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Housing Families, Inc.

 919 Eastern Avenue
 Malden, MA 02148
[P] (781) 322-9119
[F] (781) 322-9292
[email protected]
Laura Rosi
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 Printable Profile (Summary / Full)
EIN 04-2925846

LAST UPDATED: 02/06/2019
Organization DBA Tri-City Family Housing, Inc.
Former Names TriCity Family Housing (2005)
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

Housing Families works to end family homelessness in the communities we serve. We do this by providing safe, temporary shelter, creating affordable housing, and offering individualized supportive services to family members of all ages. We respect each family in its journey toward greater security and stability.

Mission Statement

Housing Families works to end family homelessness in the communities we serve. We do this by providing safe, temporary shelter, creating affordable housing, and offering individualized supportive services to family members of all ages. We respect each family in its journey toward greater security and stability.

FinancialsMORE »

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $6,796,875.00
Projected Expense $6,640,522.00

ProgramsMORE »

  • GREAT Youth and Families Program
  • Homeless Prevention Program
  • Permanent Property
  • Pro Bono Legal Services
  • Shelter

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

Housing Families works to end family homelessness in the communities we serve. We do this by providing safe, temporary shelter, creating affordable housing, and offering individualized supportive services to family members of all ages. We respect each family in its journey toward greater security and stability.

Background Statement

In 1986, community members concerned about the crisis of homelessness among families in the North Shore cities of Everett, Malden, and Medford created what is now Housing Families Inc. In response, the Broadway Shelter opened in 1987 providing shelter and case management services for four families. Since then, Housing Families expanded it services to include a children’s after school program, an eviction prevention program, a housing stabilization program, and a pro bono legal services program. The agency has grown into one of the largest operators of affordable housing for homeless and very low-income families in Massachusetts.

Here are a few highlights about HFI:

  • In 2013, Katie Volk, of the Center for Social Innovation, acknowledged Housing Families' GREAT Youth and Families Program as "one of the best programs in the country for homeless children." 
  • Barbara E. Schwartz,  Director of our GREAT Youth and Families Program, is a past recipient of the Sue Heilman Award for Excellence from Horizons for Homeless Children.

  • In July of 2010, Housing Families Eviction Prevention program was recognized by the National Alliance to End Homelessness as taking an innovative approach to combat homelessness.
  • In 2015, HFI absorbed a Pro Bono Legal Services Program from an anti-poverty agency that closed. This program alone serves over 500 households per year. Legal services, housing stabilization, and eviction prevention services combined make up what is now Housing Families' Homeless Prevention Program - serving over 750 households per year and operating 70 units of affordable housing.

Impact Statement

In FY 2018, Housing Families achieved the following results:

  • Service to 1,009 families agency-wide - more families than ever before
  • Prevented evictions for 261 households
  • Provided free legal service to 637 households
  • Served 836 families through the Homeless Prevention Program

In FY 2018, the GREAT Youth and Families Program proudly served 213 children and 74 parents. These children—who received individualized service and support from program staff, graduate student interns, and community volunteers—made marked improvement in their cognitive and non-cognitive (“soft”) skills throughout the year. Most notably:

  • 91% of children exhibited improved emotional skills
  • 84% of children exhibited improved social skills
  • 87% of children exhibited improved academic skills (or maintained already positive academic performance)

Needs Statement

To ensure that Housing Families continues to offer high-quality services to best help families experiencing homelessness in Massachusetts, the agency has identified the following primary needs:  

1. Operational funding for enhanced program design, staffing, and transportation as we work to double our GREAT Youth and Families Program (GYFP), which offers therapeutic after-school tutoring, counseling, and enrichment services to homeless children in Greater Boston.
2. Program support for our Pro Bono Legal Services Program, which provides legal advice, information, advocacy, referral, and representation to low income residents seeking assistance with civil law problems related to housing, family law, immigration, consumer law, and other matters.
3. Program support for homelessness prevention programs, including support for staff (crisis intervention, housing search, and case management), and flexible funds to provide short-term rental assistance for families.
4. Volunteers to help further our mission to end family homelessness. Housing Families depends on volunteers to provide one-on-one tutoring to the children in our programs, assist with administrative tasks and projects, participate in events and drives, and maintain our emergency shelter and low income housing units.

