Getting Home

BERKSHIRE COUNTY’S
PLAN TO END HOMELESSNESS
This plan has been supported by the Office of Senator Benjamin Downing,
The Berkshire District Attorney’s office, and a planning grant from One Family, Inc.
July 2008
 A MESSAGE FROM OUR CO-CHAIRS

The Berkshire County Leadership Council convened in February, 2007 to initiate the develop-
ment the Ten Year Plan to End Homelessness and Housing Instability in Berkshire County.
This is a bold and practical plan that calls for results-oriented solutions designed to cut through
systemic barriers and produce measurable results that will demonstrate an impact on the commu-
nity. It is the culmination a series of public consultations, input from local government, community
leaders, local businesses and countless hours of research that draws on the knowledge and experi-
ence of dozens of local front-line service providers, homeless and formerly homeless people, com-
munity assessments and regional and nation-wide case studies.

This plan is based on the premise that homeless and chronic housing instability exacts too high a
cost from individuals, families, and our community systems. It seeks to develop a cost-effective,
sustainable, county-wide system to rapidly re-house all who are currently homeless and prevent
homelessness for those who are at-risk. It rewards personal accountability and initiative and helps
people move to self-sufficiency and independence. It ensures that people will receive the resources
and support when they need it and at a level that matches need.

It calls for a wide range of actions including some measures that can be taken immediately. It re-
quires local service providers to examine and redesign current prevention, shelter and stabilization
services. It asks local and regional providers and state agencies to collaborate and combine re-
sources at unprecedented levels. It calls for policy changes by all levels of government and long-
term investments in housing and employment that will take several years to deliver full results.

It is a community call to action that will require leadership, good faith effort and hard work at all
levels of government; the private sector - business, banking, landlords, employers and educators;
the non-profit and faith communities, and the public working together to end homelessness and
chronic housing instability.

Our thanks to the One Family Foundation for an initial planning grant, to our Council members who
gave freely of their time, and the staff of key organizations (DA’s office, Soldier On, BCAC, and
BCRHA), work group volunteers, Continuum of Care members for their feedback, staff and volun-
teers who work tirelessly to meet the needs of our local homeless and at risk neighbors.

This is the first step towards ending homelessness and housing instability in Berkshire County. We
hope you will join us in this very important effort.

Senator Benjamin B. Downing and Daniel Dillon, Co-Chairs Berkshire County Leadership Council
 INTRODUCTION
This Plan is part of a national and statewide initiative to end homelessness and housing instability. It asks communities
to create 10-Year Plans that identify the unique conditions that contribute to housing instability, and to establish measurable
goals and objectives using best practices to address the increasing problem of homelessness and housing instability. It recog-
nizes that homelessness/housing instability is a costly public health problem and must be tackled with the same single-
minded focus as we have with smoking cessation or domestic violence.

Inspired by the successful efforts in other cities and regions, Berkshire County is rising to the challenge of eliminating
homelessness and persistent housing instability. After a year of research and public consultation, the Berkshire County Lead-
ership Council developed a template for change. This Plan has been developed in the context of the Commonwealth of Massa-
chusetts’ Commission to End Homelessness (12/07), and in concert with the Pioneer Valley and City of Springfield Plans to
End Homelessness. It recognizes the interconnected economic, political and service sectors in Western Massachusetts and
paves the way for a coordinated approach to secure funding, establish common systems and strategies, and to study the im-
pact in both urban and rural areas.

This Plan has both short and long-term goals. It focuses immediate attention on chronic homelessness and housing in-
stability. The guiding philosophy is “housing first” that puts the highest priority on preventing homelessness or moving home-
less people into permanent housing with the support necessary to sustain housing. Key elements of this plan include: an Im-
plementation coordinator to ensure on-going education and community engagement, coordinated assessment, resource cen-
ters in each county sector that co-locates and coordinates clinical and case management, and a common data collection sys-
tem across agencies to bring a consistent, coordinated and measurable homeless serving system throughout the Western MA
region. Over time, we will retool our shelter system, so that it is available for brief stay, resources will be re-allocated to pro-
vide sufficient affordable housing and supports so that individuals and families can sustain housing.

This Plan calls for the development of 15 “housing first” for the chronically homeless in the first years and 85 units of
permanent supported and affordable units in the next five years. Reaching these targets will require significant initial financial
investment and creative partnering, but because they are designed to end homelessness they will also eliminate many of the
costs currently associated with it. This requires the active participation of all three levels of government, the private sector,
non-profit organizations and institutions like hospitals and corrections - to partner in concrete, innovative and more account-
able ways.

The following plan contains a detailed outline that includes cost estimates, policy and program recommendations and a
timeline that sets out major actions and milestones to be achieved. Berkshire County is at a turning point, we have a moral
obligation to eliminate homelessness and housing instability--this 10-Year plan provides a road map to achieve this goal.

Page 2 GETTING HOME

EXECUTIVE SUMMARY
In early January, 2007, a core group of community leaders, convened by Senator Benjamin Downing and Daniel Dil-
lon and representing local government, housing and community institutions, education, non-profit sector, business, re-
gional coalitions formed a Leadership Council to develop and launch a Berkshire County 10 Year Plan to End Homelessness
and Housing Instability. It ultimately drew on the knowledge and expertise of more than 100 people throughout the county.
Much of the work was done by five workgroups that included: Housing, Prevention and Stabilization, Chronic Homelessness,
Mainstream Services and Data and Research. In the Spring of 2008, a draft of the guiding principles and core goals and
strategies were presented to groups convened in North, Central and South County, for discussion and feedback, including
the Berkshire County HUD Homeless Continuum of Care.

This Plan reflects the collective commitment to end homelessness and housing instability in our region. It sets forth
six core goals, employs 20 strategies and lays out more than 60 concrete action steps. Implementation of the plan will be
achieved through an Implementation Team comprised of a cross-section of community stakeholders, affiliating with neutral
umbrella organization with a countywide reach, and hiring an Implementation Coordinator. An annual review and evalua-
tion of results will ensure focus and accountability. Specific benchmarks have been established for:

Community Engagement: The creation of a community education and outreach plan that engages and sustains the crea-
tive participation of each community and sector, new collaborations and traditional and non-traditional funding sources.

Prevention/Engagement/Supports: The creation of county-wide coordination, uniform screening and assessment and
new funding for prevention and rapid re-housing, and establish resources to landlords who serve hard-to-house families
and individuals. Resource Centers will co-locate cross-agency prevention resources, house a 24/7 outreach team and co-
ordinate prevention clinical and case management services.

Affordable and Workforce Housing: The creation of 100 new, permanent supported and affordable housing units within
the next 5 years; working with cities and towns to create incentives for employers to develop workforce housing, and to
track and measure progress to bring substandard units up to safe housing.
Our vision: To implement a comprehensive 10 Year Plan that prevents and ends homelessness, and
Employment/Education: Collaboration
chronic housing instability with theself
and promotes Berkshire Compact
sufficiency and workforce
for Berkshire Countydevelopment professionals
residents within to increase
the next dec-
employment
ade. and education among homeless and at-risk households, establish “employment first” programs, address barri-
ers that hinder employment/education, and emphasize asset development.
Our mission: To engage the participation of all sectors of our community to reorient our system from one
Measurement/Evaluation: The creation of a system and staff capacity that supports accountability for results, including
that reacts and manages homelessness to one that ends cyclical homelessness.
baseline measurement, common tools, data collection and evaluation strategies, and a centralized database.

Berkshire County’s Plan to End Homelessness Page 3

GUIDING PRINCIPLES

Ending homelessness is a collective responsibility. Common concern and respect for our neighbors draws us
together to share the responsibility of ending homelessness in Berkshire County.

Community education broadens our ability to create local, regional, state and federal policy and funding changes.

Every community in our region needs to contribute and be part of the solution for us to end homelessness.

Our economy and culture is enriched by the diversity of people who live in Berkshire County. We must support
people’s need to have affordable, safe housing close to services, in the community their choice.

Prevention is key to a successful strategy; it is humane, cost-effective and critical to ending homelessness.

Solutions to homelessness must be housing-focused and a first objective among homeless/housing unstable
systems.

All people experiencing homelessness are ready for permanent housing. Varied, flexible and easy access to
supports, help people retain housing.

Resources should be allocated based on an accurate assessment of need; intensity of support services should
correlate with level of need.

Long-term protection against the risk of homelessness is achieved by education and employment strategies that
increase the income and assets of our low-income neighbors and promotes personal ownership and accountability.

Resources should be concentrated on programs that offer measurable results.

The economic cost of homelessness must be reduced. We will prioritize the most chronically homeless/housing
unstable population.

Successful implementation of a 10-Year Plan depends on diverse and sustainable funding and investment in an
implementation coordinator who will facilitate implementation of the action steps and on-going activity of the initia-
tive under the guidance of the Leadership Team.

