2000 Best Practice Awards

2000-1222 Hazard Mitigation Control Program, Quincy's Floodplain Areas
Quincy, Massachusetts
Richard H. Meade (617) 376-1365

This program seeks to break the cycle of flood damage, reconstruction, and repeated damage. Clearly, seawalls were not an adequate hazard mitigation strategy in Quincy. the program consists of three strategies: housing retrofitting, housing acquisition and demolition; and public works improvements. The housing retrofitting component provides funding to retrofit, floodproof or elevate residential properties that are prone to coastal and riverine flooding. eligible activities include the elevation or relocation of heating systems, electrical panels, water heaters, and appliances above the base flood elevation within the existing house, the construction of new utility rooms typically attached to the existing structure, the elevation of residential structures above the reaches of flood waters through fill, elevated foundations, sheer walls, posts, piles and pier foundations and related insulation, plumbing, wiring, utilities and site work. FEMA funded 50% of project cost (increased to 75% in 1999), not to exceed $15,000 with the remainder financed with CDBG loans and/or homeowner funds. The mitigation measure must meet FEMA standards and the State Building Codes. These homes should carry flood insurance. Some properties did not justify retrofitting but would continue to have flood damage. The City therefore acquired and demolished the building. One such property was a vacant and substandard house that was built on a very small conforming lot. The house needed a foundation but had to be moved to the side for the foundation to be constructed. The house was too fragile to move and the cost of retrofitting would have been cost prohibitive. The City also acquired a four-unit apartment that was evidently substandard and always flooded. The City will fund the acquisition of replacement housing for the low-income tenants. A third strategy was the implementation of public works projects in neighborhoods where several houses have suffered repetitive losses from water. One project was the $500,000 Hollis Avenue Drainage Project that benefited 45 homes in a low-lying area. An adjacent major street, Quincy Shore Drive, was at a higher elevation than the neighborhood and acted as a dike. Runoff waters from the high tides and storms collected in the low area, causing flooding. the city's DPW therefore implemented a mitigation strategy consisting of upgrading the drainage system and installing a small pumping station that is triggered only during intense storms and high tides just before the area flooded. [Click here to view more photos.]

2000-1465 Massachusetts Housing Finance Agency (MHFA)*
Boston, Massachusetts
Ann Anderson (617) 854-1077

Working with HUD FHEO FHIP funding, the Massachusetts Housing Finance Agency (MHFA) has developed a successful training program for housing providers and consumers, on reasonable accommodation for persons with disabilities. MHFA has presented this program across the country. The features of the program include:

• An interactive, small-group, discussion format that allows participants (providers, consumers, and advocates) to learn from each other, with a trained facilitator to provide additional information.
• Up-to-date resource materials (by state) including the disability accommodation requirements of the federal and state fair housing laws, for housing providers and consumers.

MHFA not only developed the training methodology and has conducted many training sessions in Massachusetts, but has also taken this program to many other states, conducted train-the-trainer sessions and provided handbooks covering both federal law and the laws of each state. The training is conducted throughout Massachusetts several times a year and has been conducted in at least 17 other states to date. MHFA not only developed the training methodology and has conducted many training sessions in Massachusetts, but has also taken this program to many other states, conducted train-the-trainer sessions and provided handbooks covering both federal law and the laws of each state. The training is conducted throughout Massachusetts several times a year and has been conducted in at least 17 other states to date.

2000-2409 STAVROS Center for Independent Living, Inc.
Amherst, Massachusetts
James Kruidenier (413) 256-0473

Conducted a Statewide Accessibility Survey Program. The agency established a statewide accessibility survey program that evaluated newly constructed residential properties (built after March of 1991) to determine whether or not they were constructed in compliance with the Fair Housing Act. STAVROS recruited a representative from each Independent Living Center (ILC) representing a specific region of Massachusetts in order to ensure a statewide sampling. Each ILC was provided with an accessibility survey tool; and the completed surveys were sent to STAVROS. Once the completed surveys were sent into STAVROS the properties that were determined to be in violation of the Fair Housing Act were reported to HUD for legal actions. A similar process could also be initiated for existing Title VIII entries that were built prior to March 1991 to determine whether or not they were in compliance with Section 504 of the Rehabilitation Act. Assessment tools have been developed for this activity.

