NationSwell Live: How ‘Curbside Chronicle’ Is Helping People Experiencing Homelessness

Curbside Chronicle is an Oklahoma magazine sold entirely by people experiencing or at risk of experiencing homelessness. By the organization’s estimates, they’ve been able to help half of their vendors attain housing. And though helping people experiencing homelessness get money is a huge part of why they operate, they also pride themselves on building their vendors’s confidence through creating a reason for face-to-face interaction with customers.
All that changed in the COVID-19 era, and now they’re taking action to serve their community in different ways. As part of NationSwell Live, we’re amplifying their efforts — and showing you how you can get involved.
Here’s what they had to say about how we can all take action to help people experiencing homelessness through this crisis.
NationSwell: Can you please introduce yourself?
Curbside Chronicle’s Whitley O’Connor: My name is Whitley O’Connor, I am the Social Enterprise Strategist for the Homeless Alliance. The Homeless Alliance is the parent organization of the Curbside Chronicle, which is the street paper that my wife and I founded seven years ago. A street paper is a publication that is partially created and completely sold by individuals who are experiencing or at risk of homelessness. There are about 115 around the world, about 35 in the U.S. It’s something that kind of started in New York and spread all over the world, all independently run. So it’s not like one big group, but we all have an association. We work through, um, in addition to curbside, we have started pursuing, um, other additional ventures to provide employment. Whether it’s on the preventative side for folks who haven’t experienced homelessness yet or for transitioning our vendors who sell the magazine into next steps.
We focus primarily on individuals who are experiencing or at risk of homelessness. 70% of our clients at the Homeless Alliance are what we call “street homeless” — they’re currently in a space that’s not habitable for human beings. The other 30% or so are folks that we have gotten into housing and they’re not quite to the point that we’d call self sufficiency. For the paper itself, a large group of our workforce are folks that are interested in employment and they want to make money, but they feel as though they’ve been excluded from the workforce due to various barriers — whether it’s mental illness, incarceration records, lack of transportation or education, various barriers that we’ve worked through.
Now, I want to say maybe about 50% of those individuals are in housing through our program. And so have this like sort of revolving door where we have folks that, because of their barriers, they’ll always be selling the magazine. And we have others that were able to transition to other employment. But we do have a pretty good success rate of getting people into housing if they’re willing to stick with the program and work with us. But we don’t have a cap or requirement to entering our program. Anyone who needs our program is welcome to utilize it. So just because you’re getting the housing doesn’t mean you can’t sell anymore.
NS: How has COVID-19 impacted that community?
CC: I describe our vendors as modern day newsies. And so just like you would have seen boys and girls, men, women on street corners yelling, “Extra, extra!” — That’s kind of where vendors do. That’s kind of the model that street papers utilize. Door-to-door sales aren’t really legal or profitable U.S. anymore, and so our folks are in business districts, are on the side of the road on busy intersections selling the magazine.
So obviously the money component is a big part of it, but another big part of our mission is breaking down barriers between individuals, between our vendor and our customer. I’m giving people a reason to interact with someone that they normally wouldn’t have otherwise. There’s not really a typical reason to interact with the person staying on the street corner holding a sign. This gives you a reason to interact with them, to roll down your window, to engage.
Breaking down that stigma is a really big deal. It also boosts our vendors’ confidence. They start to build these salesmanship skills. So when COVID-19 hit, it shut us down. You go from like this face to face interactions that’s key to what we do — but we don’t publish online — that face to face interaction is a giant part of the mission. Right? And so you go nearly overnight to not wanting to interact with people anymore. So we were one of the first street papers to shut down because we wanted to take an overabundance of precaution. People experiencing homelessness tend to have higher health barriers and preexisting conditions than the general public. And so we wanted to protect them.
So we started selling the magazine online for the first time in an effort to raise money for vendor fund. That vendor fund works in many ways like the restaurant funds and health care fund and whatnot that you’ve seen pop up. It’s an emergency fund that our vendors could apply to for things like rent assistance, food assistance, to pay their phone bills — all those things that they were using the money from the magazines they sold for. The idea was that they could apply for these funds to tap into.
NS: How can our audience take action to help? 
CC: If we do this really well, if we respond to this pandemic and its economic crisis really well, we’ll all come out a little bit poorer. It sounds weird, but it’s kind of what needs to happen. Obviously economically, most people have been hit by this. Not everyone, but most people. But in general, this is a time where everyone’s really going to have to — if we want to not see even further increased economic disparity — we’re going to have to see some pretty drastic redistribution of wealth here. It’s going to have to be on an individual and voluntary manner, but hopefully that’s what we’ll see.
But also, we’d love people to go online and read the magazine. Obviously, we’re pretty proud of the product we put out. One thing from a social enterprise stand point that we really hold dear is that we want our product to be of value. We don’t want folks to buy it because of the social mission, right? Obviously, that is why most people start engaging, but we want them to pick up our magazine and say, “Oh, man, that’s a really valuable product!” We’ve won Best Magazine in Oklahoma for the past two years. We just won a number of regional journalism awards, and so we’re really proud of what we’re putting out.
NationSwell Live is a one-hour event on June 26, 2020 that will convene organizations like Curbside Chronicle that have been at the frontlines of COVID-19 response for communities with some of the most urgent need. Together, we’ll take meaningful steps towards offering help at a time when so many need it. Find out more here.

