On a recent evening, Denis McDonough, President Obama’s chief of staff, walked in the dark calling out, “Male, over 25; female, 18 to 24.”
Homeless people rarely have the privilege of having an audience with the president’s right-hand man — much less, one on their own turf. But that’s exactly what happened on a recent evening when McDonough and a crew consisting of Secret Service agents, White House staffers and San Francisco’s Mayor Ed Lee took part in the point-in-time count of homeless people living across America. (Within 90 minutes, the team counted 144 people in eight square blocks around San Francisco’s city hall.) The participation of a high-ranking Cabinet official drew attention to this little-known tool that provides essential direction for governments and service providers. It also brings focus to a population that’s often hidden out of sight, forgotten on vacant doorsteps, under freeway overpasses and in emergency shelters.
“What I see here, what we just walked through, this is a problem. But this is the same sort of challenge we face all over the country,” McDonough says. “The numbers tell the story. And that’s why this count is so important.”
WHAT ARE POINT-IN-TIME SURVEYS?
Here’s the formula: Sometime during the last 10 days of January (with a few exceptions), thousands of volunteers fan out across towns and cities across the U.S. to take a census of unsheltered street people. Equipped with clipboards and flashlights, they’re often assigned a small geographic area to avoid duplicates. The counts began in 1983 in 60 municipalities, as an increasingly visible population became homeless due to poverty, drug use and the closure of state-run mental institutions. Standardized methods for the counts were firmed up in 2005 and have since been refined. Along with figures from homeless shelters and transitional housing, numbers from the point-in-time count are submitted to the federal Department of Housing and Urban Development (HUD). From there, the data gives a local and national snapshot of the homeless population that guides service providers, Congress, HUD and other agencies.
HOW OFTEN ARE THEY CONDUCTED?
HUD requires shelters to submit their data every year, but point-in-time surveys only happen biennially, usually in the odd-numbered years. Many large cities, however, choose to complete the census annually to keep abreast of the latest trends. “When we get an accurate count, the numbers tell us what to do,” Mayor Lee tells the San Francisco Chronicle. “Data drives action. That’s what this night is all about.”
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IS THERE MORE TO THE SURVEYS THAN JUST COUNTING PEOPLE ON THE STREETS?
Since the federal government introduced its long-term plan to end chronic and veteran homelessness by 2015, as well as youth and family homelessness by 2020, HUD has requested detailed data on those subpopulations. Some surveys require nothing more than approximate age and gender, but others, like Los Angeles’s survey, consists of a seven-page questionnaire asking things like, “Where have you been spending most of your nights?” “Do you have ongoing health problems or medical conditions?” and “How many times have you been housed and homeless?”
In Connecticut, for the first time, volunteers will ask the homeless about their specific housing, medical and employment needs to add to a registry. “In the past, each program kept its own waitlist for housing and other important services…Under that old system, providers and public officials had no way to gain a global view of the total needs to end homelessness in their community,” Lisa Tepper Bates, executive director of the Connecticut Coalition to End Homelessness, writes in an op-ed. A “community-wide by-name registry,” she adds, allows nonprofits “to target the right kind of assistance to the right person.”
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HOW DO VOLUNTEERS FIND THE HOMELESS?
It’s not easy. Organizers target known homeless encampments, but there’s always the chance of missing some. Because of its huge area, Los Angeles has been one of the leaders in improving its methodology. To supplement a count that takes place over multiple nights — from the posh neighborhoods along the ocean (some of which had their first count this year) to deep into the San Gabriel Valley — the city also conducts a random telephone survey of the “hidden homeless,” which added an additional 18,000 to the 36,000 people already counted on the street or in shelters.
Even if volunteers are able to locate people they suspect to be homeless, answers are not always forthcoming. (“None of your goddamn business” is how someone rebuffed two women who work for the Department of Veteran Affairs in D.C. when they asked him.) Many cities equip volunteers with gift bags and resource lists, small incentives that may prod someone to answer a few questions.
WHAT DO OFFICIALS EXPECT FROM THIS YEAR’S RESULTS?
A year ago, HUD reported that 578,434 people were homeless on a given night, a 2 percent decline from 2013. Exact figures from last month’s count won’t be known until municipalities release them later this year, but so far, experts aren’t optimistic about another decrease. (Already-released figures in Seattle show an alarming 21 percent jump from last year.) Why? Gentrification is driving up rent and decreasing the number of vacant apartments up and down the West Coast, says Katy Miller, regional coordinator for the U.S. Interagency Council on Homelessness. Add to that lingering poverty and unemployment from the recession, a dearth of affordable housing and limited mental health care infrastructure, and it’s suddenly clear why so many are losing their homes.