CEO Statement


Housing Families Inc. is creating a movement: we believe that every family deserves a safe, affordable home, services to ensure healthier and more successful futures, and we are willing to amplify our voices and affect change in our communities.

As of June 30, 2017, the 3,545 families with children and pregnant women in the Massachusetts Emergency Assistance system, a system at full capacity, which leaves thousands of families unsheltered. Of the more-than 8,900 families who applied for assistance in in Massachusetts in FY 2017, only 53% received shelter or diversion support. Furthermore, in Massachusetts, there are only 46 affordable housing units available for every 100 households in need of affordable housing. There is an average wait of 8 years to receive a Section 8 housing voucher in Massachusetts.

The scarcity of shelter and housing puts thousands of families at-risk of sleeping on the streets, in their cars, or in situations not fit for human habitation. It is critical to help families remain in their housing and find other means toward self-sufficiency. Eviction prevention services, with an average one-time cost of $2,500 per family, save the Commonwealth taxpayer an average cost of $37,500 annually per family in shelter. In addition to being cost-effective, eviction prevention services save families from experiencing the trauma of homelessness.

HFI receives nearly 1,000 calls each year from individuals and families that the agency cannot serve. Increased access to homelessness prevention services—including case management, landlord mediation, and pro bono legal services—is central to keeping more families in their homes.

Without proper services, the next generation faces the same imminent risks. The majority of parents and children who experience homelessness have experienced numerous traumatic events—including domestic and sexual violence, job loss, substance abuse, medical emergencies, and long-term disabilities, to name only a few potential factors.

HFI has four program areas. Shelter provides baseline survival to 100 homeless families while we support them to find their own permanent housing. Our Housing provides a permanent stability to 70 formerly homeless families. Our Homeless Prevention Program provides legal services to 400 households annually to prevent homelessness in the first place. And our Great Youth and Families Program provides therapeutic afterschool programming to 90 homeless, formerly homeless or at risk children each week to help them stabilize during and after their difficult trials.

Since our inception in 1986, we’ve transformed the lives of over 3,000 women, men, and children and yet there is still more to be done. I invite you to visit and experience our movement firsthand.


Board Chair Statement


Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
City of Boston- Allston/ Brighton
City of Boston- Charlestown
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Hyde Park
City of Boston- Mattapan
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- West Roxbury
City of Boston- Citywide (Indiv. neighborhoods also listed)
We serve the state of Massachusetts with upwards of 98% of families residing in Greater Boston, the North Shore, and the South Shore. More than 70% of families originate from (prior to being sheltered or housed with Housing Families) the cities of Malden, Everett, Boston, Revere, Chelsea, and Medford.

Organization Categories

  1. Housing, Shelter - Homeless Shelters
  2. Youth Development -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



GREAT Youth and Families Program

Housing Families’ GREAT Youth and Families Program—where Growth, Resilience, Empowerment, Acceptance, and Trust are fostered every day—serves children, youth, and adults who have experienced homelessness or are at risk of homelessness. Children and youth receive tutoring, counseling, and age-based therapeutic arts services, as well as educational advocacy services. Parents participate in counseling services, therapy groups, and parenting classes to learn parenting skills and heal from their own trauma.
Budget  $636,242.00
Category  Education, General/Other Afterschool Enrichment
Population Served Homeless Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 

· Children served through the GREAT Youth and Families Program will exhibit academic and social-emotional progress and heal from toxic stress

Program Long-Term Success  The ultimate goal of the GREAT Youth and Families Program (GYFP) is to provide academic and therapeutic services to homeless and formerly homeless children so that they can overcome the toxic stress that accompanies homelessness, improve in school, and experience success throughout their lives.
Program Success Monitored By 
Housing Families utilizes Social Solutions' Efforts to Outcomes software to compile and track client data, challenges, and successes.

Program staff utilize the Survey of After-school Youth Outcomes, a nationally-recognized assessment tool, to accurately determine quantifiable measures to assess the impact of the program on student performance. In addition, staff utilize the Assessment of Afterschool Program Practices Tool (APT), another nationally recognized tool directly linked to SAYO that is used to measure a program’s quality of service.

Examples of Program Success 

In FY 2016, GYFP served 174 children--more children than ever before. 105 children participated in regular, intensive academic and therapeutic services, 43 of whom received the above-mentioned increased service “dosage”. An additional 69 children participated in more peripheral services such as camp, Saturday School, etc. Additionally, 100% of children served exhibited emotional gains, 94% exhibited social gains, and 93% exhibited academic gains.