2000-2806 Quincy First Time Home Buyer/Local Lender MOU
Quincy, Massachusetts
Richard Meade (617) 376-1373

A Memorandum of Understanding was executed on April 10, 2000 between the City of Quincy through its Department of Planning and Community Development along with HUD, The Massachusetts Department of Housing and Community Development (DHCD) and several local lenders including: Bank of Canton, Citizens Bank, Colonial Federal, Consolidated Mortgage Services, Inc. Eastern Bank and Fleet Boston. The agreement sets forth the responsibilities of the parties regarding the First Time Home Buyers Program which has three major components:

1. downpayment and closing assistance where the City will contribute up to a total of 5% of the purchase price from the HOME funds,( with 4% allocated towards the buyer downpayment and 1% towards the closing cost);
2. the City will contribute up to an additional 5% of the purchase price from DHCD's HOME funds; and
3. a Soft Second Loan component, wherein the private mortgage financing from the participating Lenders is broken into: a.) a 75% maximum first mortgage and b.) a 20 % maximum second mortgage. which receives interest subsidy payments for the first 10 years, and is further protected by DHCD/Massachusetts Housing Partnership Funds loan loss reserves.

The lenders are not only committed to ensuring Equal Opportunity regardless of race, creed, national origin, religion, age or gender, but also committed to working in conjunction with funding from the City of Quincy, HUD's HOME Investment Partnership Program, and the Massachusetts Department of Housing and Community Development to make this program successful.

2000-2656 GrandFamilies House
Boston, Massachusetts
Janet Van Zandt (617) 266-2257

GrandFamilies House is the first housing in the nation specifically designed to meet the physical and social needs of a growing family type: grandparents who raise grandchildren without parents present in the home.

The GrandFamilies House offers twenty-six two, three and four bedroom apartments to low and moderate income families headed by grandparents.

The units offer architectural and programmatic features designed specifically for elders and children, including grab bars in bathrooms, child-proof features and a playground within view of unit windows.

On-site the YWCA (a GrandFamilies partner) offers the Generations Learning Together (GLT) programs. GLT includes a pre-school, after-school and computer learning center, all designed with innovations that include grandparents in the learning experience with grandchildren. The YWCA also offers day care for children (off-site) that prioritizes the GrandFamilies households.

Lastly, the YWCA holds specially designed exercise programs, Senior Strength, specially designed to tone muscles, relieve tension and provide a respite from the responsibilities of grandparenting

2000-2502 NEAHMA Drug Free Kids Program
Boston, Massachusetts
Warren J. Mroz (617) 565-5414

The New England Affordable Housing Manager’s Association (NEAHMA) coordinates an anti-drug program aimed at children residing at member properties. This represents 76 members, over 800 properties and 75,000 units across New England. They strongly encourage and support participation in the "AHMA Drug Free Kid" poster contest which is a national poster contest. The winning children and their anti-drug posters are featured in a calendar distributed across the country. NEAHMA also sponsors an annual drug free kids day which includes anti-drug education, entertainment, speakers (peers and mentors) and activities all with an anti-drug message. They also have started a speaker/mentor program which sponsors on-site anti-drug talks (including questions and answers) to children.