But it’s not all bad news. Expect some bright spots in the declining numbers of homeless veterans, which has already dropped one-third from 2010 to 2014, thanks in part to First Lady Michelle Obama. Mayors across the country responded to her call to end veteran homelessness this year — a goal that’s well within reach, as New Orleans has demonstrated. The chronically homeless population should also decrease as well, continuing the 21 percent decline from 2010 to 2014. As Salt Lake City has shown, putting the homeless into housing can bring these numbers close to zero. Look for the common-sense solution of “Housing First” to once again prove its effectiveness when totals debut.
HOW ACCURATE ARE THE FINDINGS?
Many in the field believe the counts far underestimate the actual number of people experiencing homelessness. For one, the count occurs during the bitter freeze of late January, when many homeless aren’t living on the street. The calendar assumption seems to be that the homeless will be more likely to enter the shelter when it’s cold outside and thus be counted, but they could also take refuge in a vehicle or seek protection in a church basement. The head counts are “hit or miss,” says Paul Boden, director of the Western Regional Advocacy Project, a homeless rights group. “Those whom they could see, they counted,” he writes in an op-ed in the San Francisco Chronicle. “Point-in-time counts are a minimum number, always. They undercount hidden homeless populations because homeless persons are doubling up with the housed or cannot be identified by sight as homeless.” A quick look at other studies support Boden’s claim, including data released by the U.S. Department of Education, which reports that the number of homeless students has nearly doubled since the 2006-07 school year, to 1.2 million.
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WHICH GROUPS ARE OFTEN MOST EXCLUDED FROM THE CENSUS?
Point-in-time surveys do provide a snapshot taken at roughly the same time, a HUD official notes, which can “benchmark progress” with some confidence every two years — assuming that the face of homelessness is not changing. Some advocates fear that the largest new population of homeless — families who’ve lost their homes in the recession and are bouncing between couches, cheap motels and other temporary residences— are not being identified since they don’t “look homeless” to survey volunteers.
In addition to families, youth are most often among the undercounted, Boden says. Unaccompanied homeless youth are referred to as an “invisible population” because they’re particularly difficult to count. Studies attempting to estimate the total range from 22,700 to 1.7 million, a huge disparity. To improve count accuracy, HUD has partnered with a number of other agencies for a program called “Youth Count!” Since 2013, these groups have tried to attract youth homeless into shelters for the one-night counts with free meals and activities. They also approach homeless youth earlier in the day, when they’re likely easier to find at hotspots for young people like malls or recreation centers, LGBT-focused agencies and schools.
Unfortunately, while this system counts those down-and-out on the streets, it does little to track those who are grappling with housing insecurity — the very people which may be counted among this country’s homeless during the next point-in-time survey.
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Tag: American poverty
3 Ideas That Will Give Every Citizen Access to the American Dream
During last month’s State of the Union address, President Barack Obama declared an end to the nation’s economic downturn. “The shadow of crisis has passed, and the state of the union is strong,” he said. But for many, the president’s announcement felt premature.
Currently, 45 million Americans live below the poverty line. Income inequality, stagnating wages and job market volatility make the prospects of upward mobility bleak. According to research by The Pew Charitable Trusts, Americans raised at the bottom of the income ladder are likely to remain there as adults. Two-thirds will never make it to the middle class, and 96 percent will be barred from the top bracket, where household income exceeds $81,700.
Erin Currier, director of Pew’s projects on financial security and mobility, studies the factors that limit economic opportunity. Recently named one of the most influential women in Washington under 35, she has utilized the research to establish nonpartisan agreement on the facts that guide policy decisions. (It’s already helped establish a bipartisan caucus.) “We hold this up to be the national ethos of being able to pull yourself up by your bootstraps,” she says, “but it doesn’t happen that often.”
During a conversation with NationSwell, she identified three areas lawmakers from both sides of the aisle need to address if they hope to restore every American’s chance at success.
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The Short-Term Benefits of Helping Low-Income Kids Are Apparent. But What About the Long-Term Impact?
Parents often wonder if all the money they pour into their kids will pay off in the end, resulting in productive adults. The federal government could ask the same, considering that it’s provided assistance to children through various programs, including Medicaid, which extended benefits to children back in the 1980s with the formation of the State Children’s Health Insurance Program.
Economist Amanda Kowalski of Yale University decided to find out. Partnering with David W. Brown and Ithai Z. Lurie of the U.S. Treasury Department, she analyzed tax return data and found that giving Medicaid benefits to kids does pay off in the long run. Those who relied on Medicaid as low-income children earned more money and paid more in income taxes when they became adults working than those of a similar income level (during childhood) who did not receive benefits.