Page 4 GETTING HOME

 Berkshire County is the western-most county in Massachusetts. Its natural
environment and “small town feeling” makes it a highly desirable place to own for
primary and recreational homes. A strong sense of community distinguishes the
Berkshires from other regions. It is tied together by geography, economics, poli-
tics and culture and possesses an outstanding quality of life that makes it an
attractive and desirable place for business, industry, research, educational institu-
tions, resorts, recreation and cultural attractions.

Primarily a rural community, Berkshire’s two cities and the surrounding towns
function very separately. Its 32 cities and towns are a mix of small urban, agrar-
ian and post-industrial communities that are sub-divided into three distinct sub-
regions (North, Central and South County). Distances between communities pre-
sent problems with transportation, communication, housing affordability and ac-
cess to jobs that present challenges for the entire community. With the elimina-
tion of County government in Massachusetts, there is no over-arching jurisdiction
to coordinate adequate interlinking infrastructures, such as public transportation.

High-wage manufacturing jobs, traditionally the region’s economic backbone,

have drastically declined replaced by generally lower paying and uncertain service
jobs. Its two cities - North Adams and Pittsfield have been most impacted by the
shift from a manufacturing to service industry. Wages have not kept pace with
rising housing costs. An aging housing stock further reduces the availability of
safe affordable housing. Increasingly, service jobs are located in areas without
affordable housing, making access to jobs expensive and time consuming for low-
income people. Without affordable housing and jobs that pay a living wage, many
of the individuals and families who are needed as workers in a service industry
cannot afford to live in Berkshire County.

This plan recognizes that among our neighbors are people who face many eco-
nomic and personal challenges. Homelessness and chronic housing instability
impact both the public and economic health of a community, requiring a commu-
nity-wide response. Left unattended, homelessness can create barriers for eco-
nomic development and quality of life. Our community is strengthened when we
see, identify and address these disparities of need. This plan creates a unifying
vision and implementation plan for the entire region to improve housing, and
economic stability and coordinate resources and support to our neighbors in need.

Berkshire County’s Plan to End Homelessness Page 5

HOMELESSNESS IN BERKSHIRE COUNTY

Homelessness is an unfortunate human dilemma that challenges societies and local communities across the world. It
is a complex and dynamic problem that affects multiple segments of the community by jeopardizing economic develop-
ment, risking the public health and contributing to the cycle of poverty.

Homelessness is a surprisingly frequent occurrence for people living in poverty. National data shows that one in ten ex-
perience homelessness each year. Some have a brief stay in a shelter, while many more temporarily share housing
with a friend or family member. Most of these people slip into homelessness and get back on their feet relatively
quickly. Most people have a single episode of homeless that is triggered by economic hardship or crisis. Massachusetts
has 5000 families, including approximately 10,000 children and 24,000 individuals who are homeless each year. (Report
of the Massachusetts Commission to End Homelessness, 12/07).

Homelessness in rural communities, like Berk-

shire County, is less visible than in urban areas.
This invisibility makes it difficult for the commu-
nity at large to understand the extent of home-
lessness in our region. Few of 32 communities
in Berkshire County have housing or support
services for people who lose their homes and are
economical disadvantaged. People must migrate
to where there are services and supports. Many
of us who are not poor move to other places for
education, jobs, or new opportunities. Similarly,
people in poverty, often relocate in order to ac-
cess the necessary resources and services to ul-
timately obtain housing or to find affordable
housing.
Historically homelessness has been defined as
family units and as individuals who:
• lack a fixed, regular, or adequate night-time resi-
dence and
• reside in emergency, or transitional shelter, or
• reside in places not meant for human habitation
(e.g. cars, abandoned buildings, the street, tents
or in the woods.)
People residing in an institution (hospital, jail, or re-
covery program) who are homeless at entry or upon
release are also considered homeless.

Page 6 GETTING HOME

THE CAUSES OF HOMELESSNESS
There is no one cause of home-
lessness. Rather homelessness is
the culmination of risk factors
and triggering events against a
backdrop of systemic and
environmental conditions.
Individual risk factors include:
• Poverty
• Physical, mental illness or addiction.
• Trauma and abuse in childhood
• Time in foster care
• Lack of education
• Family conflict or domestic violence
• Lack of supportive relationships
• Little or no work history
Berkshire County’s Plan to End Homelessness
No single or combination of
factors guarantees a period of
homelessness. However, the
number of risk factors in-
creases the likelihood that a
triggering event can result in
the loss of housing.
Triggering events include:
• Financial crisis, brought on by the loss of a job,
rent increase, fuel or medical costs
• Loss of transportation
• Health crisis
• Family crisis (separation, divorce)
• Landlord/housemate conflict
• Untreated addiction and mental illness
• Crime, either as a victim or a perpetrator
Page 7
As with risk factors, many
individuals or families can
weather one triggering event,
but when combined, it creates a
tipping point. Once people lose
their housing they can quickly
become caught in a system of
multiple, cumulative barriers
that make it difficult to regain
housing and stability. Individual
vulnerabilities, often in
combination:
• domestic violence
• mental illness
• alcohol and/or drug abuse
• low levels of education
• poor or no work history
• childhood abuse and time in foster
care
Page 8
Systemic issues in Berkshire County
include:
• a decline in the availability of low cost
housing
• a profound economic transformation
that has eliminated manufacturing jobs
and replaced them with low-wage ser-
vice-sector jobs
• the failure to develop an adequate com-
munity health system in the aftermath
of deinstitutionalization for persons with
mental health difficulties
• a national substance abuse epidemic
• persistent and intergenerational poverty
• racial inequalities
• erosion of the social safety net (welfare
reform, more limited eligibility for public
benefits, oversubscribed and under
funded supportive services)
GETTING HOME
 This Ten Year Plan focuses on Individual and Family Homeless- The State now defines those
ness, and Chronic Homelessness. A much larger number of fami- At-Risk of Homelessness as
lies in Berkshire Count fall into the category of Housing Unstable.
In 2007, Berkshire County Regional Housing Authority (BCRHA) docu- “all families or individuals
mented more than 400 cases of families and individuals for whom who lack a fixed regular
they provided Tenancy Preservation service, tenant counseling and
eviction prevention services. and adequate nighttime
In addition to these categories, this plan espouses the inclusion of
residence including those
Housing Unstable families as an integral piece to understanding and who are temporarily shar-
addressing homelessness. The Housing Unstable rarely access the ing occupancy of housing
shelter system but exhibit multiple indicators of poverty that have a
detrimental effect on the community at large. “Research conducted not intended for multiple
on families in the Massachusetts housing and shelter system docu- families or other individu-
ments that the most needy families get the fewest resources, and are
least likely to stay in shelters.” (Emerging Research on the Costs of Homeless- als. Persons residing in in-
ness, Culhane, U. of Pennsylvania, 2007)
stitutional or recovery pro-
Traditionally, resources have been targeted to people after they be- grams without housing
came homeless. This approach offered a temporary solution to home-
lessness but often did not allow for the delivery of prevention and in- available upon release are
tervention services necessary to avoid homelessness. Recently the also considered at-risk of
Commonwealth has expanded its definition of homelessness to include
those “at risk”.
homelessness.”
This new definition will allow funding to be directed towards at-risk
families and individuals as well as those experiencing homeless, pro-
viding more emphasis on prevention resources and services. The
Commonwealth has recently acknowledged that to end and prevent
homelessness we must develop early identification and inter-
vention strategies to keep our shelter numbers from growing.

This Plan calls for identifying strategies to track the number of indi-
viduals and families who are “couch surfing” or moving among friends
and relatives.

Berkshire County’s Plan to End Homelessness Page 9

 HOUSING INSTABILITY IN BERKSHIRE COUNTY
The following indicators demonstrate the magnitude of housing unstable families in Berkshire County:

Eviction rates: The Berkshire County Regional Housing Authority’s Tenancy Preservation Project mediated 191 eviction
cases in 2006. Approximately 30% of tenant households had been in court in the previous 12 months; 80% were families.

Turnover rate in schools during the school year: Pittsfield schools, located in low-income neighborhoods show a 50%
turnover rate in one year. National data shows that 1 in 4 low income students move one or more times in a year, com-
pared with a 1 in 10 rate among mid-income families.

Number of low-income youth in the schools: low-income students number 40.5% in the Pittsfield school system
(those qualifying for the school lunch program).

Need for Fuel Assistance: Berkshire Community Action Council (BCAC) documents 5,279 families in 2006 who applied
for and were determined as eligible for fuel assistance - a key service that prevents evictions.

Food Insecurity: BCAC documented 1,663 individuals and 1,651 families who regularly used the Food Pantry in Pittsfield
in 2006. Northern Berkshire is currently conducting a study on food insecurity in targeted areas. 81.7% were described as
food insecure. 31.9 % of residents with moderate or severe hunger live in households where no adults are employed full
time vs. 32% of food secure adults.