2000-1471 CDC Initiative on Boston Housing Authority Infill Properties
Boston, Massachusetts
Mathew Thall (617) 338-0411

The Boston Housing Authority (BHA) owned 44 scattered-site units (22 duplexes) in the Roxbury and Dorchester neighborhoods of Boston. The units had been built in the late 1960s and early 1970s and had five bedrooms--perfect for large families. Of these units, about half were occupied by public housing tenants as of mid-1999. The other half had been deemed irreparable and had remained vacant. These vacant homes, in particular, presented a challenge for BHA and for the city as a whole. With privately owned vacant homes in the area being bought and renovated, the need to do something with the BHA homes was becoming increasingly obvious--but BHA lacked the resources to rehabilitate the homes. Enter four community development corporations (CDCs) supported by the Boston office of the Local Initiatives Support Corporation (LISC). These CDCs saw an opportunity to turn the vacant homes into units for low- and moderate-income families. BHA's leadership was receptive to the idea and encouraged the partnership to respond to BHA's RFP for disposition and redevelopment of the properties. The result: On May 3, 2000, BHA announced an initiative whereby it will convey all of the 44 units to the four CDCs, dividing them up among the four. The CDCs, in turn, will renovate the vacant units and offer them for eventual sale to low- and moderate-income first-time home buyers. The units currently occupied by public housing residents will remain occupied by these tenants, who will continue to have priority to purchase the units at such time as they are willing and able to do so. Regarding sales of the vacant homes, the CDCs will give priority to current public housing tenants who qualify. Generally eligible low- and moderate-income applicants will be able to qualify as well. They will be selected by lottery. The partnership between these CDCs and BHA is unique, as is the relationship of the four CDCs to one another. The CDCs have chosen not to enter into a joint venture but rather to meet biweekly and work closely to achieve economies of scale as they renovate these homes and offer them for sale. For example, the CDCs have agreed to use a single architect, which will save money and obviate the creation of a "hodge-podge" effect as each property is renovated. Some of the CDCs will provide homeownership counseling; others are performing outreach to local residents, including public housing residents, to make them aware that homeownership counseling is being offered.

2000-1013 Lead Paint Abatement Program, Malden, MA

This best practice is a program which addresses serious lead-based paint problems and works towards making Malden, MA a lead free-community. As part of this, the program leverages funding so that as all houses in the area are brought up to code, they are abated of lead; units that are abated through this process must remain as affordable housing for at least the five years following. Unit owners obtain funding to do this abatement through low-interest (5 percent) loans—project staff indicate this appeals to more people, as well as recycles funding for the program (within the loan is a built-in grant, where owners may write off up to $10,000).

2000-1433 Mobile Resource Team (MRT)
Boston, Massachusetts
Philip F. Mangano (617) 367-6447

