Innovate. Transform. Disrupt. I have been the CEO of Hildebrand for the past 10 years. Over the past decade, I’ve worked closely with the staff, Board, and families experiencing homelessness to make sure the organization is responsive, compassionate, and impactful, and that every child and their parents receives all the resources they need to move forward to find, and remain in, new homes. I can’t imagine a more rewarding job or working with a more inspiring and motivating team.
And yet, during this past year—FY22—Hildebrand’s work has been even more rewarding and uplifting than any of us could have imagined. As Hildebrand completed the final year of its previous Strategic Plan, staff and Board worked together to create a new, three-year plan to continue to strengthen and support the organization’s ongoing evolution. The new Strategic Plan is bold and expansive. It builds on Hildebrand’s strengths and experience with families experiencing homelessness, while also developing plans for growth and connections to more comprehensively meet complex needs of children, mothers, and fathers. Hildebrand’s vision is still every family has a home and now, to realize that vision, Hildebrand will innovate programs and resources, transform families and the organization, and disrupt the systems that lead to poverty and homelessness. Innovate. Transform. Disrupt. I am so proud that with this new Strategic Plan, and this bold, strong dynamic, Hildebrand will continue to change the lives of the more than 1,000 children, mothers, and fathers we work with every year.
This Annual Report also highlights many of Hildebrand’s FY22 accomplishments including the purchase of 12 Humphreys Street, Dorchester and our celebration event; the ongoing impact of the Student Success Education Initiative on school-age children in our shelters; Cradles to Crayons awarding the national Chairman’s Council Impact Award to Hildebrand; our eviction prevention community outreach and advocacy work with CHAPA; opening a satellite office on Groom Street, Dorchester; the Stabilization Services team’s ongoing success with moving families out of shelter and into permanent homes—the list goes on and on. As the need for shelter, supportive services, and housing increased, Hildebrand responded.
I thank all of you for your interest and support as Hildebrand moves forward with our new Strategic Plan, to innovate, transform, and disrupt. Together, in partnership, we can continue to fulfill Hildebrand’s vision that every family has a home.
Sincerely,
Shiela Y. Moore CEO
This year, as I worked together with members of the Board and the amazing Hildebrand staff on a new Strategic Plan for the organization, I was reminded of how powerful and life-changing the impact Hildebrand has on the children and families in its programs. Families come to Hildebrand at such a traumatic time in their lives: without a home of their own, often without employment or adequate financial resources, and possibly as new arrivals to the area with language, health and immigration barriers. And the impact of this trauma is felt by each and every member of the family. No matter who they are and what issues these families face, Hildebrand is always here for them—steadfast, resilient, ready to transform lives and disrupt this pathway of homelessness and poverty. Last year, Hildebrand worked with over 1,000 individuals through its shelters, supportive programs, and Stabilization Services team—and over 60% of those family members were children of all ages.
I was also reminded of how innovative and responsive Hildebrand is, and has been for the past 34 years. When COVID impacted the education of children in shelter, Hildebrand created the Student Success Education Initiative to keep each child on track with their educational goals and learning environments. The pandemic also brought significant mental health challenges for children and their parents, with the isolation of lock-down, health risks, and constant changes in safety protocols and procedures. Again, Hildebrand found extra resources, re-trained and hired staff, and connected with community programs to provide the emotional support and counseling needed by these vulnerable families. And the organization moved boldly forward with its own innovative planning and projects including increasing its permanent housing portfolio with the purchase of an 11-unit apartment building in Dorchester; creating a community outreach and education program for residents facing eviction; and completing a new Strategic Plan to guide Hildebrand forward for the next five years. This new Strategic Plan is bold and will require Hildebrand to grow and change as we tackle the systemic upstream factors of homelessness and poverty.
I am thankful to be a part of Hildebrand—an organization fueled by resilience and innovation whose mission is to ensure that every family has a home. And every year, Hildebrand uses this unique combination to help more than 1,000 individuals—moms, dads, and children who are our neighbors and community partners—heal, stabilize, and find new homes. Hard to imagine a more rewarding mission! Thank you for your connection to Hildebrand, and I look forward to staying in touch.