Researchers found that, for every Medicaid dollar spent on a child, 14 cents were returned during their first few years as working adults. The amount rose to 56 cents by the time the recipient was 60 years of age. Additionally, they discovered that people who received Medicaid benefits at kids were less likely to die as young adults than people in the non-Medicaid low-income group. Plus, they were more likely to attend college.
The study’s huge sample size of 14.6 million people gives strength to its findings.
“Although it will take years to know the long-term impact of current expansions of Medicaid undertaken as part of the Affordable Care Act,” Kowalski tells the Yale News, “this study shows that the investments that the government made in Medicaid in the 1980s and 1990s are paying off in the form of higher tax payments now.”
MORE: 40 Years Ago, Researchers Sent Half These Children to Preschool. And What an Amazing Difference it Made
The Common Sense Solution Keeping Dollars in the Hands of the Poor
It’s often been said that it’s expensive to be poor.
Take for example, a problem faced by social service aid recipients in Alameda County, Calif., who receive their benefits through an electronic benefits transfer (EBT) card. The piece of plastic works like a debit card, but when cardholders use it at a bank outside their own network, they’re charged a transaction fee. Given that low-income people often have trouble finding transportation to get where they need to go (an in-network bank, for instance), it’s a sad reality that EBT card users in Alameda County racked up $60,000 in ATM fees in 2012; statewide, the cost was a staggering $19 million.
So in an effort to keep benefits in the hands of low-income families, Alameda County is setting up no-fee ATMs just where EBT card users need them: in the lobbies of social service offices.
Andrea Luqetta of the California Reinvestment Coalition, a nonprofit that advocates for better financial services for low-income people, tells the Contra Costa Times, “Alameda County supervisors have shown incredible leadership with this. Other counties have taken creative steps, but this is the most creative and practical we’ve seen, and it’s the right thing to do.”
County Social Services Agency spokeswoman Sylvia Soublet agrees, “Paying a few dollars each time you use your card might not seem like a lot. But over the course of a year that can add up to a lot of money.”
Advocates of the program add that the no-fee ATMs will be a tool to help EBT cardholders gain financial literacy.
MORE: This Camouflaged Credit Union Saves Immigrants From Predatory Lenders
Far From Finished: Utah’s 5-Step Plan to Continue Helping the Homeless
Utah is entering the final stretch of its 10-year plan to end homelessness, but that doesn’t mean the state’s work is over.
The number of chronically homeless individuals has dropped from 1,932 in 2005 to 539 last year. If numbers continue to decline this year, the state will reach what’s known as a “functional zero,” meaning that Utah will have housed all the chronically homeless who will accept it and have the capacity to shelter the rest. Just like the “functional zero” economists use to calculate unemployment doesn’t include the baseline of people switching jobs, Utah won’t include in their data the minority who refuse housing, says Lloyd Pendleton, the state’s homelessness czar. “We can’t force them into housing. That’s called jail,” he notes.
Despite the Beehive State’s success, a larger population always teeters precariously on the brink. Utah’s total homeless population has grown 12.5 percent — from 11,275 to 12,685 — over the last decade. These individuals will need somewhere to stay when a landlord evicts them, when parents scream that they’re not wanted or when an abusive spouse makes them fear for their safety. So achieving functional zero doesn’t mean that Utah’s homeless shelters can close up shop tomorrow.
“We’ve demonstrated [Housing First] works. We have achieved remarkable results. Now we’ve really got to amplify and fortify our existing service delivery,” says Matt Minkevitch, executive director of The Road Home, Salt Lake City’s emergency shelter.
What steps will the state’s task force take to address the broader issues surrounding homelessness?
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READ MORE:
Part 1: Utah Set the Ambitious Goal to End Homelessness in 2015. It’s Closer Than Ever
Part 2: 13 Images of Resilient Utah Residents Who Survived Being Homeless
Part 3: The Compassionate Utah Official Who Believes in Housing First, Asking Questions Later
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Meet the Courageous Man Who Has Housed 1,393 Chronically Homeless Individuals in Utah
Lloyd Pendleton is the most efficient man in Utah. By the hour, he ticks off small achievements in a pocket planner, marking progress toward long-term goals. His mind routinely calculates volumes and outputs; he thinks in returns on investments. When Pendleton speaks, you begin to suspect he’s just sifted through a file cabinet’s worth of data. But then, he tosses in one of his signature colorful aphorisms, and you realize, nope, that’s just Lloyd.
