, DSS, DYS,

DMH, DMR,
DPH, VA,
independent
living
programs

Years 1-10;
average 13 per
year

Years 1-5

Years 1-8

$5-700,000
capital cost,
$250,000/yr.
operating

HUD, DMH,
DHCD,
MassHousing

22

Strategy

Target available
resources to services
in supportive housing

Create specialized
housing options for
very hard to house
populations

Action Steps

Partners

Time Frame

Projected Cost

Funding
Source(s)

Years 1-10

Changed
funding
priority

HUD

DMH

Maximize available McKinney dollars by targeting

them to housing activities and matching with other
sources for supportive services

CoCs

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

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

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.

23

4. Increase Affordable Housing

for Extremely Low Income
Households
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.

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.

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 subregional numeric production goals.

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.

24

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

Plan to meet the

regions need for
housing affordable to
those with 30% or
less of area median
income

Build support for a

variety of housing
options throughout
the region

Action Steps

Partners

Time Frame

Projected
Cost

Funding
Source(s)

Produce a regional housing market assessment and

strategy, with a plan to increase the regions 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 addl cost

N/A

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

$20,000

AIA, APA,
foundations,
corporate
donations

Year 4

25

Support housing
mobility

Preserve existing
housing resources

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

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

26

5. Increase Education,
Employment & Assets
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
communitys 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 5year-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.

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.

The regions 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 firsttime homebuyer programs to assist households to become
homeowners. We will also work to build financial literacy among at
risk households.

27

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

Ensure that at-risk

and homeless
households are able
to access basic
educational
opportunity

Increase skill training

among homeless and
at-risk households

Increase level of
employment among
homeless and at-risk
households, assisting
at least 100 homeless
and at-risk persons
obtain employment
each year

Action Steps

Partners

Time Frame

Projected
Cost

Funding
Source(s)

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

Target training opportunities to homeless and at-risk

households

Community colleges,
REBs

Ongoing

No additional
cost

N/A

Improve links between mainstream employment

services through education, outreach & training

PVCEH, CoC, REB, OneStops, 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

28

Strategy

Create employment
options for homeless
and at-risk persons

Address barriers that

hinder homeless and
at-risk persons from
accessing
employment

Assist low-income
households to
increase assets

Action Steps

Partners

Time Frame

Projected
Cost

Funding
Source(s)

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-StopCareer 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

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

Use Individual Development Accounts, the Family SelfSufficiency 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 firsttime homebuyer programs

Housing authorities,
nonprofits, CDCs

Ongoing

Unknown

DHCD, local
governments

Increase access to bank services for homeless and atrisk households

Financial institutions,
nonprofits

Ongoing

Unknown

Financial
institutions

29

6. Make Supportive Services

Available & Accessible
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. Interagency interaction is enhanced through regular sub-regional
meetings of groups serving the same populationfor 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.

30

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

Coordinate provision
& referral of services

Partners

Time Frame

Projected
Cost

Funding
Source(s)

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

Action Steps

31

Strategy

Increase access to
behavioral health
services

Improve outreach
and engagement for
chronically homeless,
in an effort to
identify and move
them toward
supportive housing

Improve services for

homeless and at-risk
youth

Action Steps

Partners

Time Frame

Projected
Cost

Funding
Source(s)

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 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

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

32

Strategy

Improve services for

veterans

Improve access to
health care, dental
care, and social
services for homeless
and at-risk
households

Increase access to
income from public
benefits

Action Steps

Partners

Time Frame

Projected
Cost

Funding
Source(s)

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

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

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

33

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, Turners 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

34

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, Jessies 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

35

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 Campaeros
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 Sheriffs Department
Rick Wilhite, ServiceNet
Amy Winters, ServiceNet

36

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-toshelter, town-by-town, county-by-county).