Kelly Blackburn Chair, Hildebrand Board of Directors
Kelly Blackburn, Chair
Kelly S. Mann, Vice Chair
Glenda Allsopp, Treasurer
Michelle Meiser, Clerk
Anthony D. Galluccio, Esq.
Sarah A. Holmes
Jessica Howe
Wendell Joseph
Clifford Long
Dariela Villon-Maga
Reverend Ellis Washington
During 2021, federal rental assistance programs enabled more than 10 million people in 5.2 million low-income households—including nearly 4 million children—to afford modest homes.
(Center of Budget and Policy Priorities)
On a single night in 2021, more than 326,000 people were experiencing sheltered homelessness in the U.S.; four in ten were people in families with children.
(HUD Annual Homeless Assessment Report 2021)
Half of all people experiencing sheltered homelessness as part of a family with children were in three states: New York, California, and Massachusetts. The 2021 estimate for sheltered homeless families in Massachusetts was 9,666.
(HUD Annual Homeless Assessment Report 2021)
The number of enrolled students who have experienced homelessness at some point during the last three school years has increased to more than 1.5 million. The greatest increases were for students in upper grades; homeless students in grades five, six, eleven, and twelve all increased by 20-23%.
(National Education Association)
On June 30, 2020, there were 3,096 families with children and pregnant individuals in Massachusetts’ Emergency Assistance (EA) shelter program.
(Massachusetts Coalition for the Homeless)
There is a shortage of 163,318 affordable rental homes available for extremely low-income renters.
(National Low Income Housing Coalition/Massachusetts)
The maximum income for a 4-person extremely low-income household (at the state level) is $31,960
The annual household income needed to afford a 2-bedroom rental home at HUD’s Fair Market Rate is $78,984.
(National Low Income Housing Coalition/Massachusetts)
In Massachusetts, about 24,658 public school students experienced homelessness over the course of the 2018-2019 school year. Of that total, 206 students were unsheltered, 7,502 were in shelters, 1,620 were in hotels/motels, and 15,330 were doubled up.
(United States Interagency Council on Homelessness)
In FY22, Hildebrand helped our clients stabilize, increase self-sufficiency, and transition out of homelessness to safe and affordable permanent homes. Here we show Hildebrand’s impact by the numbers, although the full impact of safe and stable housing is immeasurable.
328 Families
1,015 Individuals
60% Children
259 School-Aged Children
41 Families Placed In Permanent Housing
82 Families Stably Housed for 2 Years
Hildebrand’s vision is that every family has a home and in FY22, the organization’s talented staff worked with 328 families to help realize that vision. Through its emergency shelter, supportive programs, Stabilization Services, and permanent housing, over 1,000 individuals—600 are children—are no longer experiencing homelessness. These children and their parents are sheltered, healing, and building the resources to be self-sufficient.
Hildebrand provides 140 families with emergency shelter in Boston and Cambridge, with congregate, co-shelter, and scattered site living. Every family receives supportive services including case management, education and employment resources, housing search and benefits assistance, mental and physical health services, immigration support, and any other resources needed. Hildebrand also provides gifts, toys, clothing, personal items, and food resources to make sure that everyone is healthy, safe, and comfortable in their shelter situation.
Since 1988, Hildebrand has been at the forefront of the movement to end family homelessness by helping families achieve stability and selfsufficiency so they can leave shelter and move into their permanent homes. Hildebrand currently owns 22 affordable apartments in Boston and Cambridge.
Once families move out of shelter and into permanent homes, they continue to work with Hildebrand’s Stabilization Services team for two years to make sure they stay stably housed. The Stabilization Services program is designed to prevent the recurrence of homelessness. Over the course of the two years, the families and the Stabilization Services team work together to develop a plan to increase economic mobility and establish other personal and family goals. All stabilization families work toward long-term self-sufficiency while in their safe, affordable homes.