After retiring from high-ranking positions at Ford Motors and the Church of Jesus Christ of Latter-day Saints, Pendleton began a second career in Utah’s Department of Workforce Services, a seemingly unglamorous government job in Salt Lake City. “I retired on a Friday and went to work with the state on Monday,” he says. As a pet project of sorts, Pendleton set an ambitious goal: To functionally eliminate chronic homelessness across Utah within 10 years. Nine years later, as Utah’s homelessness czar, he’s on track to reach that milestone by year’s end.
“He gets things done” is how his colleague Liz Buehler, Salt Lake City’s homelessness coordinator, describes her state counterpart.
Raised on a ranch at the far western edge of Utah, Pendleton’s early experience working the land gave him a dogged work ethic and a quiet-the-bells directness. He admits he once thought street people panhandled because they were lazy. “I used to tell the homeless to get a job, because that’s all I thought they needed,” he recalls.
But later, through the Mormon Church, he was tasked with restructuring struggling food pantries, emergency shelters and other charities across the country. After working directly with the homeless, including a year on-site at Utah’s largest shelter The Road Home (then known as the Travelers Aid Society), Pendleton had a “major paradigm shift.” Viewing the homeless as his brothers and sisters, he realized that when they suffered, so did the entire community. “We’re all connected,” he now says.
Pendleton’s years of bolstering charities earned him credibility from many nonprofit executive directors. When they knew he was considering retirement, several service providers and then-Gov. Jon Huntsman began lobbying the L.D.S. Church to “loan” Pendleton out to head up the state’s nascent homelessness task force. The church agreed, and Pendleton did the job part-time for two years before committing to being its full-time director in 2006. “We got Lloyd involved before he realized,” one executive director says.
Described by one Salt Lake City social worker as a “voracious reader and researcher,” Pendleton started by signing up for conferences on the latest strategies. While at one in Chicago in 2003, he learned about the 10-year plans to end homelessness taking shape around the country, and he heard the buzz about an innovative idea called “Housing First.” Two years later, after a conference in Las Vegas, Pendleton started chatting up a fellow passenger on the airport shuttle: Sam Tsemberis, considered the originator of the “Housing First” model.
Tsemberis explained how Pathways to Housing (the organization he founded in New York City in 1992) threw out drug tests and waiting lists — the old trappings of getting someone “housing ready.” Instead, the homeless were moved into apartments in Manhattan and Westchester County, N.Y., within two weeks. “You’re curing the housing problem first. You cure the person later,” Tsemberis explained. After its first five years, 88 percent of tenants had stayed in the program’s housing — double the rate for the city’s step-by-step rehab programs. “Recovery starts when you have something you care about, a place where you can go,” he added. Pendleton took an instant liking to Tsemberis and together, they convinced Utah lawmakers and foundations to take a chance on “Housing First.”
Just because it worked in New York City, however, didn’t mean the program would be a fit for Utah. During one tense early meeting, a contractor worried about his reputation almost backed out of building 100 units. As Pendleton listened, a thought came to him: why not test a small pilot program consisting of 25 of the toughest, most distressed people? The idea partially came from a truism he learned on the ranch while chopping kindling for their wood-burning stove: “Chop the big end of the log first.” In other words, if you can house the most chronically homeless, you can house anybody.
The task force gathered the best case managers, convinced landlords across the city to participate and handed over keys to 17 people. “I felt the sweat on my forehead, and I know others did too,” recalls Matt Minkevitch, the executive director of The Road Home, a Salt Lake City shelter. “You’d give each other a casual smile and say, ‘We’ll work through it, okay?’ But they couldn’t hear your stomach growling, hear you praying under your breath,… and just hoping, hoping that you don’t hurt people and damage all these important programs.”
The first night, Pendleton recounts, one man placed all his belongings on the bed and curled up on the floor to sleep. The following few nights, he dozed outside, near a dumpster. Finally, after several days, he moved in and slept on the bed. Housing isn’t “rehabilitation,” Pendleton noted, “because so many of them were never habilitated to begin with. You are creating new lives for them.” With the exception of one person who died, all the tenants remained in housing 21 months later.
Pendleton isn’t striving for prestige or fame in solving an ill that blights much of urban America. He just likes ideas that work, and he wants to see them take root, regardless of who sows the first seed. “Housing First” isn’t unique to the Beehive State, but Pendleton’s precise methods are a primary reason why Utah’s rates of chronic homelessness are so low. The fingerprints of his orderly approach can be spotted all over the 10-year plan: its clear articulation of vision, its far-reaching collaboration and its experimental pilot projects.