Income vs. Hunger Rates: Target Hunger in Northern Berkshire documents the median income for residents who are
food insecure without hunger at approximately $14,000. The median income for residents with moderate ore severe hun-
ger is approximately $10,800. The median income for residents who are food secure is $40,700.

High School Graduation/Drop-Out Rates: Individuals who fail to graduate from high school are more likely to have
low-paying jobs and to be incarcerated. 80% of individuals in the House of Correction do not have high school degrees.
The graduation rate in Pittsfield is 67.6%.

Family Stressors: Poverty breeds many stressors, however only 20% of families who sought housing search services
from BCHRA indicated that substance abuse was an issue in their instability.

There are many other factors that contribute to homelessness and housing instability. These include; domestic violence,
mental illness, substance abuse, childhood abuse and time in foster care, teen pregnancy, incarceration and many other
socio-economic conditions.

Page 10 GETTING HOME

 FAMILY AND INDIVIDUAL HOMELESSNESS
Homelessness fits three types:
Crisis: people who have usually one, relatively short episode of
homelessness. They typically are primarily experiencing a job,
family change, or economic crisis.
Episodic: people who have multiple short episodes of home-
lessness, are typically younger, and have frequent interaction
with hospitals, detox and jail.
Long-term/chronic: people who are homeless for a year or
longer. Usually they have multiple disabilities and are often older.
Berkshire County currently has an emergency and transitional
housing capacity of 142 beds (Appendix B). Most of the community
(non-veteran) beds are funded through a U.S. Department of
Housing and Urban Development (HUD) McKinney Grant, and the
Commonwealth’s Department of Transitional Assistance and in-
cludes Barton’s Crossing, Our Friends House, Louison House and
Construct, Inc. Together these organizations form the Berkshire
County HUD Continuum of Care (CoC). The HUD CoC, a nation-
wide model, convenes monthly to discuss and improve service co-
ordination, capacity, reduce the number of chronically homeless,
and increase permanent supported housing capacity.
Common data collection systems have been established among the
HUD funded providers, and the Berkshire County Continuum of
Care conducts their Point in Time count of all families and individu-
als who are homeless during a 24-hour period in late January each
year. On January 30, 2007, 374 people were identified as home-
less throughout the county, including 59 people who were unshel-
tered. An unduplicated count of homeless individuals and families
showed the number of homeless rose by 64% from 285 in 2003 to
469 in 2006.
Berkshire County’s Plan to End Homelessness
Family Homelessness
The Continuum of Care annual point in time count con-
ducted on January 25, 2006 documented 59 homeless
families in Berkshire County comprised of 169 family
members.
• 14 families (47 people) were in emergency shelter
• 35 families (92 people) were in transitional shelter
• 10 families (30 people) were “unsheltered”
Berkshire County has a shelter capacity in emergency
and transition housing for 40 families.
Individual Homelessness
The 2006 Point-in-Time count conducted on January
25, 2006 documented 186 homeless individuals in
Berkshire County
• 16 were in emergency shelter
• 133 were in transitional shelter
• 37 were unsheltered
• 41 were chronically homeless, approximately 22%
of the homeless individuals population
Berkshire County has a shelter capacity in emergency
and transitional housing of 142 beds. The 41 people
who are considered chronically homeless present the
most challenging and complex picture of homelessness
requiring a disproportionate level of resources needed
to stabilize and house them appropriately.
Page 11
 Berkshire County HUD
Chronic Homelessness Continuum of Care: The CoC in
Berkshire County annually submits a
In our region, the chronically homeless comprise approximately 15% of joint application to the Department of
individual who are homeless. Chronically, or long-term homeless people Housing and Urban Development
are extremely expensive for the community. One study (Culhane, et. al, (HUD) and receives approximately
2002) found that frequent interaction with emergency systems of care, $357,000 to support emergency
including emergency rooms, jail, detox and crisis psychiatric services av- shelter and transition housing for
eraged more than $40,000/year. A neighboring community (Springfield) families and individuals at Barton’s
found that hospital costs for 10 high need chronically homeless individu- Crossing, Our Friend’s House, Con-
als averaged $100,000 per person over the course of a year. struct Inc., and Louison House. The
While data is not readily available for families, it is estimated that some CoC is meets monthly and includes a
30% of families seen in the shelters and Tenancy Preservation services broad cross-section of community
are also meet the chronically homeless definition. representation to address issues of:
service coordination, capacity, de-
creasing the number of chronically
homeless, increasing the number of
permanent supported housing units,
and ensuring that there is regional
coordination for homeless services.
There is a CoC in most communities
across the country. In general, Con-
tinuums of Care have been able to
engage service providers, some
housing and community development
professionals, faith based organiza-
tions and representatives from main-
stream and community resource
agencies. While it has achieved re-
markable results in terms of service
collaboration, it has not been able to
engage business, government, lead-
ership and planning organizations in
order to influence large systemic
change.

Page 12 GETTING HOME

 POVERTY IN BERKSHIRE COUNTY
Homelessness is inextricably linked to poverty. Poverty is often a common denomi-
nator for homeless people and can lead to episodic homelessness. If stressors are
not alleviated and contributing factors not addressed, episodic homelessness can re-
sult in chronic homelessness or housing instability, perpetuating the cycle of poverty
and jeopardizing individual and community health.

Three Berkshire County communities, Adams, North Adams and Pittsfield house 50%
of the county’s residents. These communities have 10-18% of residents living below
the federal poverty line. Berkshire County’s median household income is $37,284 or
77% of the statewide average of $50,405, with some neighborhood with 30-39% of
all residents living below the federal poverty line. (Appendix D)

Income sources for the county as a whole generally mirror the state except that 5%
fewer households receive wage/salary income and 4% more households receive re-
tirement income in Berkshire County. North Adams and Pittsfield have fewer house-
holds with wages/salary income and more receiving Social Security and SSI. North
Adams and Pittsfield have 61% and 49% of households with incomes of less than
$35,000, compared with the state average of 35%. Berkshire Community Action
Council is a federally designated anti poverty agency and provides fuel and emer-
gency financial assistance to low income households based on income eligibility. The
chart in Appendix D illustrates the sources of income in Berkshire County with com-
parisons to the state of Massachusetts, and disparities among sub-regions.

Individuals and families most at risk of homelessness have a Housing/Income

Mismatch. Households with incomes at or below 30% of the area median income
are most at risk. In Berkshire County, these extremely low-income households have
monthly incomes below $1,000. These households include; all families on welfare
and individuals whose sole income source is Social Security disability payments, and
full-time minimum wage earners. 2007 fair market rents for a 2-bedroom apartment
in Pittsfield for these very low income households is $706 and $668 for Berkshire
County. Berkshire County has 5,200 households with income below 30% of median income and below the federal poverty
level and only 3,200 affordable (subsidized) housing units in the region. Rental surveys for unsubsidized two bedroom units
average $675 in Central and North County and $850 in South County. This leaves some 2000 households in the region who
pay nearly their entire monthly income on rent.
Berkshire County’s Plan to End Homelessness Page 13
 HOUSING FACTS
• Renters comprise approximately 34% of all Pittsfield households.

• Approximately 49% of all Pittsfield renters are rent burdened (i.e., 30% or more of the household in-
come is utilized to pay the rent), and 50% of these rent burdened households are severely rent bur-
dened (i.e., 50% or more of the household’s income is utilized for rent).

• The wage needed to afford a two bedroom apartment in Pittsfield is $15.50.

• The wage needed to afford a three bedroom apartment in Pittsfield is $19.92.

• The number of hours a household making minimum wage in Pittsfield needs to work to afford a two
bedroom apartment is 78 hours.

• The number of hours a household making minimum wage in Pittsfield needs to work to afford a three
bedroom is 100.

• The annual income needed to afford a two-bedroom rental unit in Pittsfield is $32,240.00.

• Over the last decade, the rental housing stock has decreased by 329 units in Pittsfield.

• The median age for renter occupied housing units in Pittsfield is 67 years.

• 44% of all Pittsfield housing units were built before 1939.

• Over 500 Summary Process Eviction cases were filed in the Pittsfield District Court and another 100
cases in the Housing Court in 2007.

• The Housing Services and Mediation Program (HSMP) administered by the Berkshire County Regional
Housing Authority mediated 188 Summary Process Eviction cases in the Pittsfield District Court in
2007, and the agency is on pace to mediate well over 200 Summary Process Eviction cases in the cur-
rent fiscal year.

• There are currently over 140 Pittsfield households seeking housing search assistance through HSMP.