In FY22, Hildebrand staff and Board worked together to create a Strategic Plan that will shape the work of the organization for the next three years and beyond. The Strategic Plan will transform Hildebrand and its impact on families experiencing homelessness, while disrupting the systems that lead to it. The plan identifies four Strategic Directions, each with its own bold set of goals that will guide the growth and development of the organization into the future.
1 2 3 4
1. Research possible models for the development of homes, services, and offices
2. Develop and/or acquire real estate
3. Build affordable housing
1. Build a public policy and advocacy agenda
2. Work to influence legislation
3. Change mindsets around causes and solutions to family homelessness
4. Create strong partnerships
1. Increase revenue
2. Create a specialty shelter (e.g. for mental health focus, substance use disorders, immigrant populations)
3. Hire subject matter experts in key areas (real estate, law, health, etc.)
4. Ensure we have the workforce capacity to meet the growing needs of Hildebrand
1. Create training programs based on client needs/feedback
2. Provide or connect clients to affordable transportation
3. Launch social entrepreneurship/Hildebrand business
4. Provide a financial stability and asset building program (including home ownership)
The light showers and cold temperature in May could not deter Hildebrand from celebrating its newest affordable housing acquisition, 12 Humphreys Street, Dorchester. Despite the weather, it was terrific! Speeches from Sheila Dillon, Chief of the Mayor’s Office of Housing, and Sara Barcan from CEDAC inspired and reminded attendees of the importance and impact of Hildebrand’s vision that every family has a home.
Hildebrand partnered with the Citizens’ Housing and Planning Association (CHAPA), United Way, and The Boston Foundation for a six-month, state-wide pilot homelessness prevention program: the Neighborhood Emergency Housing Support Program (NEHS). The goal of the NEHS Program was to prevent unnecessary foreclosures, evictions, and homelessness in communities most impacted by the current health and economic crisis. Through Hildebrand’s community outreach and education activities, Boston residents became aware of financial assistance and other resources to help households with emergency housing payment assistance including rent, mortgage, and utility costs; these are clients who were currently housed but in danger of losing their housing and becoming homeless. The barriers most often faced by clients who sought this financial assistance were: they didn’t know about these programs and needed help with the applications; language; immigration; and lack of appropriate technology. Along with completing and submitting the applications for rent and utility assistance, Hildebrand provided help with additional supportive resources such as SNAP, legal services, and workforce development. Hildebrand is proud to have been a partner in this community-based eviction and homelessness prevention initiative and to have helped keep Boston residents safely housed and out of homeless shelters.
We are so excited to share that yet another family that was in shelter with Hildebrand, at one of the congregate shelters in Cambridge, has gotten their Massachusetts Rental Voucher Program (MRVP) voucher and moved into their permanent home! And – more wonderful news for Hildebrand – the apartment they moved into is owned by Hildebrand. The family will now work with Hildebrand’s Stabilization Services team for the next two years to help them maintain their housing stability. The family has three sons who attend schools in Cambridge so by finding a permanent apartment in Cambridge, the children will continue their education without the stress and interruption of re-locating. Many thanks to the Cambridge Public Schools for helping this to happen also. The father was so happy that he literally jumped for joy!
Hildebrand has opened an office at 3 Groom Street, Dorchester to increase access and availability to the families in the Boston neighborhoods currently working with the organization.
Hildebrand received a wonderful recognition of its work from Cradles to Crayons: the 2022 Cradles to Crayons Chairman’s Council Impact Award. This national award recognized Hildebrand’s leadership, relentless advocacy, and holistic care for children and families experiencing homelessness. The award came with a $10,000 grant that helped provide additional items and space to Hildebrand’s Resource Center and enhanced resources for families in shelter. Cradles to Crayons hosted a national virtual event in June for the presentation of the Chairman’s Council Impact Award, with a presentation and conversation with Hildebrand’s CEO, Shiela Y. Moore and the Founder and CEO of Cradles to Crayons, Lynn Marghiero.
