Centering Equity in Times of Crisis & Uncertainty

Pascale Leone
Director of Diversity, Equity & Inclusion

Hurricane Katrina, Superstorm Sandy, SARS coronavirus (SARS-CoV), Zika virus and the Middle East Respiratory Syndrome (MERS) taught us that we are all part of the same social fabric. No matter the continent, we all belong to each other and this earth. We are all connected; however, our inability to see our interconnectedness can lead to our collective downfall. While natural disasters and disease do not discriminate, we know that people can and do. These ‘equal opportunity’ calamities have a way of exposing our nation’s greatest weaknesses bare to the world: pervasive and dangerous inequities across race, class, gender identity and sexual orientation.  

While our inboxes of late have been flooded with rapid response efforts to the novel coronavirus (COVID-19), what has been absent from dominant messages surrounding COVID-19 are the intersections of vulnerability and marginalization and how they can be exacerbated if insufficiently addressed.  Equity must take center-stage in all efforts to prevent the virus’ spread and effectively treat those who are ill.  

Vulnerable people are at great risk of not only acquiring and spreading the virus, but falling victim to discriminatory practices or being largely ignored. This includes people experiencing homelessness, older adults, individuals with compromised immune systems and/or behavioral health challenges, as well as historically marginalized groups including people of color, low-wage and hourly workers and their families, those who are detained or incarcerated and individuals with disabilities.  For those who wear more than one of those identities, the effects are compounding.

Racism and xenophobic hysteria showed up early in the pandemic crisis in the treatment of people of Chinese heritage. Class oppression soon followed during the coronavirus prevention and detection efforts through the unequal access to testing, illogical hoarding of goods and resources by those with means, and insensitive assumptions around having the ability to self-quarantine– like for people experiencing homelessness and housing instability, and whose jobs and livelihoods demand they continue to work.

All these “isms” are well known to supportive housing providers, who historically have served those on the margins and their ability to live their lives to their fullest potential despite the manifold obstacles faced.

Designing response efforts from the margins.  Thoughtful and inclusive leadership is needed now more than ever.  As more vulnerable populations fall ill or are placed at greater risk, tough decisions will need to be made. It is important that the supportive housing field respond with compassion and grace.  It is largely believed that we are at the beginning of this pandemic, so we have an opportunity to lead with equity.  

Opportunities for Supportive Housing Providers to Center Equity:

  1. Apply an equity analysis to your current emergency protocols.  In uncertain times, think about the ways your leadership shows up. People of color make up a significant portion of our service and wage labor workforce, putting them (and their families) at acute risk. What is the composition of staff on the front lines and those able to work remotely? Is it equitable? When assessing risk of exposure to residents, understand who is disproportionately impacted. Many supportive housing tenants already face health and economic hardships in non-emergency times; this crisis leaves many of them even more vulnerable. What can be put in place to help mitigate some of those factors?
  2. Empathy is a practice.  Check in on staff not only to learn what they are doing but how they are coping during this crisis. Continue to virtually connect and remind your peers that you’re all in this together. Assure employees that their health and economic security are a priority. If staff have concerns or questions about safety, or otherwise, clearly state who/how/where to express those concerns and ensure that they are heard.    
  3. Words matter. Be conscious of the language you use to communicate with staff, residents and the broader community. We are all at risk of this highly contagious disease, but for some individuals, the impact will be more severe in terms of health and economic consequences.  Be vigilant to combat against language that stokes ungrounded fears and promotes “othering” and further marginalization. 
  4. Be trauma-informed. Trauma-informed care is essential in times of crisis. For tenants and staff alike, many may be reliving symptoms of past trauma from recent and similar events, it is critical that information relayed is done in a trauma-informed way.  

This disease can leave a devastating impact on the most vulnerable among us, but so do the decisions we make in response to it.  Now is the time to prioritize the issue of equity. Remind yourselves and those around you that our collective fates are inextricably linked. Taking care of the last and least among us means taking care of ourselves.

COVID-19 Guidance for Supportive Housing Providers

Supportive housing tenants are often highly vulnerable populations. It is critical that tenants continue to receive support during this time. CSH highly encourages supportive housing providers to continue to provide support to tenants during the COVID-19 outbreak, while ensuring the health and safety of their staff. The following provides guidance and considerations that can help guide supportive housing providers during the COVID-19 outbreak. (current as of March 20, 2020)

This guidance addresses the following key items:
Home visits
Case management
Staff training and capacity
Considerations for congregate programs and operational issues

Standards for Quality Supportive Housing Guidebook

In creating and sharing the CSH Standards for Quality Supportive Housing, CSH strives to:

  • Build the capacity of the supportive and affordable housing industries to create and operate high quality,
    effective, and sustainable supportive housing units
  • Encourage the investment of adequate resources, especially from public systems, to support that
    capacity
  • Ensure that existing resources for supportive housing are being used efficiently and effectively,
    and support the allocation of new resources
  • Create better outcomes for supportive housing tenants, especially those with multiple barriers to
    housing stability
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Housing for Families & Veterans Underway in San Diego

Vista del Puente Apartments recently broke ground in San Diego, CA. Developed by Townspeople together with National Community Renaissance, Vista del Puente is a three-story, community composed of 52 apartments that will feature one, two and three-bedroom units. Twenty-six of the units will be designated for homeless Veteran households, 12 for homeless families and 13 traditional affordable units will also be provided for individuals and families.