Page 14 GETTING HOME

THE COST OF HOMELESSNESS
Homelessness and housing instability impacts everyone in a community. Shelters are an expensive way to provide housing
and support services. Ironically studies (Culhane, 2007) shows that in Massachusetts, families who primarily face eco-
nomic adversity and are compliant, frequently have the longest shelter stays, yet in many ways, with the right resources
and supports, can most easily be placed in housing. Retooling the system to match the right resources at the right time
will prove to be a cost effective alternative.

Homelessness and housing instability have many hidden costs and long-term
impacts on family and economic stability. Schools and youth experience dis-
ruption and discontinuity in education both in the classroom and among youth. Massachusetts’
Several neighborhood schools in Adams, North Adams and Pittsfield experience
as much as a 40% turnover rate during each school year; 75% of this turnover average cost of
is attributed to housing instability/homelessness.
family shelter stays
It impacts our schools:
range from $11,550
• 41% of homeless children will attend 2 different schools in a year; 28% will
attend 3 or more different schools to $48,440 depending
• 18% of homeless children have developmental delays, 4 times the rate of on the length of stay
other children
and severity of need.
• The average cost of a special needs student in MA is $14,592. Special edu-
cation services average 18.6% of school district’s total budget in MA

• Increase in High School drop-out rate

• Cost to schools to transport homeless children ($110/day)

It impacts our economic health. Berkshire County’s economic health depends on an available and stable pool of employees
willing to work in lower paying Service Industry jobs. It is nearly impossible for people who are homeless or in a housing
crisis to focus on maintaining a job.

• Insufficient affordable housing means that these employees cannot afford to live here

• An unstable work force means that employers are unable to secure or retain qualified employees

Berkshire County’s Plan to End Homelessness Page 15

Public health costs are high based on higher rates of asthma,
chronic disease, diabetes and heart disease among low-income
people. This results in frequent ER visits, hospital admissions and
many rely on state free care pool. Health disparities, largely
among low-income people are some of the highest in the state
including: teen birth rates, chronic respiratory disease, diabetes,
smoking (particularly during pregnancy), lung cancer, substance
abuse treatment admissions, emergency room admissions, and
premature mortality rates. (Regional Health Status Indicators/
Western MA, MDPH, 2007).

Our local landlords and court system absorb tremendous costs of

housing instability; the extent of these losses due to eviction and
high housing turnover have yet to be fully documented. These
funds could be applied to prevention, and flexible support services
designed to maintain housing. If we fail to arrest this cycle of in-
stability, we consign ourselves to repeating this costly pattern.

Cost to landlords and court:

• One rental management company with 200 units reported

$112,000 in unpaid rent in 2006 and 2007.

• Time/cost it takes to evict ($3-4,000)

• Court costs

• Time/cost it takes to rent up.

• Cost of school transfer

• Doubling up jeopardizes two or more families for eviction

Page 16 GETTING HOME

 A NEW RESPONSE
Homelessness is a crisis that requires an immediate response. Our commu-
nity has responded admirably by providing emergency shelter and services.
Once sheltered, our goal has been to help people become “stabilized and
housing ready”, and save money until they can find affordable housing.
Studies by Dennis Culhane (University of Pennsylvania, 2005, 2007) of Mas-
sachusetts shelters demonstrate that the hardest to service families and in-
dividuals frequently do not make to or stay in shelters. They continue to
“float” in the community and create a strain on health, education and court
and justice systems. Shelter beds are in short supply, costly and do not
have the resources to provide long-term or flexible community supports.
Communities across the nation have begun to explore a systemic approach
that focuses on shelter diversion, affordable housing and asset development
and providing flexible supports to sustain stability. Targeted interventions,
that include uniform assessment of need and matching resources to an indi-
vidual or family’s need when they need it, are key to success. Categories of
homelessness and the targeted response are outlined in the following pages.
Crisis and Economic Homelessness
Crisis and economic homelessness, is usually characterized by one, rela-
tively short episode of homelessness and brought on by a family crisis or
job loss. If families or individuals have limited skills and education they
may remain longer in shelter. It can best be addressed by the following:
• Prevention and Tenancy Preservation services
• Early intervention
• Coordinated assessment
• Matching resources on level and type of need
• Rapid re-housing
• Access to appropriate affordable housing
Berkshire County’s Plan to End Homelessness
Chronic Homelessness:
long-term & episodic
Ending Chronic Homelessness requires strate-
gies that can address the presenting prob-
lems in a cost effective, humane manner.
These definitions assist us in identifying the
areas of concern and allow us to connect peo-
ple with appropriate services and housing.
Our definition of chronic homelessness is con-
sistent with the federal definition as stated
earlier. The current cost to serve this distinct
population is prohibitive to mitigating the long
term effects it has on the individual, family
and community. These costs are directly re-
lated to the complexity of a person’s disability
and institutional behaviors associated with
long term or frequent shelter stays.
Some key strategies and best practices are
outlined in this plan to address the specific
needs of the chronically homeless. These
strategies will:
• focus on individual versus family needs
• provide flexible and intensive support ser-
vices
• improve access to appropriate housing
• develop a Housing First model in Berkshire
County
Page 17
 Ending homelessness
requires concentrated
focus on three areas:
• Prevention: Closing the front door to
homelessness before it occurs
• Rapid Re-housing: Opening the back
door out of homelessness by helping people
access appropriate housing and services as
quickly as possible; and
• Building the Infrastructure: Affordable
workforce housing, pathways to education,
Housing First
Housing First is a term that refers to a relatively new
model designed to address chronic homelessness in a
dramatically different way than has been practiced in
the past. The Housing First model includes:
• providing intensive case management services
in the home
• providing deep subsidies to alleviate financial
hardship
• allowing for clinical interventions to address
the psychiatric, medical, behavioral and
spiritual needs of the client
• rapidly re-housing homeless people
Page 18
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 & regional level to end
homelessness. It recognizes that the state and federal
governments are our partners in this endeavor. Our plan
calls for building community support in order to affect
policy and funding priorities at the local, regional, state
and national level.
We reflect these broad themes in our six key goals, which
are expanded upon in the pages that follow:
1. Fund and Coordinate Prevention and Rapid Re-house
2. Create Supportive Housing for Vulnerable Populations
3. Increase the Stock of Affordable and Workforce
Housing
4. Increase Incomes and Assets of Homeless and At-Risk
Households
5. Make Supportive Services Available and Accessible
6. Build Community Support for Ending Homelessness
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 Implementation Team to provide oversight to
our efforts and to ensure accountability.
GETTING HOME
 SIX CORE GOALS

GOAL 1: Community - Increase the investment and involvement of a broad

cross-section of community members (business, local and state govern-
ment, schools, providers, advocates, and state agencies.

GOAL 2: Prevention - Prevent individuals and families from becoming

homeless through comprehensive discharge planning, and an expanded and
integrated prevention effort.

GOAL 3: Engagement, Services and Supports - Expand, coordinate and

strengthen outreach, services and supports for people who are at-risk or
homeless.

GOAL 4: Housing - Expand the availability and choices of permanent hous-

ing throughout the county, including a mechanism to provide on-going flexi-
ble support services.

GOAL 5: Employment/Education - Increase and coordinate education,

job training and competitive employment opportunities for homeless/at risk
individuals, families and youth 16-24, and mitigate barriers to maintaining
meaningful employment/and/or income for homeless/formerly homeless
persons.

GOAL 6: Measurement and Evaluation - Create a system that supports

accountability for results, including base line measurement, common tools
and data collection and evaluation strategies that track progress with ending
homelessness/housing instability.

Berkshire County’s Plan to End Homelessness Page 19

BERKSHIRE COUNTY 10-YEAR PLAN TO END HOMELESSNESS

Goals/Strategies/Actions Steps
Homelessness and housing instability affects everyone in a community. Conversely, systemic change requires the
commitment and creative involvement of every community, in Berkshire County and all sectors of our community.
Our long term individual and economic health depends on it. A first step in this process, is to systematically seek support
through education and outreach. We will establish a 10-Year Plan Implementation Team to lead and coordinate this process,
engage a cross-section of participants who represent our sub-regions and community sectors. We will incorporate the
resources that our educational institutions provide including initiatives like the Berkshire compact and Berkshire Navigation.
We will look to our faith communities to bring dedication, a moral imperative, and new resources to ensure that our
neighbors have homes.

We will need to bring significant new funds into this effort. Berkshire County has dedicated legislative and municipal
leaders, and many different foundations. We will bring these individuals and institutions together to collaborate on funding
priorities that support a unified strategy to end homelessness and housing instability. Coordination and accountability are
key to sustaining the funding and participation that is core to successful implementation.

The expertise and coordination provided by an Implementation Coordinator will provide the expertise and coordination of the
overall plan, and will ensure that Implementation Team Workgroups develop annual actions plans and provide
accountability to outcomes.