Homeless Prevention Program

The Homeless Prevention Program assists more than 200 families who have lost housing to successfully retain long-term, affordable housing, and to prevent families from losing their housing in the first place. Case managers work with families to help them integrate into the community, boost income by increasing earning power, maximize social subsidy benefits, and connect to community health and wellness providers. The Homeless Prevention Program also works with families to resolve disputes with landlords and prevent evictions.
Budget  $1,362,748.00
Category  Housing, General/Other Housing Support
Population Served Homeless Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 

- Families will be stably housed and avoid evictions

- Families will increase their financial stability and job skills

- Families will develop a network of health care, social service, mental health, substance abuse, and education providers to address their individual needs

- Families will improve their tenancy skills and relationship with their landlord

Program Long-Term Success  The goal of the Homeless Prevention Program is provide families with the support services they need to stabilize families in their homes and avoid evictions.
Program Success Monitored By 

Housing Families utilizes Social Solutions' Efforts to Outcomes software to compile and track client data, challenges, and successes.

Examples of Program Success  In FY 2016, Housing Families provided Stabilization and Eviction Prevention services to 242 families, and has prevented 649 evictions since the program's inception in 2008.

Permanent Property

Housing Families manages 70 apartments for extremely low income families. Most families pay no more than 30% of their income for rent. More than half of these families have a disabled head of household, and virtually all have experienced significant instability over multiple years.
Budget  --
Category  Housing, General/Other Affordable Housing
Population Served Families Homeless People/Families with of People with Disabilities
Program Short-Term Success  Success is determined by the long-term operation and maintenance of these units.
Program Long-Term Success  Success is determined by the long-term operation and maintenance of these units.
Program Success Monitored By  Success is determined by the long-term operation and maintenance of these units.
Examples of Program Success  Housing Families has grown from an agency with 4 shelter units, to an agency with a 170 unit portfolio (emergency shelter and affordable housing units). The organization continues to explore expansion efforts for its housing portfolio.

Pro Bono Legal Services

The Pro Bono Legal Services Program (PBLSP) provides no-cost legal representation, advocacy (working between the client and another party outside of a courtroom), advice, information, outreach, and referrals to low-income people who would otherwise struggle to gain access to legal services. The Pro Bono Legal Services Program also maintains a presence in the Malden and Somerville District Courts, and offers monthly workshops and seminars for older adults in the Medford Senior Center and the Everett Office of Human Services. The rate of poverty in these communities is higher than the state average of 11.6% (16.8% in Malden, 13.8% in Everett, and 10.5% in Medford for example). The economic condition in these communities reinforces the need for free and reliable legal guidance by the PBLSP and is why Housing Families is dedicated to the program’s success.
Budget  $199,213.00
Category  Crime & Legal, General/Other Legal Services
Population Served Homeless At-Risk Populations Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  The PBLSP’s goal is to help very low-income residents from Malden, Medford, Everett, Wakefield, and Melrose (and some referred from Chelsea and Revere) to be informed about and secure basic civil rights under the law that they otherwise would not access. Housing Families recognizes that families often need more than temporary legal support to gain sustainability, and as such the PBLSP is supported by the agency’s goal to provide families with comprehensive case management and support services.
Program Long-Term Success  Long-term success will be demonstrated by clients consistently meeting program goals, growth of clients served, and linking clients to community services, all of which contributes to Housing Families' mission that every family has safe, stable, affordable housing.
Program Success Monitored By  Generally, program success will be measured by the number of low-income people and households served. PBLSP has a long history of meeting community need with 95% of clients who request assistance receiving services through legal representation, advocacy, advice, information, outreach, and/or referrals; and, 85% of program participants improving their access to other available community benefits including utility assistance, health care, and other supportive services.
Examples of Program Success  In FY 2016, PBLSP provided 1,259 low-income households with legal services. The PBLSP focused on landlord/tenant issues. Including all different levels of services, the PBLSP opened and closed a total of 1,010 cases. Of the closed cases, the PBLSP provided 885 instances of brief advice, information, and referrals for landlord/tenant, consumer, family, and wills issues. Of the closed cases, the PBLSP provided 125 instances of advocacy or representation with consumer, landlord/tenant, wills, and other civil matters.