The Mobile Resource Team (MRT) is funded by a HUD SHP award to the Massachusetts Housing and Shelter Alliance (MHSA). MRT provides quality housing and employment search services that have assisted 746 eligible homeless individuals over 5 years to secure permanent housing and 856 to secure employment. MRT represents an unprecedented collaboration that fills a statewide gap in housing and employment services for homeless adults by establishing a mobile "team" approach providing direct and expert services to the broadest possible population. The MRT program has built specialized search and placement capacity throughout the state by identifying housing and employment resources, and sharing this information with local homeless service providers. This comprehensive statewide collaborative has enabled MRT to serve more than 2,370 individuals and to show consistent achievement beyond its projected goals of housing and employment/training placements. The key elements of MRT's record of success in housing and employment search are: Agency Elements Data collection and documentation. This is a key factor in examining program successes and lessons and building the capacity to tell MRT’s story. The rigorous data collection that MRT does as a requirement of HUD and other public funding provides insights across geography and service area. Standardized computer based data collection streamlines reporting and coordination, allows easy sharing of data and resources, and frees up more staff time for client service. Key lead agency resources. The South Middlesex Opportunity Council brings key agency assets to its work in leading MRT. SMOC operates shelters, treatment programs, permanent housing, and other employment and education programs. A key asset for MRT is the MASS CAN program, a job skill and training program for homeless individuals, which offers supervised practicums for clients in diverse areas such as chef trainee, computer rehab, commercial real estate property management apprentice, audio recording trainee, and legal office administration. Circles of communication for information sharing and management. MRT staff collaborates with shelter staff both individually and in regular monthly shelter staff case management meetings to discuss individual cases. All MRT staff spend a minimum of one day per week at their shelter office in order to facilitate walk-in referrals and communication with direct care shelter staff. MRT staff travel to transitional facilities and other regional homeless service providers on a weekly basis, meet with individuals, and direct care staff. Expert regional resources. MRT organizes its resources and knowledge along geographic lines: Western Massachusetts; Central Massachusetts; Metro West; and South Shore/Cape Cod. Each region is served by one housing specialist and one employment specialist who work with area shelters and transitional programs, and visit prospective employers and landlords. Each team is responsible to identify, develop, and maintain knowledge about resources including open waiting lists, new employers, subsidies, etc. Market knowledge. Centralized model develops expert knowledge that is then spread to the field. Development and maintenance of specific knowledge about regional housing markets. Concrete expertise in issues of housing availability, regional and local housing programs, and housing opportunity are primary contributors to successful housing placement. Service Elements Shelter and transitional base for 1:1 services. Intensive outreach where homeless people are located is critical; 90% of MRT clients are in shelters. This one to one work with individuals around their issues and needs helps in detailed identification of opportunities and challenges. Some people need deeper subsidies and job services; others need shallow short term assistance and help organizing a search. On-site service provision facilitates the referral process by placing program staff in close proximity to homeless individuals and shelter staff on a daily basis. MRT staff continually advertises available services to clients, and shelter staff makes referrals to MRT staff. Shelter residents also attend group workshops that introduce them to employment and housing search services, resources, and MRT staff. Client Assessment. Experienced search workers conduct assessments of client need to identify issues (back debts, need for education, CORI/criminal records issues, etc.) and current needs (disabilities, relation to work, etc.) for each person. Clients also have access to free voice mail to assist them in their search. Alternatives are available for individuals not yet ready to participate in services. Interested shelter residents must demonstrate minimal sobriety motivation to receive services. Individuals not yet ready to receive services can continue to attend weekly workshops. Strategic planning. Planning with the individual delivers the best customized strategy for accessing and maintaining housing and employment. Landlord expertise. This knowledge includes several key elements critical in placing individuals with no history in housing or employment or a complex history: 1) established relationships with landlords; 2) familiarity with applications for subsidized housing which make up a complex statewide process that is made easier through the use of expert knowledge and assistance; 3) tenant education about landlords that provides individual orientation to landlord expectations and issues for people newly moving beyond homelessness; 4) knowledge of lease issues supported by education for clients about leases and procedures; also assistance in negotiating leases for new tenants; 5) assistance and support on visits when search workers accompany clients to visit available units and negotiate paperwork; 6) continuing support through the availability of problem-solving during retention and follow-up. Rental assistance and subsidy resources. Search programs are strengthened by having housing assistance resources of their own to aid clients. MRT’s placement program has access to an array of deep and shallow subsidies sources for disabled and working, non-disabled individuals, including state assistance, Shelter Plus Care, Section 8 and more. Follow-up and housing stabilization services, including home visits. Followup and stabilization services to problem solve and support during 6-24 month period assist about 71% of clients in preventing a return to homelessness. Peer support groups. Regular meetings of former consumers who support each other in identifying services, activities, and strategies that work in their new neighborhoods, workplaces, and reintegration efforts. Services that are comprehensive and market driven. Employment search includes: intake and assessment on all homeless individuals referred to the program; comprehensive workshops in employment topics such as: interviewing skills, resume preparation, short-term career goals, workplace success, job targeting, job applications, CORI/criminal record issues, time management, computer basics, survival skills, dealing with change, choosing whom to work for, workplace relationships, organizing a job search, stress management, mock interviews; on-going counseling on job search progress; information on regional skills training programs; on the job training placements; housing assistance assessments. Because MRT sees computer literacy as a major component of job readiness, the program installed PCs (refurbished by homeless students in the MASS CAN program) at all MRT sites to allow unrestricted access for clients. Homeless specific support services. MRT offers transportation assistance to clients during search and early phases of employment/relocation. Also offered is a limited form of client assistance to help purchase work clothes/uniforms, tools, pay security deposits, etc. The standard payment is $200, provided in exchange for 24 hours of community service designed to build self-esteem. Ongoing accessibility for clients and former clients. Staff provides ongoing tracking and support for up to six months to continually address each individual’s needs and capacities. Each MRT participant maintains weekly contact with his/her employment and/or housing specialist in order to modify goals as needed, work together towards these goals, and provide supports that help guarantee participant success. As part of this ongoing support, participants may change their vocational goals, need to relocate closer to work or after completing training require assistance in their job search.