NationSwell Live: How ‘Women in Hospitality United’ Is Meeting Need in the COVID-19 Era

In their own words, Women in Hospitality United was “born of the #MeToo movement and the belief that there is an urgent need for evolution” in the hospitality industry. Their mission? To make the workplace safer and more equitable for women and other marginalized people at all parts of the workforce in the hospitality space.
As part of NationSwell Live, we’re amplifying their efforts to assess and meet urgent need amid the COVID-19 crisis. We recently spoke to Kutina Ruhumbika, a member of their board, about how they’ve stepped up to meet the moment and help women in the space. Here’s what they had to say.  
NationSwell: Could you please introduce yourself?
Women in Hospitality United’s Kutina Ruhumbika: My name is Kutina Ruhumbika, I’m currently the Vice President of Human Resources with Major Food Group based here in New York City, and I’m on the board of Women in Hospitality United. 
Women in Hospitality United was founded during the #MeToo era movement. The founders saw a need for the dialogue around equity in the restaurant industry for women and those that are underrepresented. They saw the need for that dialogue to evolve considerably. And so initially the focus was on equality and equity for women, but it has since evolved to looking at a broader landscape for those that are underrepresented. 
NS: How has the COVID-19 crisis impacted the communities you serve?
WiHU: We’re still gathering and fact-finding data to understand, but a lot of the businesses affected are small businesses. Most of them are owned by women, they’re owned by minorities. For so many of them, this is their livelihood. And for so many of them, this is their sole revenue stream. They have employees that are depending on theml. When restaurants are closing, when hotels are closing, and you can’t no support your employees and your community and your families — it’s certainly been devastating. So we’re all looking at ways to support and uplift those communities.
NS: What are some of the ways you’ve taken action?
WiHU: We circulated a survey to better understand the needs of all who are impacted in the populations that we represent. We have a strong Facebook following that’s consistently sharing with us feedback around what’s happening with their peers and with each other. And we’re currently now in the process of work on action steps towards what will be the most impactful. I think now that we’re settling into understanding what this is, it’s clear that this is going to be around for a while. Let’s think of long-term solutions that could have long-term impact.  
NS: What have you learned from the survey so far that’s helped you hone how you’ll take action?
WiHU: Not just the survey — the conversations. We are women. We talk to each other, we talk to like-minded individuals and we’re hearing some common things. Some of it is the fear of what’s next. Fears around how their business will thrive, or how they’ll bring it back to life. And then I think some of the other things that we’re hearing, like concern from undocumented workers. They are struggling, underrepresented, and because of circumstances, their voices may not be as loud and as bold as others. And so we’re starting to see a common theme there too as well, just in regular day-to-day dialogue.
NS: How can we help?
WiHU: Definitely follow us. We are about to relaunch our Instagram page and all of our social media channels within the next few weeks. We’re about to embark on an incredible journey to raise funds to help support our community team, so look out for that in the next few weeks. 
And the dialogue we have with our followers on social media is super important. You know, we just don’t want to just shoot out information; we want to receive. Just listening to the needs of the people that we talk to on a regular basis and understanding what’s happened, the community, what’s happening to our friends across the industry. The more we do, the better we’re able to come up with solutions are impactful for our industry. 
NationSwell Live is a one-hour event on June 26, 2020 that will convene organizations like Women in Hospitality United that have been at the frontlines of COVID-19 response for communities with some of the most urgent need. Together, we’ll take meaningful steps towards offering help at a time when so many need it. Find out more here.