Housing Families operate 100 self-contained apartments as shelters for homeless families. These units are located in Malden, Revere, Medford, Everett, and surrounding communities. Shelter units are designated to one individual family and include a private bath and kitchen. Families receive intensive case management, comprehensive housing search assistance, financial management skill-building, referrals to mental health services, and other case management and social services. The ultimate goal of the program is to assist families in overcoming barriers in obtaining and retaining long-term housing, and to help families find safe, affordable housing as quickly as possible.
Budget  --
Category  Housing, General/Other Emergency Shelter
Population Served Homeless Families At-Risk Populations
Program Short-Term Success 
- Families will be stably housed and avoid evictions
- Families will increase their financial stability and job skills
- Families will develop a network of health care, social service, mental health, substance abuse, and education providers to address their individual needs
- Families will improve their tenancy skills and relationship with their landlord
Program Long-Term Success  The ultimate goal of the Emergency Shelter Program is to provide families with the support services necessary for them to attain and retain permanent affordable housing.
Program Success Monitored By  Housing Families utilizes Social Solutions' Efforts to Outcomes software to compile and track client data, challenges, and successes.
Examples of Program Success  - In FY 2016, Housing Families served 179 families in its emergency shelter units and transitioned 64 families from emergency shelter and temporary housing to permanent affordable housing

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. Ed Cameron
CEO Term Start Jan 2017
CEO Email [email protected]
CEO Experience With over twenty-nine years of experience in the nonprofit and government sectors, Ed Cameron joined Housing Families in January of 2017. Ed brings a wealth of knowledge and experience around issues of homelessness from his time at Horizons for Homeless Children, the Pine Street Inn homeless shelter, and most recently at Community Teamwork in Lowell, where Ed worked for eleven years. His work in government includes time with Mayor Tom Menino in the City of Boston’s Emergency Shelter Commission and a position as a City Councilor in Newburyport, which he holds to this day. Ed has a Master’s in Business Administration in Public and Nonprofit Management from Boston University and a Bachelor of Arts in Government from Clark University in Worcester. A Massachusetts native, Ed grew up in Bridgewater and lives with his wife Susanne and daughters Anna and Lucy in Newburyport.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Ed Cameron Jan 2017 Jan 2019
Jim Goebelbecker Nov 2009 July 2016

Senior Staff

Name Title Experience/Biography
Ed Devenne Director of Finance --
Laura Rosi Director of Housing and Advocacy Laura Rosi began working with Housing Families in 2008. Her passion working on housing and homelessness issues began when she worked as a Housing Advocate helping the families in shelter obtain permanent housing. Working at this level enabled her to understand the families’ needs at a deeper level and identify many systemic inefficiencies and inconsistencies tied to subsidized housing which prompted her to become active in advocacy and policy.Currently, Laura is the Director of Housing and Advocacy. As part of her role, she facilitates a Family Advocacy Group and coordinates the annual Legislative Breakfast to help families get their voices and stories out to the public and advocate for changes to help other homeless families.Laura is a graduate of Suffolk Law School, and in her spare time has worked on pro bono Domestic Violence and Special Education projects. She is a board member of Homes for Families, and a member of the Real Estate/Affordable Housing Section of the Boston Bar Association. - See more at:
Barbara Schwartz Director of GREAT Youth and Families Program

Barbara is a Licensed Mental Health Counselor who received her Bachelor of Arts degree from Wesleyan University and her Master of Arts in Counseling Psychology from Lesley University. Barbara has worked at Housing Families for more than 23 years. In this time, she has expanded the program from a part-time service with no additional staff, to a full-time program operating five days per week, with three full-time staff and more than 50 volunteers. In addition, she expanded the program to include counseling, therapeutic arts groups, and clinical supervision to graduate school interns.

More recently, Barbara has worked to improve volunteer and intern training to ensure that they are fully prepared to work with children who have significant or serious social and emotional challenges. Barbara has also been essential to building the program’s community relationships. Barbara has begun offering trainings to Malden Public Schools to best prepare staff to work with homeless children. In addition, in FY 2013, Barbara worked with Malden Public Schools to provide therapeutic groups at their Saturday School program for homeless and formerly homeless children and youth. The program successfully served 40 children and youth. Beginning in FY 2014, Barbara became responsible for running the entire program, including hiring, training and supervising academic and therapeutic staff.