According to Pendleton, every action must answer this question: Does this help the homeless into housing or not? “If you don’t have a crystal-clear vision about the homeless situation, then you just muddle along. You get poor results. You’re not getting people housed,” he says.
For Utah to solve such an intractable social problem, it also had to find support beyond the traditional partnerships. Pendleton’s résumé helped win the involvement of the business community and the L.D.S. Church, one of the most influential forces in the region. Their monetary contributions and participation in programs like job placement meant even “more and more people carrying the load with the county, city and state,” Pendleton tells the Deseret News. And once the strategy had been distilled, all those agencies focused their individual expertise on a specific aspect of the problem.
Despite playing different instruments, “We have been pretty much on the same sheet of music in the symphony,” Pendleton says of the collaboration.
To meet the goal Pendleton first dreamed of a decade ago, Utah still needs to house approximately 539 chronically homeless and 200 homeless veterans, according to the latest comprehensive report — far fewer than the 1,932 chronically homeless on the streets when he first started.
Pretty good for an “encore career,” don’t you think?
READ MORE:
Part 1: Utah Set the Ambitious Goal to End Homelessness in 2015. It’s Closer Than Ever
Part 2: 13 Images of Resilient Utah Residents Who Survived Being Homeless
Part 4: Far From Finished: Utah’s 5-Step Plan to Continue Helping the Homeless
Rosa’s Fresh Pizza Has Given Away More Than 8,400 Slices to the Homeless
Rosa’s Fresh Pizza in Philadelphia has an unusual type of wallpaper: Neon Post-it notes.
Each sticky slip represents a customer who gave an extra dollar so that a homeless person could eat a slice.
The pay-it-forward menu began nine months ago, owner Mason Wartman tells NPR, when someone asked if he could buy something extra for the homeless. “I said ‘Sure.’ I took his dollar and ran out and got some Post-it notes and put one up to signify that a slice was purchased,” Wartman explains.
While lots of take-out restaurants have boxes near the register asking for loose change (a simple reminder of how many people are hungry), this pizzeria took it further, displaying the Post-its side-by-side with letters of thanks from grateful recipients — proving just how much an extra buck can impact someone in need of a meal.
Word of free cheesy, thin-crust pizza has spread, and about 30 to 40 homeless people drop by Rosa’s every day. Luckily, generous customers stop by in huge numbers, too. So far, the shop’s clientele has bought more than 8,400 slices for their neighbors living on the street.
“I just want to thank everyone that donated to Rosa’s,” one message taped on the wall says in bright red marker, “it gave me a place to eat everyday and the opportunity to get back on my feet. I start a new job tomorrow!”
On a paper plate, a homeless veteran writes, “God bless you. Because of you I ate off this plate, the only thing I ate all day.”
Wartman, 27, formerly worked as an equity research on Wall Street. After falling in love with $1-a-slice pizza in New York City, he brought the cheap and simple model back to his hometown and named Rosa’s Fresh Pizza (which he opened in December 2013) after his mother. Even with his knack for business, Wartman’s customers were buying so many free meals for the homeless that he had to abandon the Post-it system once it exceeded 500 slices. Now, he keeps tabs at the register.
Giving away food wasn’t enough for Wartman. Since last November, he’s been selling sweatshirts and donating one to a homeless person for each purchase. The fuzzy garment has his restaurant’s logo emblazoned on the outside and, inside, contains a schedule and a directory for local soup kitchens and homeless shelters. On “The Ellen DeGeneres Show” this week, he challenged national chains like Chipotle to follow suit.
Why do he and his customers do it? “They’re just really nice people, you know? Sometimes homeless people buy them for other homeless people,” Wartman says. “This is a super-easy way, a super-efficient way and a super-transparent way to help the homeless.”
This must be why they call Philadelphia the City of Brotherly Love.
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These ‘Brothers’ Left Wall St. to Make a Difference, and Their Big Bet is Paying Off
NationSwell works to elevate solutions to national challenges both through powerful storytelling on NationSwell.com and its NationSwell Council membership network and events series. Here, we introduce you to some of the innovators who are part of the community.
Over the years, there have been some bad decisions made in the college bars of Ann Arbor, Mich. This is a story about a good one.
Sammy Politziner and Scott Thomas met while students at the University of Michigan when they lived next door to each other as freshmen. The two worked at summer camps together, and after graduation, both served as corps members of Teach for America (TFA). From there, like many of their classmates (even the most idealistic ones), they both decided to pursue careers in finance.