CSH provided a $500,000 acquisition loan so that the developers could purchase the property. This type of capital is often necessary to get a project off the ground and we are thrilled to see this milestone happen!

Vista del Puente will feature an expansive community room, secured entry, tot lot, barbeque area and laundry room. The 2,500 square-feet of community space will be designated for onsite case management and social services that will include: mental health services, substance abuse recovery, job training and job placement assistance to the Veteran population. Counseling and service programs will be tailored to meet the specific needs of the residents.

Subcontracting Opportunity: Coordinated Access System Navigation in Chicago

Due May 11, 2016

Description

CSH is seeking subcontractors to provide support to Veteran households and households experiencing chronic homelessness in need of coordinated access system navigation support. Subcontractors provide direct services to households that have been assessed with a coordinated access tool and matched to a permanent housing provider. The System Navigators (SN) will work collaboratively with the Ending Veterans Homelessness Initiative (EVHI) and partners to implement strategies to end veteran homelessness by the end of the year. SN may also provide support to initiatives ending homelessness for vulnerable populations.  Funding is provided by the United States Department of Housing and Urban Development’s Emergency Solutions Grant Program through the Chicago Department of Family and Support Services.

Planned Activities

  • Search for and engage households who have been assessed and received a housing match.
  • Provide support to households in meeting housing provider requirements, inclusive of attending housing intake meetings, attainment of homelessness and/or disability documentation.
  • Complete coordinated access assessments, as needed.

Expected Deliverables

Deliverable 1: Provide system navigation activities to homeless households with a housing match.

Deliverable 2: Participate in system integration team meetings and work collaboratively with initiative partners.

Deliverable 3: Maintain and report data on system navigation activities.

Funding Available

A total of $300,000 is available for this project. Subcontracts will not exceed $100,000 and will have an end date of December 31, 2016. Agencies may include expenses for travel and equipment. Subcontractors will bill CSH at an hourly rate, not to exceed $125/hour.  No increment above cost can be included in the hourly rate provided to CSH and the hourly rate must be consistent with the best (lowest) customary rate that has been negotiated with other clients.  Selected subcontractors will be required to provide evidence of past compensation consistent with the rate provided to CSH.

Application Process and Vendor Requirements

Agencies will need the capacity to enter and receive information from Chicago’s Homeless Management Information System (HMIS). Training to selected agencies will be provided.

CSH will hold a Q&A session about this subcontracting opportunity on Wednesday, May 4th, 2016 at 1:00 pm. The session will be held at CSH - 205 W. Randolph, 23rd Floor; Chicago, IL 60606.

To apply for this opportunity email Christine Haley at christine.haley@csh.org for an application, and the application will be due on May 11th,  2016 at 5:00pm CST.

Applications received before the deadline will be evaluated based on the following criteria:

  • Demonstrated successful performance of substantially similar work
  • Relevant project work
  • Experience and expertise
  • Years of relevant experience
  • Rate reasonableness and overall cost of services

Please note that CSH requires subcontractors, including individuals and sole proprietors, to carry workers' compensation insurance while performing work under a CSH subcontract. CSH subcontractors cannot have existing, pending or expired debarments that preclude them from doing business with the United States government and cannot have convictions for, nor have any pending indictments for, fraud or a criminal offense in connection with a public contract or subcontract.

Request for Proposal (RFP): Vets@Home Outreach and Direct Technical Assistance

Description:

CSH is seeking a sub-contractor(s) to provide technical assistance (TA) to communities through a United States Department of Housing and Urban Development’s (HUD) Office of Special Needs Assistance Programs Vets@Home initiative. This HUD funded TA will focus on Veteran homelessness in CoCs around the country.  The TA will go through February 2017.

The subcontractor’s work will mainly comprise of the following:

    1. Direct TA: The subcontractor and CSH will work with participating communities to design a package of interventions and support that will put each community on an accelerated path towards ending Veteran homelessness.
    2. Coordination: The subcontractor and CSH will work closely together to strengthen and merge expertise to provide the best TA possible for each community. Coordination will occur via e-mail and phone.
    3. Training: The subcontractor will participate in training for the Vets@Home project.
    4. Reporting: The subcontractor will provide any required reporting for the Vets@Home project following the reporting protocols.

 

 

Milestones and Deliverables:

Deliverable 1: It is estimated that the subcontractor will provide direct technical assistance for up to 12 individual communities.