Raeann Whelan Director of Development --


Award Awarding Organization Year
Sue Heilman Award For Excellence Horizons For Homeless Children 2004


Affiliation Year
Associated Grant Makers 2009
AFP (Association of Fundraising Professionals) 2007
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


HFI is not just a nonprofit organization, but a community impact organization. Individuals, corporations, and foundations invest in our agency based upon their trust and confidence in our ability to provide efficient and effective service to the community. The return on investment is a community where families have the foundation of support to achieve their individual and collective goals.

We can only provide effective services if our staff feels they are properly trained, emotionally supported, respected, and individually appreciated for their efforts to work towards ending family homelessness. We will strive to achieve these objectives as well as continue to cultivate an organizational culture that embraces continuous learning and improvement.

HFI benefits from a great reputation for quality service with our local client families, municipalities, politicians, community partners, and general community. I believe we can leverage our reputation for additional social benefit, recruit board members, create an advisory council, and increase our pool of volunteers to enhance and thoughtfully expand services to meet the needs of the community.

We serve 150+ children per year in our GREAT Youth and Families Program (GYFP) but there is a demand for us to serve 200+. GYFP responded to the increasing demand and significant issues of the population by increasing the number of graduate school counseling interns from 3 to 10, hired more highly skilled staff, and offered additional trauma informed programming and trainings for volunteers. 

As we place more people into permanent housing in a shorter time period, the demand for our stabilization services also increases. In FY13 we restructured our staff in order to improve efficiency and focus on providing the needed services to house families and sustain long-term tenancy.

HFI’s mission aligns closely with philanthropic commitments to create meaningful change in the Great Boston communities by promoting self-sufficiency and empowerment of families recovering from the trauma of poverty. I invite you to visit so you can experience the Housing Families difference first hand.

Foundation Comments


Staff Information

Number of Full Time Staff 45
Number of Part Time Staff 11
Number of Volunteers 150
Number of Contract Staff 0
Staff Retention Rate % 87%

Staff Demographics

Ethnicity African American/Black: 12
Asian American/Pacific Islander: 0
Caucasian: 31
Hispanic/Latino: 13
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 43
Male: 13
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 8
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mr. David Barbato
Board Chair Company Affiliation Talent Retriever LLC
Board Chair Term Sept 2010 - Aug 2019
Board Co-Chair Mr. Eli Lipcon
Board Co-Chair Company Affiliation Bell Atlantic Corporation (Retired)
Board Co-Chair Term Aug 2011 - Aug 2016

Board Members

Name Company Affiliations Status
Kathleen Allen Retired Financial Executive Voting
David Barbato Talent Retriever LLC Voting
Julie Barron Wilmington Trust Voting
Chelley Casey Vertex Pharmaceuticals Voting
Dr. Ann Chen Wu Harvard Medical School Voting
Marlain DeJesus Sheraton Colonial Boston North Hotel Voting
Michael Dell Isola United Civil, Inc. Voting
Kathy Freitas Bond Brothers Voting
Noor Hasan Brown Brothers Harriman Voting
Eli Lipcon Bell Atlantic Corp Voting
Lisa Nickerson Nickerson PR Voting
Lanre Olusekun Davenport Realty Voting
Gail Severt Stratford Capital --
Brian Slater East Boston Savings Bank Voting
Richard Williams The Equity Company Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 2
Caucasian: 11
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 8
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits --
Board Meeting Attendance % 88%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 80%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Communications / Promotion / Publicity / Public Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Facilities
  • Finance

CEO/Executive Director/Board Comments

Directors shall hold office, except as otherwise hereinafter provided or as otherwise provided by the Board, until the third annual meeting following their election and until their successors are chosen and qualified. The Board of Directors shall be divided into three (3) classes, designated as Class I, Class II and Class III, such classes to be as nearly equal in number as possible; the term of office of those of the first group, “Class I Directors,” to continue until the first annual meeting following and until their successors are elected and qualified; the term of office of those of the second group, “Class II Directors,” to continue until the second annual meeting following and until their successors are elected and qualified; and the term of office of those of the third group, “Class III Directors,” to continue until the third annual meeting following and until their successors are elected and qualified. At each annual meeting of the Board, the successors to the class of directors whose term expires at that meeting shall be elected to hold office for a term continuing until the annual meeting held in the third year following the year of their election and until their successors are elected and qualified.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $6,467,607 $6,910,955 $4,230,303
Total Expenses $6,462,113 $6,801,448 $3,865,442