January 2007 Point-in-Time Count, Combined for Pioneer Valley Region

Unsheltered and in shelter

Individuals
Families (HHs//people)

3 County
163
131//493

Springfield
259
62//183

Total
422
193//676

January 2007 Point-in-Time Count, Combined for Pioneer Valley Region

Unsheltered, in shelter, and in transitional housing

Individuals
Substance Abuse
Mental Health
HIV/AIDS
Domestic Violence
Young Adults 18-24
Veterans
Families (HHs//people)
Substance Abuse (HHs)
Mental Health (HHs)
Domestic Violence (HHs)

3 County
417
363
250
2
88
46
188
156//547
17
9
51

Springfield
405
191
78
12
18
20
42
116//324
8
0
56

Total
822
554
328
14
106
66
230
272//871
25
9
107

Percent
67%
40%
2%
13%
8%
28%
9%
3%
39%

37

2006 Annual Count, Individuals, Combined Pioneer Valley Region

3 County

Springfield*

Total

1366

1430**

2796

Adjusted Total, -15.5%

(to account for doublecounting)
2435

Women

222

315

537

454

19%

Men

1144

1115

2259

1981

81%

213

386

995

506

21%

1419

1199

49%

712

600

25%

37

143

180

152

6%

135

200

335

283

12%

556

143

699

663

28%

888

930

1818

1536

65%

683

715

1398

1181

50%

27

29

56

47

2%

Domestic Violence

505

529

1034

874

37%

410

386

796

673

28%

Total Individuals

Percentage

Gender

Race & Ethnicity

African American or Black
Non-Hispanic White
Hispanic

918
183

Other

501
529

Subpopulations
Young Adults 18-24 yrs
1

Veterans

Substance Abuse
Mental Health

HIV/AIDS

Chronic Homeless
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).

38

Families, 2006 Annual, Combined Pioneer Valley Region

3 County

Springfield*

Total

Adjusted Total, -5%

(accounts for doublecounting)

Number of families

394

261

655

622

Number of people

1174

809

1983

1884

Women

360

238

598

568

91%

Men

34

23

57

54

9%

African American or Black

66

44

110

104

17%

American Indian, Alaska Native

1%

Asian

1%

Hispanic

149

99

248

236

38%

Multiracial

13

21

20

20%

Non-Hispanic White

161

107

268

255

40%

134

89

223

212

34%

201

133

334

317

51%

Families (HHs/people)

Percentage

Gender (HHs)

Race & Ethnicity (HHs)

Subpopulation (HHs)
Young Adult (< 25 yrs)
2

Domestic Violence
1

HH= Head of Household

The 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.
2

39

Regional Cost of Transporting Homeless Children, 2006-2007 School Year

Franklin County/North Quabbin
Hampshire County
School
# Youth
Cost
School
# Youth
Athol/Royalston
33
$23,947 Amherst
13
4
$9,388 Amherst11
Frontier
Pelham
8
$11,000
Gateway
Easthampton
Gill-Montague
Greenfield
New Salem/
Wendell
Pathfinder Voc
Quabbin

5
12
1

$2,356 Granby
$25,156 Hampshire
$3,300
Hatfield

3
2
2

1
6

$172 Northampton
$8,223 NorthamptonSmith
$7,487 Pioneer Valley
South Hadley
Ware
$91,029 TOTAL
Average
$1,124 Cost/Youth
(114)*

37
13

Ralph Mahar

11

TOTAL

81

Average
Cost/Youth

3-Counties

1
26
18
126

3101

Cost
School
$ 7,500 Chicopee
$17,262 East
Longmeadow
Hampden**
Wilbraham
$656 Holyoke
$6,594 Monson
$1,160
Palmer
$18,235 Springfield
0 West
Springfield
$4,322 Westfield
$27,956
$14,151
$97,836 TOTAL
Average
$858
Cost/Youth
(1738)**
Average
$1,104,327 Cost/Youth
(1933)

Hampden County
# Youth
95
2
4

Cost
$85,000
$2,205
$1,200

1156
7
9

$353,736***
$1,591
$27,242

1400
178

$270,000
$10,683

43

$48,805

2894

$885,462
$306

$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.

40

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 homelessness 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 substance 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

Current living situation

Greenfield emergency shelter or transitional housing
Holyoke emergency shelter or transitional housing
Springfield emergency shelter or transitional housing
Westfield emergency shelter or transitional housing

8%
8%
-84%

4%
77%
19%
--

Living situation prior to entering shelter

Own apartment, house
With family, friends
Hospital, treatment setting, jail
Other (e.g., motel room, shelter, camping)

38%
38%
10%
14%

40%
47%
1%
12%

Circumstances related to loss of housing

Couldnt afford rent or mortgage
Health, disability, mental health, substance use
Unemployment
Domestic violence
Illegally doubled up (in public housing)
Health or safety code violations/ building condemned
Other