Overheard at Council: Leadership During a Moment of Great Uncertainty

In early April, Wendy Kopp, CEO and Co-founder of Teach For All, and Gerald Chertavian, founder and CEO of YearUp, stopped by the NationSwell Council’s digital table for a conversation about how the social impact leaders we convened can navigate this uncertain and challenging time, leveraging the disruption and chaos as a potential opportunity to learn and scale our reach and impact.
In the hope that these might serve you on your mission to make this world a better place, we’re sharing out some of the key moments from our discussion. These insights and practices and recommendations all come straight to you from Wendy, Gerald and some of the other inspiring Council members in attendance.
Insights:
“People have such various entry points, like grappling with personal struggles, deep concerns or having lost loved ones to really being fixated on the questions of how we evolve the way we work right now and what we’re called upon to do right now, to being open to what world is going to emerge from this, and what our role coming out of that will be. I’ve just found that holding open spaces has helped us meet people’s personal needs, become clear very quickly in a shared way about what our immediate priorities are and also, continue with the open space around medium term to long term questions about what we need to evolve into as the world around us is evolving.” — Wendy Kopp
“I know there’s light at the end of this tunnel. I know we’ll emerge from it and feel confident about that. But I also know, man, it’s a heck of a long time. And the more folks I talk to who are out in the private sector space who have really good visibility onto this tell me this isn’t one or two quarters, it’s not it’s not six months. This is a couple of years for us to figure out how to get back on our feet. How do you help your team realize it’s not a firefight?” — Gerald Chertavian
“The thing that we turned to almost immediately is just holding space for our global team, and the teams within those teams. Not a day goes by when I don’t have big, open space — probably more than one — where we’ll break down into small groups and really just check in. And we’ve found that that has been helpful.” — Wendy Kopp
“Some of us will come out stronger, but in some parts of the world, this [pandemic is] going to be just extraordinarily devastating. I just hope that our development response recognizes what we’re seeing in the world right now, which is that local leadership matters and the degree to which we can figure out how to help local folks build the volition, the capabilities, and the networks to become globally informed rather than trying to, as we generally do in development, rain down solutions around the world.” — Wendy Kopp
Practices:
Set up principles very early on. We will have to make very hard choices, so what are the principles that guide those decisions? Principles like: whatever we do, it’s got to be top down. Also, we want to use an equity lens as we make decisions. If we look at whatever decisions we make, do they pass those principles as best we can, and are we also thinking about the bias that can creep into those decisions and trying to eliminate it.” — Gerald Chertavian
“Whatever we decide now, we want to look back in a couple years’ time and feel like we made the very best decisions we could. And so as we make decisions, let’s also look out and ask, ‘Would we be happy, or not, with these decisions? Do we feel we’ve lived our values well?’” — Gerald Chertavian
“With every stakeholder group, we just need constant, constant, constant communication, probably a lot more than we — at least I — would naturally gravitate towards. But I’m really trying to embrace it because I know it’s just crucial right now.” — Wendy Kopp
“There is a new world coming if we’re ready to listen for it. One of the most important things right now is to actually hold the uncertainty and not jump to solutions. Really consider whether we’re asking the right questions so that we can see the real possibilities as we look out beyond the immediate and see what emerges, and really lean into this chance to actually be part of shaping what really could be a better world.” — Wendy Kopp
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Welcome to Overheard at Council, a series capturing insights, practices, recommendations and other powerful moments from some of our NationSwell Council events. If you have any feedback on this series, or if you attended and you’d like to add something you think we might have missed, please reach out via email. To find out more about the NationSwell Council, visit our digital hub.