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $5,303,441 $5,640,983 $2,991,043
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $5,303,441 $5,640,983 $2,991,043
Individual Contributions $1,034,881 $1,060,422 $1,049,812
Indirect Public Support -- $0 --
Earned Revenue $119,356 $93,208 $155,798
Investment Income, Net of Losses -- $581 --
Membership Dues -- $0 --
Special Events -- $113,205 --
Revenue In-Kind -- -- --
Other $9,929 $2,556 $33,650

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $5,452,336 $5,920,423 $3,180,591
Administration Expense $763,586 $548,231 $369,398
Fundraising Expense $246,191 $332,794 $315,453
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.00 1.02 1.09
Program Expense/Total Expenses 84% 87% 82%
Fundraising Expense/Contributed Revenue 4% 5% 8%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $2,799,898 $3,080,108 $2,701,263
Current Assets $1,064,244 $1,313,248 $961,322
Long-Term Liabilities -- $0 --
Current Liabilities $317,572 $603,276 $333,938
Total Net Assets $2,482,326 $2,476,832 $2,367,325

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 3.35 2.18 2.88

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?

Housing Families recognizes that homelessness is a complex issue, one that must be solved by multiple methods. That is why HFI strives to end family homelessness by providing quality, holistic services including emergency shelter and affordable housing, eviction prevention services, pro bono legal assistance, advocacy, therapeutic tutoring and enrichment programs, and counseling to families and children at-risk of or experiencing homelessness. The Boston Globe recently reported that homelessness in Massachusetts has increased 40% since 2007, with a 2.6% increase in family homelessness in 2015 alone, demonstrating an immediate and crucial need to provide additional services. In order to achieve this ultimate goal, Housing Families continuously seeks opportunities to better serve families by creating new services, acquiring additional housing, or advocating for more housing-related legislature.

HFI also recognizes that we cannot end family homelessness without working toward broad social change. As such, HFI addresses systemic barriers such as limited affordable housing resources at the state and local level and works to educate the public about the realities of homelessness. The GREAT Youth and Families Program (GYFP), for example, is currently in the process of expanding its outreach in addition to serving more children. In a public environment, homelessness is more often a hidden source of shame. School staff and administrators are often not trained to provide the trauma-informed care that is required to effectively work with these students. GYFP fills provides local schools with said training, and even provides training to community partners such as Malden Public School, Lawrence Public School, and Freedom Hill Church staff. HFI works with children so that they do not feel alone in coping with homelessness and poverty, and helps them overcome related challenges. HFI’s relationship with local schools ensures that children in all of the agency’s core communities receive the level of care they need.

Additionally, HFI continues to grow its advocacy efforts and pro bono services. In response to increased desire from families to tell their stories and advocate for legislative change, HFI staff have developed the Family Advocacy Group, through which families are empowered to affect social change by promoting funding for more housing subsidies, jobs, and supportive services. Members also receive professional development opportunities which enhance their advocacy abilities. Likewise, HFI’s Pro Bono Legal Services provides pro bono staff to aid families in avoiding eviction and settling disputes in housing court.

Housing Families believes in being a movement, one which addresses the spectrum of homelessness and the myriad of causes that contributes to a family’s housing insecurity. By adhering to this model, Housing Families expects to continually expand and evolve its services.

2. What are your strategies for making this happen?

Homelessness is a complex issue which cannot be solved with a single service. For this reason, HFI uses a holistic, multi-faceted approach in its mission to end family homelessness. HFI is visionary in that it provides a unique, comprehensive breadth of services beyond offering emergency shelter and affordable housing: the agency’s programs offer each family member individualized, trauma-informed services. Case managers work with families to address mental health needs and develop and access professional skills and tools, such as budgeting and good tenancy practices. These services will help families overcome their obstacles to maintaining stable housing. Children also have access to after-school tutoring and academic support, as well as enrichment programs, to enhance their educational progress so that they can break the cycle of homelessness and have a successful future.