Key to tables on following pages:

$=<$1,000 $$=$1,000-$7,500 $$$= >$7,500

DI=Director of Implementation

Page 20 GETTING HOME

GOAL 1: Community - Increase the investment and involvement of a broad cross-section of community members (business, local and
state government, schools, providers, advocates, and state agencies).
Funding
Strategy Action Steps Time Frame Proposed Partners Cost
Status
Educate com- Solicit feedback from community members county wide. February- Leadership Council None N/A
munity about March, ‘08
10-Year Plan
Produce and distribute 10-year Plan, summary and a timeline for roll out. April, ‘08 Leadership Council In- Commit-
May-June-08 kind $ ted
Seek regular press coverage of events and achievements related to plan. Years 1-10 Implementation None N/A
Team
Organize a Legislative Breakfast for local government, state & federal Fall Leadership Council $$
legislators
Provide ongo- Establish an Implementation Team that builds on the representation of April-June ‘08 Leadership Council None N/A
ing leadership Leadership Council and engages new leaders who will be key to success-
to implement ful implementation.
the 10 Year Seek involvement in Implementation by Mayors, Town Managers, June ‘08 Mayors, City/town None N/A
Plan business leaders, faith-communities, foundations, advocates, person who staff, Leadership
experienced homelessness, government agencies, state legislators. Council
Hire a Director of Implementation Fall ‘08 Leadership Council $$$ TBD

Market the Organize speaking opportunities to present 10 Year Plan, county-wide. Ongoing Leadership Coun- $ TBD
Ten Year Plan cil/DI
Provide an annual progress report to the public on accomplishments and Oct ‘09 DI $$ TBD
progress.
Create web site with information about plan, progress, and resources to Jan ‘09 DI $$ TBD
assist people experiencing homelessness
Develop a Develop a plan for obtaining funding from traditional and non-traditional Year 1 and Leadership Coun- None N/A
sustainable sources. on-going cil/DI
funding
stream

Berkshire County’s Plan to End Homelessness Page 21

GOAL 2
Prevention of homelessness is the most cost effective and humane approach to eliminating homelessness and housing instability. While Berkshire County
has excellent agency structures in place in each sub-region of the County (Family Life Supports, Berkshire County Regional Housing Authority -BCRHA,
and Construct), the County needs to develop county-wide coordination, uniform screening and assessment and seek new funds for preven-
tion and rapid re-housing. If households are unable to avoid becoming homeless, our focus is to re-house them as quickly as possible, We will de-
velop new outreach and coordination among landlord and housing authorities., including implementing strategies to help households locate housing suit-
able for housing subsidy certificates. Successful interventions require matching need with the appropriate level of intervention. This will require the use
of a common assessment tool, under development the state and endorsed by our local providers. This plans calls for the expansion of a highly success-
ful program in Berkshire County that is now a national model for individuals with behavioral health issues that interfere with tenancy. The Tenancy Pres-
ervation Project (TPP) works in Housing Court to provide tenants with intensive intervention and case management to prevent eviction and housing loss.,
and is particularly effective in our region. This is a resource that is critical to maintain and expand.

GOAL 2: Prevention – Prevent individuals and families from becoming homeless through comprehensive discharge planning and an ex-
panded and integrated prevention effort.
Time Funding
Strategy Actions Proposed Partners Cost
Frame Status
Identify a Identify a lead agency and develop a coordinating network to partici- Year State, Western Mass IACH, $ TBD
regional pate in the Western MA Expansion Pilot application to TA. 1&2 Leadership Council
mechanism to Adopt a uniform screening and assessment tool and standards for Years 1- State, Region and Sub- N/A N/A
coordinate early identification of homelessness or risk. 10 Regional Network
prevention Develop policies and protocols for matching resources with need that Years 1- State, Regional and Sub- N/A N/A
and diversion ensures accessibility and coordination. 10 Regional Network
efforts. Establish a discharge planning committee that develops a systems Years BMC, House of Correction, N/A N/A
approach to prevent institutional discharge to inappropriate housing. 1&2 DSS, DMH, SA programs.
Develop a mechanism to track and communication cross-agency ser- Years 1 Regional and Sub-Regional N/A N/A
vices and interventions, and resources. &2 Network
Coordinate with courts as part of a safety net initiative to prevent Years 1 BCRHA, Regional and Sub- N/A N/A
homelessness through linking standardized assessment with the &2 Regional Network
Housing Courts.

Promote pre- Create and widely distribute informational materials to tenants, pro- Years 1- BCRHA, BCAC N/A N/A
vention and viders, and landlords. 10
rapid re-
housing as Create opportunities and resources for “hard-to-house” families and Years 1- Implementation Team, N/A N/A
primary individuals who have barriers to housing (CORI, credit), but do not 10 Housing Authorities, non-
strategies to need intensive support services. profits, faith communities.
reduce home-

Page 22 GETTING HOME

GOAL 2: Prevention – continued

Time Funding
Strategy Actions Proposed Partners Cost
Frame Status
Increase and Provide education to tenants and service providers that focuses on Years BHA, City Planning Depart- N/A N/A
improve rapid housing rights and responsibilities, landlord tenant law, domestic vio- 1-10 ments, CoC, Business part-
re-housing lence laws, consumer rights, and public benefits. ners, legislative reps.
efforts
Promote housing code enforcement and tenant landlord mediation to Years BCRHA, Housing Court, N/A N/A
prevent homelessness dues to the deterioration of existing housing
stock. 1-10 Municipal Code Enforcers
Conduct an inventory and explore a reallocation and accountability of Years BCRHA, Landlord Associa- N/A N/A
existing prevention resources. 1-10 tion, CoC, providers, Stabili-
zation/Resource Center.
Establish an Implementation Team policy workgroup to influence Years Regional and Sub-Regional N/A N/A
state-wide policy to support the allocation of mainstream resources 1 and 2 committees
for the purposes of preventing and resolving homelessness.

Identify and seek financial resources to use for homelessness pre- Years 1- State, WMIACHH, Imple- $$$ TBD
vention and rapid re-housing. 10 mentation Coordinator
Identify and seek housing resources to use for homelessness preven- Years 1- State, WMIACHH, Imple- $$$ TBD
tion and rapid re-housing. 10 mentation Coordinator

Berkshire County’s Plan to End Homelessness Page 23

GOAL 3
Several service components are under development in order to effectively divert households from slipping into homelessness and to rapidly rehouse who
have. These include the development of a Assessment and Resource Center. The plan calls for Central County to co-local agency resources in a
downtown site with satellite services in North and South County that will avoid duplication of effort, coordinate, and track interventions and intensive
supports to households. It calls for the creation of a county-wide Mobile Housing Crisis Response Team, the development of Street Outreach capac-
ity and the development of Safe Havens - a model of low demand supportive housing for chronically homeless individuals. This approach requires a
process of examination and re-tooling of our current shelter and transitional housing system, and new resources for on-site staffing and com-
munity health workers in high turnover neighborhoods and housing sites. Finally, our plan calls for the integration of service plans, information shar-
ing and common tracking systems to measure outcomes. Representatives from state agencies and all the key providers of clinical and case management
services to high risk households have begun to review models and develop a local strategy to create an integrated system of engagement, appropriate
response to need and the capacity for flexible on-going support to maximize long term housing stability. We will test new collaborations with major land-
lords and service providers that will reduce tenant turnover, that will result in costs savings and increased household stability.

GOAL 3: Engagement, Services and Supports - Expand, coordinate and strengthen outreach, services and supports for people who are
at-risk or homeless.

Time Funding
Strategy Action Steps Proposed Partners Cost
Frame Status
Identify Create and implement a county-wide 24/7 Mobile Hous- Years Brien, Elliot, & DMH $ Eliot Services
components ing Crisis Response Team and Develop Street Outreach 1&2 TBD
that need to capacity
be re-tooled
or created to Develop Safe Haven(s) (low demand supportive hous- Years Meridian, BCRHA, DMH,Brien, $$ McKinney
ensure suffi- ing) for chronically homeless 1&2 DMH,Eliot. application
cient capacity Examine reuse of current shelter and transitional hous- Year s Form Subcommittee: BCAC, TBD HUD, DTA,
ing system. 1&2 BCRHA MHSA, United
Promote an Form team responsible for developing, coordinating and Years Clinical Case management team In-kind Agencies
integrated monitoring interagency collaboration that Provide addi- 1-10
service system tional or intensive supports to vulnerable populations to
to coordinate ensure and maintain access to mainstream resources.
appropriate
level of Co-locate agencies in a Resource/Assessment Center in Years BCAC w/service providers In-kind Reallocate
service downtown Pittsfield, with satellite services in North & 1&2 & $$$ current fund-
South County. ing

Provide ade- Identify resources and assign on-site support staff for Years BCRHA $$$ Landlords,
quate and high turnover housing sites. 1&2 DHCD, TBD
flexible long
Employ outreach/community health workers to encour- Years BCRHA, Brien, NBCC $$$ DPH, TBD
term supports
age community building efforts in high need neighbor- 1-3
to vulnerable
hoods and housing developments.
populations

Page 24 GETTING HOME

GOAL 4

Berkshire County averages 40 individuals who are chronically homeless and about 300 families who are chronically housing unstable year to year. This
plan endorses a proven model for addressing this need - Housing First.

