September 10, 2025
by: Bradley Debose Assoc., AIA, NOMA, and Samantha Dixon, Assoc., AIA
Civic Leadership Program Development Session 3 at the Center for Architecture. Photo: AIA New York.
Civic Leadership Program Development Session 3 at the Center for Architecture. Photo: AIA New York.
Civic Leadership Program Development Session 3 at the Center for Architecture. Photo: AIA New York.
Civic Leadership Program Development Session 3 at the Center for Architecture. Photo: AIA New York.

by Bradley Debose Assoc., AIA, NOMA, and Samantha Dixon, Assoc., AIA

The AIANY Civic Leadership Program recently held its third Development Session, organized by Bradley DeBose, Assoc. AIA, NOMA, and Samantha Dixon, Assoc. AIA. The session explored a critical question: Can nonprofit reentry models designed for justice-involved individuals inform how New York City supports the working homeless? 

Specialized services tailored to individual needs can make the difference between merely surviving and truly thriving. When support systems, employment opportunities, and stable housing are aligned, they create a strong foundation for long-term success. For the working homeless, who already maintain employment while struggling with housing insecurity, the challenge lies in navigating the fragmented system of the Department of Homeless Services (DHS). Housing is often treated as a standalone service, leaving individuals to juggle work, family responsibilities, and other nuanced needs without coordinated support. The Public Policy Lab’s Navigating Home project illustrates this complexity by condensing the DHS process into a clear, transparent guide, highlighting the obstacles individuals face while moving through the system. In contrast, nonprofit agencies serving the formerly incarcerated have, through ongoing trial and error, been developing approaches that address the unique needs of their populations, offering lessons on fostering stability, autonomy, and lasting outcomes. These models suggest that city agencies could similarly refine their programs, moving beyond one-size-fits-all approaches to design services that truly meet the specific needs of the working homeless. 

Insights from Nonprofit Models 

Panelists emphasized how reentry-focused organizations have developed integrated systems that could guide improvements for the working homeless. Christina Green, Vice President of Housing Operations and Projects at Osborne Association, highlighted the value of credible messengers: staff with lived experience who build trust and help residents succeed. Osborne’s portfolio prioritizes stability and supportive services for justice-involved individuals. 

Felipe Vargas, Senior Vice President of Programs at The Doe Fund, presented on the Ready, Willing and Able program. By combining transitional housing, paid work, and vocational training, participants gain essential skills while receiving immediate stability. Nadine Maleh, Principal of Housing Systems at Community Solutions Inc., described projects like Andrews House, where shared community spaces and customizable units foster resident autonomy while embedding supportive services. 

Patrick Stephens, Youth Services Leadership Fellow at the Center for Community Alternatives, discussed planning ahead for reentry, emphasizing mitigation reports that anticipate the support individuals will need upon release. Richard Rivera, Assistant to the Executive Director for Special Initiatives at the Center for Community Alternatives, shared lessons from Westchester County, where programs that reduce strict eligibility requirements and emphasize case management have improved housing outcomes. 

Moving Toward Lasting Solutions

These examples offer a roadmap for New York City. By learning from nonprofit innovation, city agencies can move from one-size-fits-all systems to coordinated, specialized services. The infrastructure and expertise already exist—what is needed now is the will to adapt. 

If city agencies merge the best practices of reentry programs with the specific needs of the working homeless, New York City can move beyond crisis management toward lasting stability. Integrating housing, employment, and support services into a cohesive framework can provide stability, reduce barriers to employment, and create pathways for long-term success for the working homeless. These lessons demonstrate that proactive, tailored approaches are not only possible but highly effective, offering a model for cities seeking to address housing insecurity in a meaningful way. 

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