Using Data to Study and Solve Homelessness
As the crisis of homelessness continues to afflict many individuals and families in the Richmond region, we often are asked about how we study the causes of homelessness and how we know what types of programs actually work.
The simple answer to these questions is that we rely on the data.
As the planning and coordinating agency for the Greater Richmond Continuum of Care (GRCoC) – our region’s coordinated and collaborative network of homeless services agencies and local governments – one of Homeward’s core functions is data collection and analysis.
Homeward, GRCoC agencies, and local government partners don’t just rely on hunches or vibes for solving homelessness. We start by talking directly to people experiencing homelessness and we track results from all programs over years.
One way the Homeward collects data is through the Point in Time (PIT) count, which is a one-day count of homelessness that occurs twice a year in January and July. Results from the July 2026 PIT count will be released in early September.
The PIT count, which Homeward has managed for almost 30 years with our partners in the Greater Richmond region, offers insights into what homelessness looks like in our community. Conducting the count and reporting results are critical steps to receive federal funds to address homelessness locally.
Federal funding for homelessness is the largest, single source of money available to tackle this issue. Federal law requires that communities conduct annual counts of people experiencing homelessness as defined by federal regulations. That definition is important because it serves as the basis for how our region applies for and secures millions of dollars in federal money that support families, trained staff, and local landlords.
Federal rules from the U.S. Department of Housing and Urban Development (HUD) define literal homelessness as people living in emergency shelters or sleeping in places not meant for human habitation, such as cars, outside, or on the street.
Although many would define homelessness more broadly than HUD – for example, a person living in a hotel because they can’t afford an apartment or families doubling up with each other isn’t considered literally homeless by HUD – we need to adhere to this definition for the PIT count and when applying for federal funds.
The single-day PIT count is useful because it provides consistent, twice-yearly snapshot of changes and trends over time related to individuals and families experiencing homelessness in our region.
One example of insights from the PIT count is asking people the primary reason for their homelessness. For the past few years, this answer has been consistent: Economic factors (eviction, costs of housing, and job loss). To be sure, there are other contributing factors for many – such as family or relationship breakdown and behavioral health challenges – but almost 50% of those experiencing homelessness point to economic reasons.
PIT data is helpful, but the real power of insight comes from the full spectrum of data and collaboration within the GRCoC. Much of that data is presented in the GRCoC Annual Report (the latest version of the annual report will be released in October).
This report provides a more comprehensive scope of how GRCoC agencies and local government partners serve our most vulnerable neighbors experiencing the trauma of homelessness. In FY2025, the GRCoC served over 8,900 people experiencing homelessness or within three days of losing their housing. That accounted for over 125,000 shelter bed nights, approximately 250,000 meals, and over 24,000 one-on-one phone conversations with Homeless Connection Line staff.
Notably, in taking a system-level review of performance, the data shows that despite limited resources, our network has increased its capacity in the past decade. The GRCoC served 1,819 more people in 2025 compared to 2015, which represents a 26% increase.
Collaboration has been a central component to how our regional network can serve so many more people and maximize limited resources. Coordination reduces duplication and enhances efficiency. One example is the Homeward Community Information System (HCIS), a central database of everyone who contacts the GRCoC or has been served by a GRCoC program. This detailed database ensures that those with the greatest needs are prioritized and programs remain full or close to full. It also guarantees client confidentiality and data security.
Case conferencing is yet another example of how data and collaboration yield results. In FY2025, there were 104 case conferencing sessions where various service providers from different agencies come together to work as team and solve some of the most complex cases of homelessness. These sessions were expanded to include broader community partners, such as healthcare providers and local social services staff, as a direct result of data on the needs of those experiencing homelessness in our region.
It’s all this information, taken collectively, that serves as the foundation for the programs to help people move from the streets or shelter to safe, stable, and permanent homes.
To learn more about Homeward’s role and data collection and analysis, visit their website.
To learn more about how the GRCoC partners with agencies and local governments, visit this webpage.
To learn more about the work of the GRCoC, visit this webpage.
Kelly King Horne is the CEO of Homeward, the designated planning and support agency working for the Greater Richmond Continuum of Care, a regional partnership to address homelessness.