2000-928 Next Step Home Program
Fall River, Massachusetts
Kathleen Schedler-Clark (508) 679-0131

Next Step Home is a supportive housing program which provides supportive services to 50 individuals/families who were homeless in Fall River and who are in the following target populations: in recovery from chronic substance abuse, living with HIV/AIDS, survivors of domestic violence, and/or living with mental issues. Next Step Home participants receive scattered site subsidized housing through the City's Shelter Plus Care program.

2000-2474 Community Business Network (of Boston, MA)
Boston, Massachusetts
Joseph A. Kriesberg (617) 426-0303

The Community Business Network is a collaboration of 10 Boston CDCs working together with private and public sector entities to provide technical assistance and access to capital to
low/moderate income and minority entrepreneurs. By sharing staff, resources, and expertise, the CBN collaboration allows us to deliver a higher quality service, to more entrepreneurs, at lower cost. We can provide assistance to entrepreneurs with such issues as business planning, financial management, humanresources, and access to capital. We have partnerships with more than a dozen separate lenders, including banks,government agencies, and non-profit CDFIs. We provide our services in seven languages and we have a physical presence in 10 neighborhoods across the City of Boston. We work closely with the City of Boston's Empowerment Center and we receive funding through the Center (CDBG funds).

2000-2791 Housing at Sand Point
Boston, Massachusetts
Mari E. Adams (617) 565-5416

In the mid-1990s, the U.S. Navy decommissioned the 151-acre Sand Point Naval Station. Following a three-year re-use planning process involving neighborhood groups, civic organizations, and homeless service providers, the property was transferred to the city of Seattle for the provision of housing, supportive services and employment opportunities for people who are homeless. The Sand Point Community Housing Association, under a master lease with the city, has overseen the redevelopment of the former Naval Station which will result in 200 units of transitional housing for the homeless. In early 2000 Phase I was completed and consists of 26 units for families with children managed by SPCHA; 6 units for young mothers and their children, 8 units for youth ages 16-18, and 8 units for youth ages 18-21 all managed by Friends of Youth and Youthcare; and 41 units for single men and women managed by the Low Income Housing Institute

2000-1915 Eco Industrial Park Workshop
Boston, Massachusetts
Martin J. Nee (617) 565-5192

The Eco Industrial Park Workshop was an intensive one-day conference to introduce the Eco Industrial Park (EIP) concept to community developers. EIP’s perform in harmony with communities and their physical environments by reducing industrial waste and use of fossil fuels and raw materials, while increasing efficiency and profit. In addition to explaining the EIP concept and benefits, lecturers detailed ways federal programs could assist in the creation of EIP’s.