Deliverable 2: Monthly reporting.

Funding Available:

An amount not to exceed $149,900 is available for this project.

Application Process:

In order for consideration to become a subcontractor and participate in this work, we will need you to complete and return the below application and forms no later than April 29, 2016.

You may apply as an individual subcontractor or as an organization, including up to 6 staff members in the application. The following forms are included:

Please fully complete the included forms as well as submit your resume (or if applying as an organization, resumes for up to 6 proposed staff members included in the Staff Experience and Expertise matrix and the Organization Experience matrix) and a 2 paragraph description of your (or your organization, if applying as an organization) core competencies and accomplishments to Karen Bartos at Karen.Bartos@csh.org no later than April 29, 2016. All of the application information and forms must be completed in order to be considered.

Evaluation:

CSH will evaluate application utilizing the following criteria:

  • Relevant project work
  • Experience and expertise
  • Years of relevant experience
  • Rate reasonableness and overall cost of services
  • If past CSH subcontractor, compliance with CSH subcontractor requirements

We will contact you regarding the determination of adding you as a CSH subcontractor. Please note that CSH requires subcontractors, including individuals and sole proprietors, to carry workers' compensation insurance while performing work under a CSH subcontract.

If you have any questions, please feel free to e-mail Karen at Karen.Bartos@csh.org.

Vets@Home in Maryland

annapolis

Vets@Home  is the U.S. Department of Housing and Urban Development (HUD) supported technical assistance effort helping communities across the country end homelessness among veterans. One such community is the Annapolis/Anne Arundel County area in Maryland.

CSH, the lead technical assistance provider for this initiative, is working in Annapolis/Anne Arundel to develop veterans' leadership teams, forge critical partnerships with local Veteran Administration Medical Centers (VAMCs) and Continuums of Care, and safely share data across systems to enable providers to quickly move veterans into stable housing.

CSH has partnered with the Annapolis/Anne Arundel Continuum of Care, Baltimore VAMC, and local Supportive Services for Veterans Families (SSVF) Providers, such as Alliance, to make gains on ending veteran homelessness. homeless-resource-day

Starting with  Homeless Management Information Systems (HMIS), community leaders and advocates have quickly realized the importance of collecting and using data across different systems, including SSVF providers and Veterans Affairs. Through weekly case conference calls with the local veteran leadership group, the community has developed a comprehensive list, identified available housing resources based on vulnerability, and moved toward identifying gaps in housing and services.

This work has energized efforts to place the most vulnerable veterans in supportive housing and is helping to identify the resources necessary to house all veterans experiencing homelessness in Annapolis/Anne Arundel County.

 

NWI Veterans Village Opens

NWI vets village

U.S. Secretary of Veterans Affairs Robert McDonald, Indiana Lt. Governor Eric Holcomb, and Gary, Indiana Mayor Karen Freeman-Wilson today officially opened the North West Indiana (NWI) Veterans Village supportive housing project.

NWI vets village3

Mayor Karen Marie Freeman-Wilson of Gary, Indiana, welcomes veterans & their families to the opening of NWI Veterans Village

CSH director in Indiana, Lori Phillips-Steele, joined Secretary McDonald, Mayor Freeman-Wilson and Lt. Governor Holcomb on the dais and noted the Village is the first supportive housing in the country to receive funding, in the form of a pre-development loan, from the CSH Supportive Housing Solutions Fund.

The estimated $10.1 million Village includes 44 units of supportive housing for Veterans, along with a computer room, exercise room, roof garden, and a restaurant that will be open to the public and serve as a training ground for those interested in pursuing a career in culinary arts.

Broadway Area CDC is the developer of this blockbuster project.

Broadway completed the Indiana Supportive Housing Institute in 2011, sponsored by the Indiana Housing and Community Development Authority and supported by CSH, and has created attractive and much-needed apartments for those who served our country.

CSH Indiana's Lori Phillips-Steele joins Gary Mayor Freeman-Wilson at NWI Veterans Village

CSH Indiana's Lori Phillips-Steele joins Gary Mayor Freeman-Wilson and Indiana Lt. Governor Eric Holcomb at the celebration of the new NWI Veterans Village

NYC Maintaining Functional Zero Forum

NYCforum

Kristin Miller, CSH director in New York, meets with colleagues to discuss maintaining functional zero in the metropolitan area.

Last week, CSH actively participated in the "Maintaining Functional Zero Forum" held in New York City.

Over 100 officials and providers from New York City, The U.S. Department of Housing and Urban Development, the United States Interagency Council on Homelessness, and the U.S. Department of Veteran Affairs attended to collaborate on ways to enhance systems that quickly address the housing and services needs of vulnerable people, including veterans, who are struggling through long-term homelessness.

CHS co-led a workgroup on Coordinated Entry & System Navigation with Rochelle Haynes, Chief of Staff for the New York City Department of Homeless Services.

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