Team Rubicon Coronavirus Response: How Jake Wood and the Greyshirts Are Taking Action

10 years ago, Team Rubicon CEO Jake Wood co-founded his organization to mobilize veterans in times of great emergency, harnessing their unique skillsets and experiences towards helping victims of sudden crises.
Today, the people of our world find ourselves amid one such crisis: the Coronavirus pandemic, which by some estimates is expected to cause the deaths of hundreds of thousands of Americans, hospitalize or infect millions more and debilitate our economy.
NationSwell spoke to Wood, a Council member, about how Team Rubicon’s #NeighborsHelpingNeighbors initiative has sprung into action to lead and assist aid efforts across the country, mobilizing its volunteer corps of “Greyshirts” towards the frontlines of the communities that need the most aid. We also had the chance to speak about his forthcoming book, “Once a Warrior: How One Veteran Found a New Mission Closer to Home.”
NationSwell: At time of publication, the Team Rubicon blog mentions at least 49 relief operations that are already in progress, and 44 more that are in progress. Can you speak to what those efforts look like, and what you’ve been able to accomplish so far?
Team Rubicon CEO Jake Wood: We have a medical capability that we really only deploy internationally. We’ve pivoted here to focus domestically. We have never gotten into issues like food security, food, transportation, logistics — things like that. But this is a pandemic that is crippling some of our governmental and non-governmental infrastructure. And I think we have an organization that can flex into the fight. And so that’s exactly what we’re doing. We have pivoted our entire organization into this fight.
On one end of the spectrum, we’ve been asked by various agencies, federal, state and local to help establish federal medical stations. We’re doing that in California. We’re now currently establishing, and we’ll begin operating, a 250 bed hospital in Northern California to help decompress the health care system there. We have similar requests for similar field medical hospitals in the states and cities that you can imagine. I don’t want to name them yet because none of those are for certain. We’ve been asked by some major metropolitan areas to oversee the command and coordination of quarantine shelters for homeless populations.
And then, on another end of the spectrum, we’re partnering with major national food security networks like Feeding America and Meals on Wheels. And I think that we’ll probably be assisting with operations and logistics at easily a hundred food banks by the end of this week. And then we developed guidance and protocols for how any one of our 112,000 volunteers could identify the vulnerable people in their neighborhood and assist them with their quarantine and shelter in place mandate. So if they have an elderly person on their street that may have difficulty in this time getting prescriptions or groceries, whatever. How can you safely assist that person or the single mother that suddenly just got furloughed and has two kids that she’s now the educator of at home? How do you assist that woman with walking, something as simple as walking their dog? Because she can’t do it with the two kids who need to be learning.

“Leaders should embrace the brutal reality of the situation, acknowledging the gaps that we have — but then inspire people to believe that we’re going to get through this.” — Jake Wood, Team Rubicon CEO