2000-2918 Center Name:* Holyoke Neighborhood Networks Center
Boston, Massachusetts
Morella J. Lombardi (617) 565-5441

The Holyoke Neighborhood Network Center, Inc. (NNC) is a computer access organization featuring the innovative "Learn-It, Fix-It, Teach-It, Own-It" approach to computer literacy. Started in December 1999 with a small federal grant, over 70 members of the community, — among them, business owners, single mothers and their children, heads of MIS departments, local college students — combined their efforts to transform this once empty bank building into a modern, light-filled computer facility. Out of their own generosity and desire to establish a community computer center in Holyoke, these volunteers laid new carpet, installed electric wiring, built offices and workshops, painted walls and scrubbed windows, ultimately creating a state-of-the art facility. Today, the Center features 20 networked computers, each with high-speed Internet access, and over 50 installed educational software programs. Nearly 200 registered members use the facility and over 100 volunteers help teach, build and repair computers. Sixteen non-profit and educational organizations utilize the Center on a regular basis. Demand from both individual and groups is steadily growing. The Center is also one of the largest computer recycling facilities in the country, and is now an established drop-off site for hundreds of donated computer systems. This hardware is refurbished with the assistance of volunteers, and then distributed without charge to volunteers and non-profit organizations in need of computers. Computers are also recycled and built to order for sales to the general public in order to raise some revenue for the center. Topping the list of the Center’s many achievements is the fact that it continues to be a grassroots operation, which serves to attract precisely the kind of people who might otherwise be intimidated by computers or the prospect of enrolling in a course. On any given day, for example, it is not unusual to see a group of 16-20 year old young men working on computers in the basement, while a group of elder women are upstairs logging on to the Internet, assisted by local college students who are involved in a Community Service Learning program. Although all users are encouraged to develop new skills with every visit, they are also paired with even newer learners and encouraged to pass on these skills, allowing the Center to rely on its own membership to serve as a teaching resource, These ‘teachers’ are very effectual because they understand the perspective of the newer learner and serve as an inspiration to their students that learning computer skills is an attainable goal.

2000-742 Healthy Public Housing: Resident Health, Energy Efficiency and Public Housing
Boston, Massachusetts
Sandra B. Enriquez (617) 988-4000

The project is designed to improve resident health and safety, housing quality, environmental conditions, and energy efficiency by using a holistic framework that acknowledges the interconnections between the health of residents and the condition of their housing and the role of residents in achieving healthy public housing. This project will focus on the Boston Housing Authority's developments and brings together the BHA, residents of the BHA, neighborhood health centers and the Public Health Commission, energy analysts, housing experts and three Boston Schools of Public health(Boston, Harvard, and Tufts Universities).

2000-1722 Ten Most Ten Most Wanted Drug Den Program and the Wanted Drug Houses Task Force
Boston, Massachusetts
Charlotte Golar Richee (617) 635-4352

To target the ten worst occupied drug houses in the City, close them down, then, if needed renovate the buildings. As drug buildings are closed other drug houses are added To the Ten Most Wanted rolling list of targeted drug houses. Up until 1990 the conventional wisdom held, that only law enforcement agencies were held responsible for closing down a "drug house" and no one was responsible for renovating a boarded up former drug house Important Aspects of the Task Force: To target the worst "Urban Drug Houses" where police are expending a lot of man hours, where there have been a lot of 911 calls about a particular building or neighborhood residents have identified a building where they believe drug activity is occurring. For the next several weeks the Boston Police Department’s (B.P.D.) Drug Control Unit investigates the drug house. While they are doing that, the program coordinator collects information on the building and its owner. When there is an arrest made the B.PD. notifies the property owner, that an arrest has been made in their building. Previously the B.P.D. depended on outdated Assessing Department information, but the Task Force has developed resources to find the property owner in over ninety per cent (90%) of the drug houses they work on. If after several weeks of investigating a suspected drug house the B.P.D.’s Drug Control Unit feels there is drug activity, but they can’t get enough for a search warrant other options are then explored by the Task Force. Those options include requesting the Inspectional Services Department (I.S.D.) to inspect the property for building or housing code violations. Also, if we have determined that the Boston Water and Sewer Commission has in the normal course of their procedures turned off service due to non-payment the Task Force notifies I.S.D. of this violation of the State Sanitary Code. If I.S.D. confirms that their indeed is no water service at the location the will order the house condemned and vacated, because" the property is unfit for human habitation". Longer term steps involve the Task Force actually having the City of Boston expediting foreclosure for non-payment of property taxes or, if the situation is deemed critical to stopping the drug activity the Department of Neighborhood Development will authorize one of its developers to purchase the building. As a last resort the Task Force will request the Drug Enforcement Administration and the United States Attorney’s Office to begin forfeiture proceedingsagainst the property. enough detail to provide a basic Important Aspects of the Drug Den Renovation Program To renovate selected properties closed by the Task Force, which, are critical to restoring hope to a neighborhood previously devastated by drug activity. Because of the early success of the Task Force in closing and boarding up drug dens. Most of these drug dens were in "partnership areas", that D.N.D. was working in trying to build affordable housing. As a result of having staff working on the Task Force D.N.D.’s Housing Division now was aware of thehistory behind these boarded up buildings and their importance to the community. Drug Dens are renovated in three ways 1) By the Ten Most Wanted Drug Den Program, which is primarily funded through H.U.D.’s Community Development Block Grant Program. 2) If the Drug Den Program can’t fund or renovate a drug den other D.N.D. Programs may utilize these boarded up drug dens for other housing or commercial programs. 3) Finally almost forty per cent (40%) of the buildings renovated or in the process have been done by private developers without assistance from either state or federal agencies.