In 2008, nine years out of college, both worked in New York City: Politziner was a vice president at Kildare Capital, and Thomas was an analyst at Neuberger Berman. While in Ann Arbor one weekend for a football game, they got to talking about their lives as they sat before the row of taps at Ashley’s, their favorite haunt. Both decided something was missing.
It had something to do with the year. Recently, the duo had volunteered for the Obama campaign, and the feelings of hope and change that the campaign had infused in so many also struck a powerful chord with the two friends.
They spoke about the difference they hoped to make, the lives they still wanted to lead. When they thought about what they might have to offer, they wondered out loud if perhaps the business skills they had developed during those years in finance combined with classroom experience from their TFA days could help make a positive social impact.
They made a decision to find out.
“We just looked at each other and said, ‘We don’t know what we’re going to do…but we have got to go back to being a part of the solution,’ ” Politziner says of the moment that led him and Thomas to found Arbor Brothers, the philanthropic organization named for their college town.
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Arbor Brothers makes grants to social entrepreneurs focused on education and employment in New York (where they are based), Connecticut and New Jersey. Politziner and Thomas support nonprofits they identify as “second stage,” organizations that have already gone through seed funding but have not yet established a track record that would give them access to larger pools of capital. These groups tend to be two to 10 years old with two to 10 staff members and a budget of less than $2 million a year.
The founders of Arbor Brothers practice the concept of engaged philanthropy, combining financial support with countless hours of consulting. Each of their current grantees receive $250,000 in funding over the course of three years, while Politziner and Thomas spend 200 to 300 hours a year working with the leaders of each organization.
“Our view, one of our guiding principles, is not that we have the answer. It’s our job to build a relationship where we can be helpful in discreet, meaningful ways along that path,” says Thomas.
After the pivotal conversation at the pub, the two returned to their finance jobs. But to learn more about the social solutions they might support, they made a commitment that each week for six months, they would have dinner with various leaders in their fields. These foundation officers, nonprofit heads and social-impact consultants revealed there was a real hole in the funding market.
The friends who would go on to form Arbor Brothers learned that members of various second-stage organizations “were doing really good work with kids, but they had never run an organization before. They had never hired somebody, let alone fired somebody; they were doing their budgets on a napkin,” Politziner recalls. “We thought, these people are so talented, and they’ve got such a great idea, and yet, they’re slowly figuring out how to run an organization. And oh, by the way, they have to spend 70 percent of their time actually going out and raising money.”
Once Politziner and Thomas determined how needed they really were, there was no turning back.
While maintaining their day jobs, the two started with a few pilot projects. They spent 100 hours with Nick Ehrmann, then a Ph.D. student at Princeton University, who founded Blue Engine, a nonprofit that places teaching assistants in public high schools in New York City. They worked with Hot Bread Kitchen, an organization that empowers women and minority entrepreneurs in culinary workforce programs, a loan package that financed a move to a full-time kitchen. Then in September 2010, they quit their jobs and focused all their efforts on Arbor Brothers.
When they first got started, Arbor Brothers raised $15,000 — Politziner and Thomas put in some of their own money, and family and friends also contributed. Last year, the public charity had a budget of over $1 million, resulting from donations from individuals, family foundations and donor-advised funds. Because the nonprofit raises its own money, Arbor Brothers has to prove its value to its donors every year in a quantitative way.
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One organization that has benefited from Arbor Brothers is the Connecticut-based All Our Kin, which empowers child-care providers as business owners, provides parents with safe and stable care for their kids and gives children a strong educational foundation before they enter kindergarten. The organization licenses people to run family child-care programs in their homes, then involves them as part of a professional development network — at no cost to participants.
From 2011 to 2014, Arbor Brothers provided All Our Kin with $190,000 in unrestricted funding (money with no strings attached). While the grant money has had an impact, it’s the guidance and knowledge of Arbor Brothers that has really made a difference. Jessica Sager, executive director of All Our Kin, says the hundreds of hours Politziner and Thomas spent with the team in New Haven, Conn., helped the organization set up systems to manage fundraising and budgeting. Arbor Brothers also helped Sager and her co-founder create a plan to expand their model to a second site, and now All Our Kin is in three cities and considering national expansion. “We are rigorous about evaluation,” Sager says, explaining how Arbor Brothers taught her how to use data to track outcomes. “We put everything on spreadsheets”
Politziner and Thomas talk about the importance of an “outcomes focused culture” and “scale of impact versus scale of number of people served” with as much enthusiasm as they talk about their other shared passion, Michigan football.
“At the end of the day, we’re going to step away, and I hope we’ll be close to these organizations,” Thomas says of the Arbor Brothers’ relationship with All Our Kin and other groups. “But unless the tools we built and the conversations we had become embedded into their organizational culture, they’re not in our view likely to be sustainable and successful over the long term.”