Housing Families also builds a network of community support to ensure that families are well-supported in the long-term. Staff leads trauma-informed care workshops with schools and businesses in the community in order to help build awareness about the trauma that families experience when they are homeless and how to best assist them. The agency’s staff also advocate for children and families to receive more resources and services in schools and the community, respectively, whether it consists of a special education plan for their child or funding for housing subsidies and food supplemental services. Additionally, Housing Families continually explores new methods of engaging community partners to raise awareness about the issue of homelessness. Staff and families together have participated in a photography exhibit, advocacy groups, and legislative activities or events to affect real change in policies and stereotypes regarding families who are experiencing homelessness with an ultimate goal that legislative policy will be proactive rather than reactive. For this reason, Housing Families recognizes that in order to truly impact the state and public’s perception of homelessness and how to address it, we must advocate for more resources, challenge current perspectives of homelessness, and encourage more people to join our movement to end family homelessness.

Housing Families is also building the foundation for a future without homelessness by encouraging community awareness. We accomplish this through trainings and seminars, a Young Professionals Advisory Council, advocating to local and state legislature, and conducting outreach through art exhibits and events. Additionally, Housing Families continues to provide our quality and holistic supportive services that meet the needs of families who are experiencing housing instability. Each family served is another building block towards erasing family homelessness in Massachusetts.

3. What are your organization’s capabilities for doing this?

Since 1986, Housing Families has continued to grow and hone its approach in order to establish the most effective method and best practices of ending family homelessness in Massachusetts. The agency developed a multi-pronged approach conducted by well-trained, passionate, and dedicated staff members. Rather than simply providing temporary shelter for families experiencing homelessness, Housing Families helps families address the underlying obstacles that led them to housing instability in the first place. Parents work together with their case managers to receive relief for their immediate needs, such as food and housing subsidies, and develop skills, such as financial literacy and job training, that will keep them from experiencing homelessness in the future.

Housing Families is also able to progress in its mission to end family homelessness through its strong community presence and support. Housing Families is an active member of 5 local chambers of commerce, frequently participates in events in the communities it serves, and cultivates its relationships with local government officials, business owners, and school representatives to build awareness, share resources, and affect change. Additionally, Housing Families is passionate about raising awareness and support within the community. Staff members regularly provide trainings concerning homelessness and trauma-informed care to school faculties and businesses, and the agency frequently advocates with state legislators for additional supportive services and housing subsidies to alleviate the stress of housing insecurity. Housing Families continually pursues opportunities to expand its outreach and partnerships in order to help hundreds of families each year break the cycle of homelessness.

4. How will your organization know if you are making progress?

To improve its services to its families, Housing Families developed the STEADY Homes Initiative in order to help families identify and address key components to maintain family stability: Safety and health, Tenancy skills, Economic development, Advocacy, Developing a support network, and Youth services. Through STEADY, families work with case managers to receive individualized, holistic support that addresses all potential obstacles to stability. Parents conduct self-assessments to determine areas of growth and challenges they face, and set their own goals for success. Case managers connect families to resources and services that help them achieve these goals, and then work with families to evaluate their personal progress. This approach helps families to increase their self-sufficiency and to be proactive in achieving their goals. In addition, case managers participate in regular team meetings to conduct an informal analysis of their work. Case managers and senior staff reflect on families’ circumstances, challenges, and accomplishments to determine areas of success and potential gaps in services that need to be addressed.

The GREAT Youth and Families Program staff utilize the Survey of After-school Youth Outcomes (SAYO), a nationally-recognized assessment tool, to accurately determine quantifiable measures to assess a child’s behavioral and communication progress. These outcomes will be informed by staff, teachers, school staff, volunteers, and interns. The program also utilizes the Assessment of Afterschool Program Practices Tool (APT), another nationally recognized tool, to measure a program’s overall quality of service.


Since FY 2014, Housing Families has more than tripled the number of families served, from 300 in FY14 to 1,009 in FY18, and has almost tripled the number of children served in FY 2012 from 411 to 1,169. Housing Families prevented 261 evictions in FY 2018, as opposed to 246 the previous year, and doubled the number of its emergency shelter and affordable housing units available to families experiencing homelessness in FY 2015. Over the past five years, an average of 88% children served through the GREAT Youth and Families Program improved their academic skills, and 93% improved their social-emotional skills. In addition, the program has increased its service capacity from 143 to 213 children per year, and prevented more evictions in FY18 than any other year. While HFI is proud to have achieved these successes, the agency is committed to serving families who are at-risk of or currently experiencing homelessness until every family in Massachusetts has safe, affordable, and stable housing.

5. What have and haven’t you accomplished so far?