We’ve had over a thousand acts of service logged since we launched that. 30,000 people have gone to the website so we’re confident that we have many, many thousands of unlogged acts of service. We call it #NeighborsHelpingNeighbors.
NationSwell: How can our audience help you all with your efforts?
Wood: We’d love to have #NeighborsHelpingNeighbors amplified. We don’t want this to be a campaign that just… if it stays within just the bounds of Team Rubicon, then we failed. From the beginning, one of the objectives was, how do we inspire people to action in a way that is safe? Right? So that they’re not contributing to the spread, but rather contributing to the effective social distancing that’s actually necessary to inhibit the spread of this. So we’d love to see that get amplified. Obviously we are partnering with organizations in ways that we never would have imagined. We just signed an agreement with one of the largest healthcare systems on the East Coast to help start staffing their testing clinics. And, so for those members who have a unique organizational capacity to partner with us in this, or unique expertise or they’re retired doctor that wants to get back in the fight — we need people.
NationSwell: How can leaders of all stripes step up at a time like this? What qualities mark a good leader in a time of crisis?
Wood: It’s very rare that a leader in a moment like this is going to have the necessary competencies to be the expert, right? And so what you need to see in leaders is a certain level of humility. You need them to say, “Listen, I don’t know what’s happening. I don’t know when things are going to get better. I don’t know this, that and this. What I do know is, here’s what we’ve got to do. Here’s what the experts are saying. Here’s what we can control. Here are the things that we can’t.”
Leaders should embrace the brutal reality of the situation, acknowledging the gaps that we have — but then inspire people to believe that we’re going to get through this. I think one of the challenges thus far has been convincing people that this isn’t about them, right? This is about the whole. And you have a lot of people right now who are really concerned about the social distancing and the shelter in place orders, because it impacts them personally. And we need leaders who can inspire people to think beyond the four walls of their home and think about the community at large.
I think we’ve gotten that in some places. I don’t think we’ve gotten it throughout all levels of leadership right now. It’s just — f*ck man, just shut your mouth and push somebody else up to the podium who’s actually an expert, right? And let that person have the spotlight, and you lead from behind. That’s kind of a lost art.
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NationSwell: Tell us about “Once a Warrior.” What’s it about? And where did you get the idea to write it?
Wood: “Once a Warrior” is a project that I’ve been working on for over a decade. I started writing pretty extensively when I was deployed overseas with the Marine Corps in Iraq and Afghanistan. And at first I wrote to keep my family and loved ones updated on what was happening. I was in Iraq during the surge in 2007 with a Marine rifle platoon. And then I was a sniper in Afghanistan in 2008. So that was when I first started writing. And then when I got back from the war, I started writing as a way of making sense of what happened and for a kind of catharsis.
And so, I’ve been writing ever since, and have at times throughout the 10 years of Team Rubicon written about moments that have happened. And I got to this point where at the conclusion of Hurricane Harvey and in our efforts there, there was… a bunch of things that just kind of came full circle for me, and I decided that I wanted to write this story of going to war and coming home.
It’s part memoir in that it’s the story of the last 15 years of my life, but it’s really intended to be bigger than that. It’s a story of about service. It’s a story about what happens to young men and women in war, and what happens when they come home and what is the role of service — continued service? Where’s the role of purpose in the lives of those young men and women as they come back into our community? So, I tell that latter part kind of through the lens of starting in building Team Rubicon and losing my best friend to suicide shortly thereafter. And watching how Team Rubicon has impacted the lives of tens of thousands of volunteers who’ve picked up a new mission and put on a new uniform over that time.
NationSwell: Your book’s publication will coincide with the 10 year anniversary of Team Rubicon. What are some of the most important lessons you’ve learned in those 10 years? 
Wood: The first lesson would be that purpose is a powerful healing force, this powerful driving force for any human. Any human being on earth needs purpose. But I think for those who have served in the military, who have fought overseas, who’ve come home to a community that doesn’t always understand them and doesn’t always care about their service, that the lack of purpose that some people can find when they transition back to civilian life can be really detrimental to their ability to lead long and fulfilling lives.
And it’s really actually pretty easy to rediscover purpose. You give somebody a mission, you give them responsibility or you give them a challenge and they can find that purpose again. I think that the other thing that I’ve seen time and time again after hundreds and hundreds of disasters that Team Rubicon has responded to is that Americans truly do become the best version of themselves in crisis. I think we’re seeing a lot of that now play out with Covid-19. You see people having empathy for communities that they didn’t previously have an empathy for.
You see people reaching their hands out across the aisle in politics to find solutions to challenging problems. You see people crossing over to help a neighbor that they wouldn’t have even spoken to a week prior. And that’s always inspiring to see. And I think that what’s always disappointing is just how quickly we revert back to the former version of ourselves, and forget those lessons of empathy and compassion and service in community and camaraderie that it took a tornado to place at our feet.
NationSwell: You’ve stayed connected to the work over the course of a decade. How do you keep from reverting?
Wood: I mean, I guess I’ve never had in 10 years the opportunity to take a pause. My wife jokes that I never really left the military — I just kind of changed uniforms. And I think there’s some element of truth to that. But I’ve spent the last decade of my life running from crisis to crisis. I just always get re-inspired by what’s possible. Because I see these changes in people and in communities on a weekly basis and I always set myself up for disappointment. I always think the next one is going to be the one that sticks, the one where people finally learn the lesson. And maybe I’m just kind of a hopelessly optimistic about that.
NationSwell: What are you hoping that readers will take away from the book?
Wood: The book is really in three parts. The first part is my wartime experience. And what I really wanted, the stories I told from Iraq and Afghanistan to be was a more authentic and maybe vulnerable retelling of life in combat. I didn’t want to just add to the genre of guys who were thumping their chest and talking about body counts or fierce battles. I want people to know what’s really going through a young man’s mind the first time they get shot at. What are some of the those moments that people may not think about where… you start to explore what’s happening to people mentally and emotionally. How are people processing? I spend a lot of time talking about moments where I found myself losing kind of a grasp of who I was and who I wanted to be. Whether that was sensing that I was beginning to lose that empathy and compassion that I’d kind of had my entire life. Those moments where suddenly, war was becoming too familiar, too easy.
And I think those are the questions that I want people to walk away from the book wondering. What is the true cost of war for the young people we send to fight it? I think one of the things I tried to accomplish in the middle part of the book was an authenticity around my own challenges transitioning home. I think a lot of people look at me and, as a veteran with a fairly high profile, they think, “Man, the guy had it easy. He came home and he started a nonprofit that’s grown and done amazing things.” And the reality is I came home, I lost just as many friends to suicide as I lost to combat, including my best friend. I had to fold the flag and hand it to the mother of that best friend and tell her I was sorry I wasn’t there for her son. And then figure out how to pick up the pieces after that.
And I think that that last part of the book is really just about what happens when you ignite the purpose of an entire generation of veterans and challenged them to serve their community in a new way. And that’s really the story of Team Rubicon And I try to tell that story through the lens of as many of the amazing volunteers I’ve met over the years, who have this diversity of experience and backgrounds that is so compelling, but who have so much more in common than they ever have had different now or at any time in their past. And I think that’s the really powerful thing is this unifying power of that purpose and that service.
I mean, I’m excited for it. My mom thinks it’s really good.
NationSwell: It sounds like your ideal reader or readers for the book isn’t just veterans and service members, right? Who do you see as someone who can potentially take a lot away from it?
Wood: There was a big debate with the publisher and me about the timing for the release of this book. They were cautioning me from releasing it in the lead up to the election, or too close to the election itself. And I kept saying, “No. I want this to cut through the divisiveness and the vitriol that we’re undoubtedly going to hear in 2020. I want this to serve as a break that Americans can pick up this book and read something that re-inspires them about what America should be and can be.” I think the audience is anybody that is sick of hearing about how fucked up this country is. And believes that there’s a better version of this country that we can achieve. I’m hopeful that this can serve to re-inspire that sentiment among some people.
This interview was lightly edited for clarity. For more information on the NationSwell Council, please visit our splash page. You can pre-order Wood’s book, “Once a Warrior,” here.