Over the past four years, Arbor Brothers has evaluated nearly 500 nonprofits and made site visits to at least 75. Through experience, they have become better at finding the right fits for their funding and expertise. “We made this mistake a couple of times where we would meet a young entrepreneur with a lot of passion and charisma and an exciting vision for change, but we had this nagging anxiety that they were more style than substance,” Thomas says of one of the lessons he learned the hard way. “They were great marketers, and while that is important and can raise money, if someone does not have a high internal standard for quality, those are not the people we’re equipped to help.”
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They’ve also gotten better at taking cues from the leaders of the organizations they serve, figuring out the best ways to put their analytics background to use. For instance, when Arbor Brothers assisted All Our Kin on its financial model, they worked hard to make the numbers user-friendly, later realizing that the organization’s leadership felt more at ease knowing the ins and outs — no matter the complexity.
Politziner and Thomas believe not only in the importance of learning from their mistakes, but also in promoting transparency, so they conclude each of Arbor Brothers’ quarterly newsletters with a “We Blew It!” section where they detail the ways they can improve moving forward.
In the past five years, Arbor Brothers has funded 3 percent of the 500 high-potential, second-stage organizations located in the tri-state area that work to address the root causes of poverty. While Arbor Brothers is on a path to grow (this year’s budget is likely $1.25 million), they want to remain focused on finding, funding and supporting only the most promising of the organizations that fit this description.
“The lens through which we make grants is the concept that social change is extraordinarily hard and it takes a really long time and it’s messy,” Politziner says. “Those three simple tenets inform how we think about how our small pot of capital can make the biggest difference. That means we invest in organizations that make a deep investment in people over time.”
Another way that Arbor Brothers sets itself apart from other funding groups is that they don’t believe in forcing themselves on to boards or attaching strings to their funding. “We come to understand the organization so that we’re on the same side of the table, and their success is our success,” says Thomas.
Arbor Brothers carefully tracks and reports these successes. Doing so helped the organization settle on its three-year-long funding model, which gives them enough time to get these groups to the next level while also having a time pressure in place to reach organizational targets.
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Last summer, Politziner and Thomas gathered the four organizations “graduating” from three years in their portfolio for a backyard barbecue in Brooklyn, N.Y. “It was a moment that caused me to reflect on how far we’ve come,” Thomas says.
All Our Kin celebrated its expansion to two new cities; Green City Force looked back on the long hours spent vetting and prioritizing service opportunities so they could improve placement outcomes for their corps members; and exalt now had refined performance standards in place and looked forward to doing even more for teens who have been involved in the criminal justice system. The fourth graduate, ROW New York, was able to raise more than $3 million over three years to double their program size and outfit a new boathouse — thanks in part to support Arbor Brothers provided on marketing materials and earned-income strategy.
Last fall, four new organizations joined the Arbor Brothers portfolio: New Heights, Coalition for Queens, Springboard Collaborative and OneGoal. (BRICK Academy, which is transforming failing schools in Newark, N.J., GirlTrek, which NationSwell has featured for its work mobilizing black women to walk their way to better health, and The New American Academy, which brings new models like teacher teams to New York City public schools, will continue receiving their funding.)
So far, Arbor Brothers is walking the talk of engaged philanthropy — and it’s working. “It’s a really tough balance, but they do it well, where they’re supporting the growth of an organization — talking about best practices — but they’re not imposing things,” explains Jukay Hsu, founder of Coalition for Queens, which looks to the tech ecosystem to provide economic opportunity to a diverse community.
“It’s not an outsider coming in saying, ‘Do X, Y and Z.’ … They have a unique level of human empathy and understanding and an ability to listen and digest.”
The Surprising Thing That’s Giving Low-Income Students Internet Access
In the evening, when students are supposed to be at home toiling over their homework, the school buses that carry them to school usually sit idle in a lot. But one school district in Salton City, Calif., is putting these vehicles’ downtime to good use.
How so?
By installing Wi-Fi routers inside the school buses and parking them in neighborhoods where many low-income students lack Internet access. For as long as the battery on the bus lasts, the community can use the free Wi-Fi — something that could have huge outcomes, considering that about half of the low-income students in the U.S. lack home Internet access, according to Nichole Dobo of the Hechinger Report.
The only other choice for these kids is to stay at school and use the Wi-Fi there to complete their homework. Darryl Adams, superintendent of schools of the Coachella Valley Unified District, tells Dobo, “I had kids sitting outside my office yesterday because they want to connect to the Internet at, like, 6 o’clock at night.”