25%
35%
33%
2%
2%
2%
1%

39%
13%
5%
15%
14%
13%
1%

Housing and homelessness

41

Individuals

Families

Previous episode(s) of homelessness

None
One
Two to three
Four or more

56%
18%
21%
5%

76%
8%
12%
4%

Biggest challenge related to homelessness*

Finding a job
Living in a shelter
Obtaining services
Finding transportation

42%
45%
34%
--

72%
55%
-54%

Preferred living situation*

My own apartment
My own apartment with occasional supportive services
In a city
In a small town

73%
40%
-30%

92%
49%
35%
--

Biggest obstacle related to preferred living situation*

Insufficient income
Lack of employment and/or education
Waiting lists
Housing policies (related to credit, rental history, CORI)
Transportation
Health, disability, mental health, substance use

28%
19%
---19%

49%
17%
8%
8%
---

Community ties (Born or raised/ Children raised)

Eastern or Central MA
Western MA
Out of state CT, NY
Out of state - Puerto Rico
Out of state - Other

7%
60%
22%
3%
10%

27%
54%
2%
12%
5%

55%

47%

Housing and homelessness, continued

Family is nearby

42

Individuals

Families

Services or situation that would have prevented homelessness*

Employment
Financial assistance, food stamps
Counseling or treatment, medical care
Support from family, friends

46%
23%
57%
--

53%
72%
-43%

If previously homeless, factors that helped change the situation*

Work, income or savings
Services available through shelter
Affordable housing
Housing subsidy
Counseling or treatment, medical care

44%
--6%
25%

33%
22%
17%
17%
--

Services that are currently being received

Food stamps
Financial assistance (AFDC / TANF)
Social security income
Veterans benefits
Medical care
Dental care
Mental health counseling
Alcohol or drug use counseling
Child care
Faith-based support
Support from family, friends
Job training

46%
3%
38%
5%
51%
16%
30%
30%
-16%
30%
5%

96%
82%
22%
-56%
26%
35%
10%
23%
15%
15%
17%

Most important services of those being received*

Financial assistance, food stamps
Counseling or treatment, medical care
Job training
Support from family, friends

32%
53%
9%
--

57%
19%
-6%

Most important services needed to maintain housing*

Financial assistance, food stamps
Counseling or treatment, medical care
Employment opportunity
Childcare

59%
65%
41%
--

100%
-45%
29%

Resources, services, support

*Items consist of ranked choices or open-ended question; top 3 responses reported; percentage can exceed 100%.

43

Before becoming homeless, I/ my family was staying

Own house, apartment

With family, friends
Hospital, rehab, treatment
Other (motel, camping, etc.)
0%

10%

Families

20%

30%

40%

50%

30%

40%

50%

Individuals

My/ our housing was lost due to

Health, safety
Illegally doubled up
Domestic violence
Disability, MH, substance use
Couldn't afford rent
Unemployment
0%
Families

10%

20%

Individuals

44

Appendix D: Shelter and housing resources in region

Hampden County
Emergency Shelter: Individuals
Safe Havens/MHA, Springfield
Safety Zone/CHD, Springfield
Samaritan Inn, Westfield
Taylor Street/Springfield Rescue Mission, Springfield
Worthington Street Shelter/Friends of the Homeless, Springfield

6 beds, mentally ill, referral required

2 beds, youth
37 beds
36 men
103 men, 30 women; 30 seasonal

Emergency Shelter: Families

Broderick House/Providence Ministries, Holyoke
Family Place Shelter, NEFWC, Holyoke
Jefferson Avenue Shelter /Open Pantry, Springfield
Main Street Shelter, VOC, Holyoke
New Horizon Shelter/MLKCC, Springfield
Our Place, New England Farmworkers, Holyoke
Prospect House/HAP, Springfield
Scattered site, New England Farmworkers, Holyoke & Springfield
Womenshelter Campaeros, Holyoke
YWCA, Springfield

15 families, DTA referral required

61 families, DTA referral required
9 families, DTA referral required
11 families, DTA referral required
4 families, DTA referral required
25 families, DTA referral required
9 families, DTA referral required
46 families, DTA referral required
5 women & their children, domestic violence
48 women & their children, domestic violence