Housing First service providers engage, assess, and move homeless people directly into affordable housing with intensive, wrap-around outreach support
to help the individual or family successfully maintain housing and transition to stability. Service providers act as a liaison and support to collaborating
landlords and neighbors during the transition and remain available for future support, should an individual or family’s needs intensify.

This approach targets people who are most vulnerable to homelessness, Many people are vulnerable because of experiences with domestic violence, as
veterans, or with a long history of interacting with public systems of care, such as correctional facilities, mental health and substance abuse or the foster
care system. Data shows that coordinated interventions at the time of discharge from institutions, among discharge planners, clinical and service pro-
viders and a housing plan is critical to housing stabilization.

No single approach will work for every individual or household. We are committed to developing a variety of new housing types, including building new
collaborations with major employers, housing authorities, city/town planners, and provider of services to people with special needs in order to develop
an array of housing types and build great connections among housing and service providers. This will include strategies to increase the avail-
ability of affordable housing, through new development, zoning and improving the quality of aging housing stock.

GOAL 4: Housing - Expand the availability and choices of permanent housing throughout the county, including a mechanism to pro-
vide on-going flexible support services.

Time Funding
Strategy Action Steps Proposed Partners Cost
Frame Status
Increase the Establish 15 “Housing First” units for the chronically homeless Year 1 BCRHA, BCAC, Housing $$$ TBD
availability of population. Auth., State, Feds
appropriate
housing for the Identify and develop 35 units of Permanent Supportive Housing Years 1-5 BHDC $$$ TBD
chronically for the chronically homeless population.
homeless Support the development of two new “sober” step-down housing Years 1-5 Berkshire County Sheriff’s $$$ TBD
population programs for the corrections re-entry & recovery population. Dept., DPH, DMH
Explore strategies for housing sexual offenders Years 1-10 Regional/ Sub Reg. Network $ TBD

Increase the Increase the supply of permanent affordable housing by 50 units. Years 1-5 BHDC $$$ TBD
availability of
permanent af- Identify funding sources and create new affordable housing de- Years 2-5 Identify Clinical provider, $$$ TBD
fordable hous- velopments throughout the county. BHS (McGee), Brien Center
ing. Work with Cities and towns to develop and implement incentives Years 2-10 BCREB, Leadership Council $$$ TBD
for employer to develop workforce housing.
Collaborate with high need communities to inventory substandard Years BCRHA, CDC’s, Town $$$ TBD
units an annual basis, a correction strategy & tracks and meas-
ures progress of units being brought into compliance with Article 1-10 Government
of the State Sanitary Code.

Berkshire County’s Plan to End Homelessness Page 25

GOAL 5
Homelessness is inextricably linked with poverty. Households with the lowest incomes, regardless of other health challenges or special needs , are at the
highest risk of becoming homeless or experiencing repeated housing instability. One of the most effective long term prevention strategies is to focus on
education and job training at all levels.

This must begin with an investment in early childhood education and promoting educational stability and continuity among low-income, housing unstable
families to ensure that their children have long-term educational success. It mean that youth must be supported to remain in school and have voca-
tional opportunities. A recent employment study indicated that the greatest predictor of sustainable employability among adults, is whether they held
jobs as teen-agers. Homelessness and housing instability frequently prevent youth from participating in this developmental stage.

We must ensure that adult have access and transportation and childcare supports to participate with Adult Basic Education, GED classes, literacy and
English as a Second Language and the opportunity to continue through vocational, community college and four college. This plan will align our efforts
with Berkshire Navigator and Berkshire Compact.

Finally, asset development through the expansion of the Volunteer Income Tax Assistance and Individual Development Accounts has the capacity to
support the home ownership, education and business development goals of low income households. New collaborations with financial institutions and
mentoring programs will expand capacity to promote financial literacy among households.

GOAL 5: Employment/Education - Increase and coordinate education, job training and competitive employment opportunities for
homeless/at risk individuals, families and youth 16-24, and mitigate barriers to maintaining meaningful employment/and/or income
for homeless/formerly homeless persons.

Time Proposed Part- Fund.

Strategy Action Steps Cost
Frame ners Status
Restructure con- Establish a Task-group of workforce development professionals, educators, Years REB, Berkshire- none N/A
stellations of em- local businesses and homeless prevention and service providers to better un- 1-2 Works, MRC,
ployment, training derstand the needs of the target population in relation to the resources avail- CoC providers,
and education pro- able, and marketplace opportunities. The group will: 1.) Conduct a needs and BCC, MCLA,
grams to maximize gaps analysis for target population, 2.) Establish as set of specific strategies Berkshire Com-
access for target and actions that at a minimum address the following concerns, 3.) Integrate pact,
population. homeless common assessment tool in Career Center.

Increase Target and coordinate training opportunities to homeless/at-risk households Years MRC, SSOffice none N/A
skilltraining among and an identified liaison at each resource site to work with prevention and 1-10 (Ticket to Work)
homeless and at- homeless services staff. Community
risk households colleges, REBs
Establish state/ Establish an “Employment First” for individuals and families in transitional and Years Providers, Ca- exist- N/A
local policies that PSH; engage local business organizations, and key employers in a coordinated 1-3 reer Center, ing
give priority to approach to implementing models that train, hire and support homeless/ REB, Soldier On,
target group formerly homeless persons business com-
munity

Page 26 GETTING HOME

GOAL 5: Employment/Education - continued
Time Funding
Strategy Action Steps Proposed Partners Cost
Frame Status
Increase level of Increase awareness and accessibility of mainstream employ- Years Berkshire Works, REB, none N/A
employment ment, training and education opportunities for at-risk and home- 1-10 CoC, providers
among homeless less households.
& at-risk house- Coordinate job-readiness, supported employment, mentoring, Years Berkshire Works, REB, none N/A
holds, including and case management as tools to move “hard-to-employ” people 1-10 MRC, Meridian, Good-
sub-groups into employment will, SSO
Identify & Target employers who will provide assessment, train- Years Berkshire Works, REB None N/A
ing and employment to X number of participants per year. 1-10
Link BerkshireWork incentive programs to employers who agree Years Berkshire Works, CPM, existing N/A
to employ homeless/at-risk participants. 1-10
Collaborate and support the development of Pathway-21 initia- Years Chambers of Com- existing N/A
tive, to connect youth on a career pathway (Youth Build, OJT 1-3 merce, Economic Advi-
Mentoring, etc.), ensuring that youth at high-risk of homeless- sory Council, REB, etc.
ness have access.
Identify individual employment plans for chronically un-stable/ Years Providers existing N/A
homeless households/year 1-5
Address the Explore & coordinate use of the federal bonding program for Years REB, NBCC, BCAC $ TBD
barriers that employers hiring persons with CORI. 1-3
hinder homeless
and at-risk from Explore work-specific transportation strategies, including van Years Berkshire Rides existing N/A
accessing pools and off-hour options. 1&2
employment
Explore alternative (off-hour) child care. Years Childcare providers, leg- TBD N/A
1&2 islators, State agencies
Assist low- Expand Individual Development Accounts to assist low-income Years BCAC, BHCD $$$ Banks,
income people households to achieve education and homeownership goals 1-10 HHS,
to increase (minimum 10 new accounts/year) DHCD, UW
assets.
Expand family self-sufficiency programs in BC housing authori- Years BCAC, BCRHA, Housing $$$ HUD,
ties in high need areas, including coordination and linkage with 1-10 Authorities, BHCD DHCD
other asset development and 1st time homeownership pro-
grams.
Expand Volunteer Income Tax Assistance Program by 1000 Years BCAC, BCRHA, Financial $$$ DHCD, UW,
households 1-10 Institutions, Colleges, Banks, IRS
Senior Centers, WMA
Legal Services
Increase access to bank services for homeless and at -risk Years BCAC, Financial Institu- existing N/A
households, including representative payees, financial literacy 1-10 tions
and a financial mentoring program

Berkshire County’s Plan to End Homelessness Page 27

GOAL 6
Coordination, and the development of common tools and protocols for assessment, measurement, tracking and evaluation are key to measuring our
progress. This will require cross-agency/institution collaboration to establish and maintain a common system that protects client confidentiality. It will
take the leadership of an implementation coordination - someone at the policy and systems level to transverse the boundaries and to focus the energy
of multi-disciplinary provider’s .toward a common goal. It will require the integration of parallel structures such at the HUD Continuum of Care plan-
ning group and providing active leadership to each of the Implementation Team Workgroups that will form to further the goals of this plan. This will
lead us to a focused “community-based” , outcome driven approach to solving the problem of persistent homelessness and housing instability.

