“Right now, roles in the affordable housing sector remain unfilled, and working-class New Yorkers continue to face unemployment or find themselves stuck in jobs with little potential for economic mobility.”
Michael Appleton/Mayoral Photography Office
A “topping off” ceremony for an affordable housing project in 2021.
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With a new presidential administration comes uncertainty around the future of our institutions and the national economy, but one thing is certain: the economic strain caused by rising living costs and a critical shortage of affordable housing is making it increasingly difficult for families to make ends meet.
These issues weigh heavily on working-class New Yorkers as they navigate one of the most expensive cities in the world, and now more than ever—as we wait to see what new leadership and policies bring—we must ensure that they have paths to enter the workforce, gain financial stability, and position themselves for upward mobility.
Affordable housing is not just a solution to the city’s severe housing shortage; it’s a powerful driver for job creation and economic mobility. We represent two organizations working in affordable housing, Brooklyn Workforce Innovations (BWI) and Wavecrest Management, that have partnered to tackle the affordability crisis by lifting low-income New Yorkers out of poverty while bolstering the affordable housing workforce. Here’s what we have learned works and how others can leverage our approach to make a real impact:
Invest in cross-sector partnerships
We have seen firsthand that the long-term success of workforce development programs depends on meaningful partnerships. Collaboration is at the core of Housing Career Pathways, an initiative operated by BWI in partnership with Enterprise Community Partners, the NYC Department of Housing Preservation and Development (HPD), and the NYC Housing Authority (NYCHA). As part of this training program, BWI connects participants—90 percent of whom are residents of NYCHA public housing or other affordable housing programs—with internships and full-time employment at private companies and public agencies, working in project compliance, marketing, leasing, and operations.
To develop a strong employment pipeline, BWI has maintained close relationships with not only the city’s housing agencies, but also businesses like Wavecrest Management, a New York City-based affordable management company dedicated to preserving the financial and physical viability of residential buildings. By working with employers directly, we seek to understand the company’s needs and skills gaps and accordingly address widespread staffing challenges by creating a pipeline of candidates who combine relevant and invaluable lived experience with newly acquired, industry-specific skills. As a result of our close collaboration, Wavecrest has hired 12 Housing Career Pathways alumni, including staffing one project’s entire file-processing team with the program’s graduates.
Meet low-income New Yorkers where they are
To create workforce development programs that truly move the needle for vulnerable New Yorkers, it’s important to offer support that meets the full scope of their needs. Financial insecurity comes with a host of challenges, including housing instability and food insecurity. When dealing with these pressing priorities, it’s difficult to commit to skills training or making career pivots.
Successful skills training programs include holistic mechanisms to address barriers to participation and employment. BWI helps people access transportation, professional clothing, and referrals and resources to navigate emergencies and affordability challenges. We also have a dedicated team focused on helping trainees connect to available public benefits, financial coaching, and career guidance. These difficulties don’t disappear immediately in the face of a new career and can impede long-term employment and success without wrap-around support. This is why BWI remains a resource for up to two years after program completion—so graduates are best positioned to make the most out of their career transitions.
Remove barriers to entry and success
Right now, roles in the affordable housing sector remain unfilled, and working-class New Yorkers continue to face unemployment or find themselves stuck in jobs with little potential for economic mobility. Many New Yorkers don’t have the luxury of pursuing a degree or participating in months-long training programs.
Programs designed with these concerns in mind—like the Housing Career Pathways’ fast-paced, four-week training—can open the door for unemployed and underemployed residents of affordable and public housing without asking them to take too large a gamble with their time or financial resources. They also broaden the talent pool for employers like Wavecrest, creating access to candidates with both industry-specific training and direct experience navigating the challenges we seek to address. As the cost of living crisis persists, we need employees who understand the obstacles the affordable housing industry and its residents are navigating.
The recent national election has highlighted both the unprecedented housing crisis that we face as a nation and the urgent need for innovative solutions. While our city works on expanding housing supply, we should be intentional about enabling people who live in affordable housing to benefit from the economic engine of the housing industry. As far too many Americans continue to struggle with poverty and the high cost of living, it’s essential to invest in programs that create real, lasting access to stable, upwardly mobile careers for those who need them most.
Shawn Hegele is the director of strategy and evaluation at workforce development non-profit Brooklyn Workforce Innovations. Christina Harsch is the director of leasing and compliance at NYC-based affordable management company Wavecrest Management.
The post Opinion: Our Affordable Housing Workforce Must Reflect the Communities It Serves appeared first on City Limits.