When low-income students stay after hours to hop online — missing the school bus home — it creates difficulties for the parents who must come fetch them, as many of them live an hour’s drive or more away.
Thirteen-year-old Jasmine Jimenez says that she’s looking forward to the day when the district might enable Wi-Fi on the bus during its route. “It won’t be a big bug to ask your parents to pick you up,” she said.
School district officials haven’t completely worked out the kinks of the system. So far they’ve only been able to install routers in two buses out of their fleet of 90. Drivers park the two buses on lots in trailer parks and must obtain permission from the owners to do so. But the biggest problem is that the battery tends to die after only one hour of use, an energy crunch which some have suggested might be solved by installing solar panels on the buses.
Still, the Coachella district is determined to try to make the program work. “Come on. We can do better than that as a nation, especially for our low-income families and our disadvantaged families,’’ superintendent Darryl Adams says.
MORE: Every Kid Needs An Internet Connection to Thrive In School. This District Has A Plan to Make it Happen
These 10 Documentaries Will Change How You See America
Documentary films are known for sparking social change. (Case in point: Who wants to eat at McDonalds after seeing Super Size Me or Food, Inc.? What parent suggests visiting SeaWorld after seeing Blackfish?) Though 2014’s nonfiction films weren’t massive box office hits, they pointed out injustice and lifted our eyes to the doers making a difference. Here are the 10 must-see documentaries that inspired us to action.
10. The Great Invisible
BP’s Deepwater Horizon oil spill in 2010 still darkens the coastline along the Gulf of Mexico in the form of altered ecosystems and ruined lives. Named best documentary at the SXSW Film Festival, Margaret Brown’s documentary dives deep beyond the news coverage you may remember into a tale of corporate greed and lasting environmental damage.
https://www.youtube.com/watch?v=LDw1budbZpQ
9. If You Build It
Two designers travel to the poorest county in rural North Carolina to teach a year-long class, culminating in building a structure for the community. In this heartwarming story, 10 students learn much more than construction skills.
http://vimeo.com/79902240
8. The Kill Team
An infantry soldier struggles with his wartime experience after alerting the military his Army platoon had killed civilians in Afghanistan. On the Academy of Motion Picture Arts and Sciences’ long list for best documentary, Dan Krauss’s challenging film shows how morality dissolves in the fog of war and terror of battle.
7. Starfish Throwers
Three people — a renowned cook, a preteen girl and a retired teacher — inspire an international movement to end hunger. Jesse Roesler’s film includes the story of Allan Law, the man who handed out 520,000 sandwiches during the course of a year in Minneapolis, which we featured on NationSwell.
6. Lady Valor: The Kristin Beck Story
A former Navy SEAL (formerly named Christopher, now Kristin) says that changing genders, not military service, was the biggest battle of her life. In retrospect, her SEAL experience takes on new importance as she comes to understand the true value of the words “life, liberty and the pursuit of happiness.”
5. The Internet’s Own Boy: The Story of Aaron Swartz
An online pioneer who developed Creative Commons with the academic and political activist Lawrence Lessig at age 15 and co-founded Reddit at 19, Swartz crusaded for a free and open internet. Another potential Oscar candidate, the film poignantly recounts how Swartz ended his own life at age 26 after aggressive prosecutors initiated a federal case against him.
4. True Son
A 22-year-old black man recently graduated from Stanford returns to his bankrupt hometown of Stockton, Calif., to run for city council. Michael Tubbs convinces his neighbors (and the movie’s audiences) you can have “a father in jail and a mother who had you as a teenager, and still have a seat at the table.”
3. The Hand That Feeds
After years of abuse from their bosses, a group of undocumented immigrants working for a New York City bakery unionize for fair wages and better working conditions. Led by a demure sandwich maker, the employees partner with young activists to fight their case against management and the food chain’s well-connected investors.
2. Rich Hill
Three boys confront impoverishment, learning disabilities and dysfunctional families in this human portrait of growing up in small-town America. The backdrop to the teenagers’ lives is their Missouri hometown of 1,396 residents, where one in five lives in poverty and where the fireworks still glow every Fourth of July.
1. The Overnighters
Our top film and a favorite for an Academy Award nomination details how an oil boom draws a city-sized influx of workers to a small town in North Dakota, where they scrape by on day labor and live in their cars. With the heft, detail and narrative twists of a Steinbeck novel, Jesse Moss profiles the Lutheran pastor Jay Reinke, who welcomes these desperate men into a shelter called “The Overnighters,” to his congregation’s dismay.
Are there any documentaries that should have made the cut? Let us know in the comments below.