2000-2556 The City of Boston's Don't Borrow Trouble Campaign
Boston, Massachusetts
William F. Cotter (617) 635-0458

The program’s goal is to create educated homeowners who seek assistance and advice, understand their financial options, and know how to avoid mortgage pitfalls. This consumer education initiative will reduce the number of instances where homeowners borrow more than they can afford. The Boston "Don’t Borrow Trouble" Campaign is a comprehensive program to prevent this type of predatory lending in the City of Boston. It has two primary components, a creative multi media consumer awareness campaign designed to alert homeowners to the risks associated with predatory mortgage lending and a homeowner education, counseling and referral system to help homeowners evaluate (often unsolicited) mortgage offers or to avoid foreclosures precipitated by predatory mortgage loans.

2000-713 Landlord Training/Support
Chicopee, Massachusetts
Jean Kidwell (413) 594-1486

In the summer of 1999 the City of Chicopee, at the direction of Mayor Richard J. Kos, convened a group of rental property owners from the Willimansett neighborhood, the so called "absentee landlords," to identify their concerns and need aslandlords and to develop a rental housing plan that supports their efforts to improve the neighborhood and the condition of rental housing. The work was funded in part by the Massachusetts Housing Partnership and the Community Development Block Grant. Out of their work came a series of recommendations, called the Willimansett Action Plan, which emphasize the role of the private landlord in providing affordable housing and maintaining the quality of life in the City's neighborhoods. The recommendations included: 1) An on-going series of landlord trainings in issues such as tenant screening, evictions, fair housing and ADA compliance to be conducted on a regular basis by the regional housing agency, the Hampden- Hampshire Housing Partnership. 2) One-on-one counseling for landlords who are in trouble to work them through the situation. 3) Release by the Chicopee Police Department of a monthly list of drug arrests to be given to the local landlord association. The Associate in turn will inform their landlord members of the arrests. 4) Chicopee Police will support landlords in court with evictions for drug arrests. 5) Quarterly reports from the Police Department forOCD to review for patterns of crime and complaints, to identify problem areas and to work with landlords in correcting neighborhood nuisance issues. 6) Formation of a problemproperties committee made up of municipal departments such as building, health, planning, law, community development, police and fire. Committee meets monthly to improve communications between departments and to jointly address problem properties whether through code enforcement, housing renovations, or demolition. 7) Technical assistance provided by OCD to private landlords in applying for public funds. Private non-profits have developed the expertise and have in-house staff which enables their agencies to maneuver through the "governmental bureaucracies" and use public funds. Recommendation was to make programs "user-friendly" for the small, local private landlord who is struggling to do a good job.

Content Archived: April 20, 2011