GOAL 6: Measurement and Evaluation - Create a system that supports accountability for results, including base line measurement,
common tools and data collection and evaluation strategies that track progress with ending homelessness/housing instability.

Time Proposed Funding

Strategy Action Steps Cost
Frame Partners Status
Build capacity to Hire a “Plan Implementation Coordinator” to facilitate and coordinate Year 1 To be identified $$$ TBD
support Ten plan implementation. (by 9/08)
Year Plan
Implementation Commit to a quarterly schedule for planning, implementation and Year 1 and Leadership Council N/A N/A
evaluation of Ten Year Plan ongoing

Produce an annual progress and assessment that forms the basis for October ‘09 DI $ TBD
the subsequent year’s annual plan.

Create Benchmarks for Progress Nov 08 DI $ TBD

Coordinate a Develop Common Intake/Assessment form Jan ‘09 Continuum, DI, $$ Existing
centralized da- Leadership Council resources
tabase to
produce annual Develop Common coding and mechanism for aggregating data on Jan ‘09 Berkshire Naviga- $$ TBD
reports and annual basis tion, BRPC, BCAC,
statistics
Develop a plan to gather baseline data, identify common data collec- Dec’09 LC, DI, Berkshire $ TBD
tion system and annual data aggregation to measure and evaluate Navigation

Page 28 GETTING HOME

CONCLUSION

1. It is unrealistic for staff whose primary function is to provide safe, effective direct services to its homeless clientele, and
be solely responsible for “maintaining and implementing” the above products in a consistent manner. Volunteers are avail-
able to support some of these functions, but they need leadership and support.

2. For the 10-Year Plan to be effectively implemented, it will need to have some coordinating leadership to “staff” the Im-
plementation Team, and ensure follow-through on the plan’s action steps.

3. There is potential “duplication” in the committee efforts of the Continuum and the 10-Year Plan Team. (e.g. both
groups are required to come up with action steps towards the same end; many people on the 10-year plan workgroups
also participate in some aspect of the Continuum). Coordination/integration of these strategies are essential in or-
der to avoid duplication of effort and working at cross-purposes.

4. As we develop the 10-Year Implementation Plan, we have an opportunity to identify a structure and funding resources
to hire a person to coordinate/facilitate both the 10-Year Plan and the Continuum of Care. Such a step would bring us
full circle back to a focused, coordinated “community-based” approach, where a broad cross-section of the
community (e.g. city, town, county government, non-profits, and business entities) are “problem-solving.”

Berkshire County’s Plan to End Homelessness Page 29

APPENDIX A: Participants
Leadership Council
Benjamin Downing, Senator, Berkshire, Hampshire, Franklin District
(Co-Chair)
Daniel Dillon, Greylock Federal Credit Union
(Co-Chair)
Dave Christopolis, Berkshire Community Action Council
(Co-Facilitator, One Family Grant)
Brad Gordon, Berkshire County Regional Housing Authority
(Co-Facilitator, One Family Grant)
Rebecca Muller, GrantWorks
(Co-Facilitator, One Family Grant)
Susan Deeley, Berkshire District Attorney’s Office
(Recording Secretary)
Bob Barton, Northern Berkshire United Way
Maria Basescu, Northern Berkshire Healthcare
Al Bashevkin, Northern Berkshire Community Coalition
Ruth Blodgett, Berkshire Health Systems
Michael Boland, Family Life Support & Louison House
James Canavan, United Veterans of America
David F. Capeless, Berkshire District Attorney
Patricia Carlino, Town of Lee, Bank North
Jim Cieslar, Berkshire United Way
Steve Como, Soldier On
Robert Dean, Elder Services
Jack Downing, Soldier On
Michael Garvey, Office of the Sheriff
Tim Gallagher, Hillcrest Educational Center
Donna Harlan, Central Berkshire Regional School District
Chris Haley, Brien Center
John Krohl, Office of the Mayor
Carmen C. Massimiano, Jr., Sheriff, Berkshire County
Jackie McNinch, Mass Housing
Anne Nemetz-Carlson, Child Care of the Berkshires
Elton Ogden, Berkshire Housing Development Corporation
David Phelps, Berkshire Health Systems
Ellen Ruberto, Office of the Mayor
Alex Sabo, Berkshire Medical Center
Michael Supranowicz, Chamber of Commerce
James Stankiewicz, Central Berkshire Regional School District
Page 30
Data and Cost Analysis Workgroup
Ruth Blodgett, Berkshire Health Systems (Chair)
James Canavan, Northern Berkshire United Way
Donna Harlan, Central Berkshire Regional School District
Nat Karns, Berkshire County Regional Planning Commission
Rebecca Muller, Grant Works
Jan Shirley, Berkshire Health Systems
Permanent Housing Workgroup
Elton Ogden, Berkshire Housing Development (Chair)
Peter Lafayette, Berkshire Bank Foundation
Cara Davis, Construct
Cathy Carchetti, Ad Lib
Sara Hathaway, Berkshire Habitat for Humanity
Implementation Planning Workgroup
Al Bashevkin, Northern Berkshire Community Coalition
Ruth Blodgett, Berkshire Health Systems
James Canavan, United Veterans of America
David F. Capeless, Berkshire District Attorney
Rebecca Muller, Grant Works
Prevention and Stabilization Workgroup
Dave Christopolis, Berkshire Community Action Council (Co-Chair)
Brad Gordon, Berkshire County Regional Housing Authority (Co-Chair)
Lauren Bolio, Berkshire County Regional Housing Authority
Janice Broderick, Western MA Legal Services
Ray Burke, Department of Social Services
Cal Joppru, Department of Public Health
Rob Fields, Court system
Andy Gordon, Department of Mental Health
Christine Green, Berkshire County Regional Housing Authority
GETTING HOME
Main Stream Services Workgroup Chronic Homeless Workgroup

Al Bashevkin, Northern Berkshire Community Coalition (Chair) Jack Downing, Soldier On (Chair)
Arlene Birch, Brien Center Michael Garvey, Berkshire County Sheriff’s Dept.
Rick Bombardier, Berkshire Works Cheryl Nolan, Christian Center
Dana Brandon, Kids’ Place Matthew Stracuzzi, District Court Probation
Janice Broderick, Western MA Legal Services Kimberly Lasky, CoC Chronic Homeless Subcommittee Member
Beth Cellana, CPM Eliot Service, CoC Chronic Homeless Subcommittee Member
David Cullen, Turner House
Jeff Doscher, Berkshire Community College
Chris Haley, Brien Center
Amy Hall, Child Care of the Berkshires
Rudy Hamilton, Christian Center
Jana Hunkler-Brule, Berkshire Rides
Gina Linton, Christian Center
Chuck MacNeil, Berkshire Regional Transit Authority
Chris Meehan, Division of Transitional Assistance (Pittsfield & North Adams)
Mike Monti, Department of Social Services
Bill Mulholland, Berkshire Community College
Rebecca Muller, Grant Works
Anne Nemetz-Carlson, Child Care of the Berkshires
Cheryl Nolan-Wallah, Christian Center
Scott Peabody, Pittsfield Salvation Army
Kathleen Phillips, Berkshire County Red Cross
Abby Reifsnyder, Berkshire Children and Families
Jenne Robertson, Barton’s Crossing Shelter
Debbie Rosselli, North Adams Public Schools
Nick Simms, Department of Mental Health
Eloise Stevens, Berkshire County Head Start
Joel Huntington, Pittsfield Area Council of Churches
Laura Kittross, Department of Public Health
Jay Sacchetti, Merridian Associates

Berkshire County’s Plan to End Homelessness Page 31

APPENDIX B: Berkshire County Housing and Services
Housing Type Name of Shelter Capacity: Individual Beds Capacity: Family Beds

Emergency Shelters Barton’s Crossing, Pittsfield 10 0

Our Friend’s House, Pittsfield 1 7

Louison House, Adams 0 0
Pomeroy/Brenton/River, Pittsfield 6 0
Battered Women’s Shelter, Pittsfield 0 0
Moteling 0 0
Transitional Housing Barton’s Crossing, Pittsfield 13 0
Our Friend’s House, Pittsfield 0 16
Summer Street Project, 8 0
Yail Shelter, 5 0
Women’s Shelter, Pittsfield 5 0
Louison House, Adams 7 15
Veteran’s Home, Pittsfield 60 0
Turner’s House, Pittsfield 9 0
Keenan House, Pittsfield 20 0
Permanent 140 East Street 0 10