John Alam and Sylvie Gregoire
Glenda L. Allsopp
Michelle Baildon
Destanie Baker
Kelly Blackburn
Wendell C. Bourne
Mark Burnham Smith and Carolyn Edelstein
Joshua Chaitin-Pollak
Brian and Beth Clymer
Richard and Judith Cohen
Christopher Cook
Dorothy Derick
Kelly Dishner
Maureen Dolan Harris
Larry Ellenberg
Samuel Ennis and Berit Lindell
Kirk Fackre
Sherri Fiore
Nadia Foster
Anthony Galluccio, Esq.
Elizabeth Glowacki
Irene F. Goodman
Phillip Hazard
Stacia Johanna
Wendell C. Joseph
Siddharth Joshi
Jane Kamensky
Aftab Kazmi
Samir Kendale
Marnie Klein
Clifford Long
Kelly Mann
Michelle Meiser
John Melaugh
Debbie Monosson
Shiela Y. Moore
Vivien Morris
Michael Plourde
Alice Poltorick
Jane Preotle
Ellen Semonoff
Mary Shetterly
David Smith
Gregory Sydney
James Tall
Caitlin Thornbrugh
Dariela Villon-Maga
Marcia Walsh
Reverend Ellis
Washington
Kathryn Wells
Mary Rita Weschler
Cambridge Community Foundation
Cummings Foundation
Amazon Smiles
Boston Beer Company
Cambridge Savings Charitable Foundation
Cambridge Trust Company
Citizens Energy Shelter Winter Assistance Program
Harpoon
Hong Kong Restaurant
iCorps Technologies
Network for Good
Novartis
Salesforce
Town Fair Tire Foundation
City of Boston Mayor’s Office of Housing
City of Cambridge
Homeworks
Massachusetts Department of Housing and Community Development
Beacon Hill Nursery
CHAPA
Cradles to Crayons
Dignity Matters
Follen Community Church
Greater Boston Morehouse College Alumni Association
Harvard Memorial Church
Lovin’ Spoonfuls
MIT Office of Government and Community Relations
Northeastern University Latinx Student Cultural Center
Omega Si Phi
St. James Church
St. Paul AME Church
Trinity Parish
United Way of Mass Bay and Merrimack Valley
Hildebrand received a donation of backpacks from Cambridge Trust Company for the “Back to School’ Drive. Left to right: Hildebrand’s Ryan Schwartz, Claribel Baez, Tatiana Frizzell, and CEO Shiela Moore, with Michelle Meiser, a member of Hildebrand’s Board of Directors, who works at Cambridge Trust Company.
American Civil Liberties Union Massachusetts
Big Brothers Big Sisters
Birthday Wishes
Boston College
Boston Continuum of Care
Boston Health Care for the Homeless
Boston Housing Authority
Boston Medical Center
Boston Public Schools
Boston University
Budget Buddies
Cambridge Chamber of Commerce
Cambridge Community Learning Center
Cambridge Community Television
Cambridge Continuum of Care
Cambridge Health Alliance
Cambridge Housing Authority
Cambridge Multi-Service Center
Cambridge Nonprofit Coalition
Cambridge Public Schools
Central Square Business Improvement District
CHAPA
Colgate University Community Servings
Cradles to Crayons
Department of Children and Families
Dignity Matters
Everett Public Schools
FamilyAid/CHIME Mapping Project
Families First Parenting Program
Furnishing Hope
Harpoon/Mass Bay Brewing Company
Homes for Families
HomeStart
Horizons for Homeless Children
Institute of Contemporary Art
Institute for Health and Recovery
Jewish Vocational Services (JVS)
Led2Serve
Lesley University
Lovin’ Spoonfuls
Massachusetts Coalition for the Homeless
Metro Housing Boston
MIT
The Mission Continues
The Parenting Journey
Project Hope
Project Place
Providers’ Council
Share Our Strength
Somerville Food Program
Suffolk University
Tufts Health Plan
United Way of Massachusetts Bay and Merrimack Valley
YMCA of Greater Boston