Transitional Housing
Annies House/MCDI, Springfield
Arbor House/Cooley Dickinson Hospital, Holyoke
Bliss Street, Springfield Rescue Mission, Springfield
Families First/MCDI, Springfield
GARP/Gandara, Springfield
Jorge O. Barreto Transitional Home, Springfield
The Kendall Sober House, Springfield
Loreto House/Providence Ministries, Holyoke
Majestic House/MCDI, Springfield
My Sisters House/Baystate, Springfield
New Horizons/MLKCC, Springfield
Opportunity House/Baystate, Springfield
Rutledge House/Open Pantry, Springfield
Safe Step/HAP, Holyoke
SafeStep/HAP, Springfield

16 women
25 individuals, sober
40 men, sober
12 families, referral required
10 men & women, substance abuse, referral required
10 veterans
20 men and women, referral required
20 men
8 men, sober
20 women, substance abuse
15 families
38 men, substance abuse
6 women, sober, referral required
12 families
15 families
45

Samaritan Inn Transitional Housing, Westfield

Springfield Housing Authority, Springfield
Teen Living Program/Open Pantry, Springfield

10 individuals
15 families, DTA referral required
6 teen mothers & their children, DSS referral required

Permanent Housing
Leahy House/MHA, Westfield
The Meadows Apts./Domus, Inc., Westfield
Next Step/HRU, Westfield
Next Step/HRU, Springfield
Rainville Apts./Home City Housing, Springfield
Reed House/Domus, Inc., Westfield
REACH/CSPECH Program/MHA, Springfield
Recovery Home/NES, Springfield
River Valley Counseling Center, Springfield
River Valley Counseling Center, Holyoke
Project-Based Subsidies for Chronically Homeless/SHA, Springfield
Shelter + Care/MHA, Springfield
Tranquility House/Open Pantry, Springfield
Worthington House/Friends of the Homeless, Springfield

6 individuals
8 individuals
10 individuals
12 individuals
52 SROs
9 individuals
24 subsidies, chronically homeless individuals
18 men & women
17 families, 24 individuals, HIV/AIDS, referral required
6 men, HIV/AIDS, referral required
20 individuals, 8 families
38 subsidies + supportive services, referral required
6 women, sober
78 SROs and enhanced SROs

Hampshire County
Emergency Shelter: Individuals
Grove Street Inn/ServiceNet, Northampton
Friends of the Homeless/ServiceNet, Northampton
Northampton Fiends of the Homeless, Easthampton satellite
UVA Homeless Shelter/Soldier On, Northampton

20 beds
21 beds, seasonal
6 beds, seasonal
30 beds, veterans

Emergency Shelter: Families

Jessies House/CHD, Amherst & South Hadley
Safe Passage, Northampton

18 families, DTA referral required

5 families, domestic violence

Transitional Housing
Beacon Recovery Programs, Greenfield
Dwight Clinton/Her, Inc. Holyoke
Grace House/CHD, Northampton
Hairston House/Cooley Dickinson Hospital, Northampton
Soldier On Transitional Housing, Northampton
Wright House/SMOC, Easthampton

13 men, 13 women, sober

20 families
9 families
14 individuals, sober
125 veterans, sober
16 individuals
46

Permanent Housing
Florence Inn/ServiceNet, Northampton
Go West SRO/Valley CDC, Northampton
Hawley St, ServiceNet, Northampton
Paradise Pond/HAP, Northampton
Shelter + Care North, MHA, Greenfield & surrounding
Valley Inn/ServiceNet, Northampton
Vets Village/Soldier On, Northampton
Vikings Landing/SMOC, Easthampton

14 individuals
7 individuals
5 individuals
4 families
22 individuals
14 individuals
13 individuals
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
Greenfield Family Inn/ServiceNet, Greenfield

6 families, DTA referral required

6 families, DTA referral required

Transitional Housing
Community Action/YMCA, Greenfield
Dial/Self, Greenfield
Ferron House, ServiceNet, Greenfield & Turners Falls
Hawley St, ServiceNet, Northampton
School Street/ServiceNet, Greenfield
Silver Street Inn/ServiceNet, Greenfield

6 young men
4 youth
13 individuals
5 individuals
5 individuals
10 individuals

Permanent Housing
Permanent Supportive Housing/ServiceNet,
Moltenbrey SRO/Franklin County Regional Housing Authority

9 individuals
25 individuals

47