How We Foster Cultures of Purpose Amid This Crisis

On a Tuesday evening in March, members of the NationSwell Council gathered around the digital table to discuss how social impact leaders can better foster cultures of purpose in our professional and personal lives. Given the ongoing health crisis, we also took a moment to discuss how we’ve been showing up for ourselves, our teams and our partners.
In the hope that these might serve you on your mission to make this world a better place, we’re sharing out some of the key moments from our discussion. These insights, practices and recommendations all come straight to you from the inspiring Council members in attendance.
Insights

  • Moments of intense pain can be where the most opportunity lies.
  • One of the most valuable traits in a good leader is transparency, especially in times like these.
  • Being present in whatever way you can be present is of the utmost importance.
  • Remember that you’re not alone; there isn’t anybody in the world who isn’t dealing with this right now.

Practices

  • Ask yourself: How do we respond to this crisis, and other crises, through the lens of equity? How can we slow down and think about whose voices are missing, and who’s not at the table, when it comes to our responses and our solutions?
  • Imagine it forward: Ask yourself, “What does good look like? What might we be able to do that we feel good about in six months?” That way, you’re not always talking about doom and gloom.
  • When you’re communicating with key stakeholders, be clear about what you can control and what you don’t control.
  • You can’t do enough for your employees during times like these: Hold open office hours, share your vulnerabilities with your team.
  • But as you think about your employees, don’t forget to show up for your customers and partners too — They want to hear from you!
  • Inspire others: They need to hear in challenging times that we can get through it.
  • As our team workplace meetings become more digital, it’s a great time to get creative about how you can foster a sense of togetherness while we’re apart: Take people on home tours with Zoom and Hangout; recommend recipes for meals and cocktails and have everyone make them together.

Recommendations 

Welcome to Dispatches From the Council, a new series capturing insights, practices, recommendations and other powerful moments from some of our NationSwell Council events. If you have any feedback on this series, or if you attended and you’d like to add something you think we might have missed, please reach out via email. To find out more about the NationSwell Council, visit our digital hub.