Pine Woods 0 18
Supported Housing
Union Rand SRO 0 0
YMCA Studios, Pittsfield 44 0
Veteran’s Home, Pittsfield 11 0

Summer Street Project 11 0

Redfield House, Pittsfield 0 45
TAP 0 20

Page 32 GETTING HOME

Prevention and Outreach Services Services/Assistance Provided

Ad Lib, Pittsfield Counseling, legal, street outreach

American Red Cross, Pittsfield Counseling

Berkshire AIDS Coalition, Pittsfield Counseling

Berkshire Food Project, North Adams Counseling

Berkshire Center for Families & Children, Pitts. Counseling, rental

Berkshire Community Action Council, Pittsfield Counseling, rental, mortgage, utilities, legal, street outreach

Berkshire County Reg. Housing Auth. Pittsfield Counseling, rental, mortgage, utilities, legal

Berkshire United Way, Pittsfield Counseling

Berkshire Visiting Nurse Association, Pittsfield Counseling

Berkshire Works, Pittsfield Counseling

Brien Center, Pittsfield & North Adams Counseling, street outreach

Catholic Charities, Pittsfield Counseling

Community Health Program Counseling, Mobile Clinic

Christian Center, Pittsfield Counseling, street outreach

Catholic Youth Organization, Pittsfield Counseling

Construct, Inc., Great Barrington Counseling, rental, mortgage, utilities, street outreach

Elder Services, Pittsfield Counseling, legal

Elizabeth Freeman Center, Pittsfield Counseling, rental, utilities, legal

Family Life Support Center, North Adams Counseling, rental, utilities

Great Barrington Police Department Law Enforcement

Jewish Federation, Pittsfield Counseling, rental, legal

Girls Incorporated, Pittsfield Counseling

Kids’ Place, Pittsfield Counseling

Mass Rehab Commission, Pittsfield Counseling, legal

Berkshire County’s Plan to End Homelessness Page 33

Support Services Services/Assistance Provided
Ad Lib, Pittsfield Case manage, life skills, healthcare, education, employment, transportation

Adult Learning Center, Pittsfield Case management, life skills, education, employment, transportation

American Red Cross, Pittsfield Case management, life skills, HIV/AIDS, education

Berkshire AIDS Coalition, Pittsfield Case management, HIV/AIDS, education

Berkshire Food Project, North Adams Life skills

Berkshire Ctr. For Families & Children, Pitts. Case manage, life skills, mental health, education, child care, transportation

Berkshire Community Action Council, Pitts. Case management, life skills, alcohol/drug, mental health, employment, child care, transportation
Berkshire County Reg. Housing Auth., Pitts. Case management, life skills, education

Berkshire Visiting Nurse Assoc., Pittsfield Life skills, healthcare, education

Berkshire Works, Pittsfield Education, employment, transportation

Brien Center, Pittsfield & North Adams Case management, life skills, alcohol/drug, mental health, healthcare, education, employment,
transportation

Catholic Charities, Pittsfield Case management, life skills, mental health, education, transportation

Community Health Program Case manage, life skills, healthcare, HIV/AIDS, education, child care
Christian Center Case manage, life skills, alcohol/drug abuse, mental health, employment
Catholic Youth Organization Life skills, transportation
Construct, Inc., Great Barrington Case management, life skills, alcohol/drug, mental health, education, employment, transportation

Elder Services, Pittsfield Case management, life skills, mental health, healthcare
Elizabeth Freeman Center, Pittsfield Case mgt, alcohol/drug abuse, mental health, healthcare, education, child care, transportation

Family Life Support Center, No. Adams Case mgt, alcohol/drug abuse, mental health, education, employment, child care, transportation

Great Barrington Police Department Transportation

Jewish Federation, Pittsfield Education, employment, transportation
Girls Incorporated, Pittsfield Life skills, education, child care, transportation

Kids’ Place, Pittsfield Case management, life skills, education, child care
Mass Rehab Commission, Pittsfield Case mgt, life skills, mental health, education, employment, transport

Soldier On Case mgt, Life skills, education, transportation, employment, mental health, healthcare

Page 34 GETTING HOME

APPENDIX C: Berkshire County Subsidized Housing Inventory
Town 40B Inventory Property Funding Type PBV+ Total Total Subsidized Section 8 MRVP+

Adams 332 Adams Mill Sec 8 98 98 98 95 19

Adams Housing Sec 8 35 50 50

Barret House HUD 40 40
Scarafoni 515 USDA RHS 20 20
Cheshire 3 0 0
Clarksburg 8 0 0
Dalton 157 River Run MHFA 77 77 0 0
Dalton DHA DHCD 75 75
Gt. Barrington 246 Bostwick HUD 202 28 28 28 0 0
GBHA 80
Christian Hill MHFA 60 60
Construct USDA 515 RHS 4 4
140 East St HOME 2 9 7
Lee 176 Hyde Place HUD 202 41 41 41 0 0
Crossway HUD 37 37
Prospect St. 4 4
Lee HA 64 64
North Adams 891 31 Veazie St. USDA RHS 8 8 301 9
Berkshire Landing USDA RHS 25 25
Tunnel Brook USDA RHS 35
Brayton Hill MHFA 40 100 100
Holy Family HUD 202 38 39 38
Mohawk Forest HUD 128 190 190
St. Joes Court 78 78
Village East USDA RHS 48 48
North Adams HA State & Fed. 305 305 313 9

Berkshire County’s Plan to End Homelessness Page 35

Town 40B In- Property Funding Type PBV+ Total Total Subsidized Sec. 8 MRVP+
ventory
Pittsfield 2027 Berkshire Town MHFA 184 183 14
Cap Sq. DHCD/Tax credits 69 69
PNA 100 100 100
Dalton Apartments 20 100 100
Epworth 38 39 38
George St. DHCD HOME 6 6
Safe Harbor DHCD HOME 5 5
Riverview 75 120 119
Redfield House HUD/DHCD 24 25 24
Scattered Site PBV HUD 46 46
Pittsfield HA State & Fed. 698 698 580
YMCA DHCS/Tax Credits 28 44 44
Sheffield 30 BCRHA Sheffield 30 30
Stockbridge Stockbridge HA 51 51 41
Stockbridge Pinewoods DHCS/Tax Credits 5 30 25
Williamstown 139 WHA 46 46 97 8
Williamstown Proprietors Field HUD 202 60 60 60
Williamstown Spring Meadow USDA 515 22 22
BHDC 515 15
TOTALS 4192* 3138 3171** 1942 74

+ Project Based Vouchers; Mobile Resource Voucher Program

* Numbers are from state 40B data base and include housing with long term affordability restriction serving less than 80% LMI.

**Includes all subsidized units; not broken out between elderly/family or low/moderate income.

SEPTEMBER 2007 DATA

Page 36 GETTING HOME

APPENDIX D: Sources of Household Income

Single Mothers
Families in
Per Capita Median House- Families in in Poverty w/ % Indiv.
Town # of Families Poverty w/
Income hold Income Poverty Child. Under In Poverty
Child Under 18
18

North Adams $16,381 $27,601 3,654 13.5% 25.9% 53.1% 18.2%

Adams $18,572 $32,161 2,436 7.0% 10.4% 21.3% 10.3%

Pittsfield $20,549 $35,655 11,802 8.9% 16.2% 40.1% 11.4%

Great Barrington $22,655 $45,490 1,813 3.4% 7.2% 18.0% 7.2%

County $21,807 $39,047 35,225 6.5% 11.6% 33.2% 9.5%

MA $25,952 $50,502 1,587,537 6.7% 12.2% 45.4% 9.3%

Sources of Household Income

BCAC Families
MA* County* North Adams* Pittsfield* GreatBarrington*
Served 2005
Wages/Salary 80.1% 75.0% 67.4% 72.8% 85.2% 1,841 25.1%
Social Security 26.2% 32.9% 38.3% 33.6% 25.1% 2,415 33.0%
SSI 4.9% 4.9% 8.1% 5.9% 3.2% 1,228 16.8%
Public Asst. 2.9% 2.7% 5.7% 3.6% 1.2% 545 7.4%
Retirement 16.5% 20.9% 21.3% 22.0% 14.0% 546 7.4%
Unemployment 3.0% 3.3% 3.4% 3.7% 1.7% 282 3.9%
Other 1,147 15.6%
No Income 710 9.7%
%<$35,000 35.0% 61.3% 49.3% 38.4%
Total Households 7,330

Berkshire County’s Plan to End Homelessness Page 37

 GETTING HOME
Berkshire County’s Plan to End Homelessness
For more information, please contact:
Senator Benjamin Downing, (413) 442-4008
Daniel Dillon, (413) 236-4052
Dave Christopolis, (413) 445-4503 ext. 122
Brad Gordon, (413) 443-7138 ext. 16

Special thanks to Berkshire County Sheriff Carmen Massimiano for printing this publication.