Chaquinta Fisher sees big opportunities in local government tech
Jaqui Guzmán stands with community against hate and bigotry
Genesis Gavino brings people in
Herocrats Spotlight: Becky Gross is taking on the housing crisis and supporting older adults with creative community-centered solutions
Becky Gross is the LA Accessory Dwelling Unit (ADU) Accelerator Program Director at the City of Los Angeles. We spoke to her about LA’s new program that connects low-income older adults who are at risk of being displaced from their neighborhood with homeowners who have ADUs, or backyard homes. She shared how courage and creativity is helping her address the City’s housing crisis and homelessness.
“I am on the Innovation Team in the Mayor’s Office and I run the LA ADU Accelerator Program. The purpose of this program is to provide affordable housing for low-income older adults by partnering with homeowners who have ADUs.
We were awarded a Bloomberg Philanthropies’ Mayors Challenge grant in 2018 to address a pressing issue in our city. At that time, we knew we wanted to do something around homelessness and the housing crisis in LA, but the concept was a little bit nebulous.
When we were designing this program, we saw an increasing trend of homeowners building ADUs in our City. ADUs comprised 22% of all the new housing production, which was staggering. Since this housing typology can be added to a lot with a single-family home, they can increase the housing density without drastically changing the character of the neighborhood. At the same time, data showed that gentrification and rising rents were displacing low-income older adults who were living on a fixed income, resulting in an increasing number falling into homelessness for the first time.
Tenant and homeowner at lease signing
We analyzed these trends and saw an opportunity to create a program that assists older adults who were at risk of becoming homeless. We engaged residents and subject-matter experts to identify older Angelenos' unique challenges, and used these insights to design a program that is holistic and responsive to their needs, while also incentivizing homeowners to partner in this effort. Participating tenants pay 30% of their income in rent, ensuring they do not have to sacrifice other essential items — such as food or medicine — to afford housing. ADUs are an ideal housing type for older adults, as they offer private but non-isolating living spaces and are often near public transit. The goal of this pilot program is to provide immediate interim housing for older adults while they wait for permanent housing placements. By providing housing in ADUs and supportive wraparound services, the program prevents older adults from falling into homelessness.
As is the nature of a pilot program, the ADU program was new for the city. Departments were hesitant to take it on at first because innovation can be risky, and it was counter to their ‘business as usual’ approach. It took time to get buy-in internally to test this concept. But this program was something that I deeply believed in. Hearing from older adults who had to make the choice between paying rent that month or purchasing their prescription and groceries was heartbreaking. It made me feel like our system was broken. I was committed getting creative and pushing boundaries to figure out a housing solution that would serve this community.
When we first were developing this program, I heard ‘no’ frequently. But it just reignited my fire even more. A ‘no’ is just a redirection. It’s not the end of the story. After each ‘no’ I heard, I continued to tweak the program until our partners were supportive of the concept. It made our idea even stronger and more effective than we could have imagined.
Carrying in groceries!
One of the things that inspires me the most about this program is the connection that our homeowners and tenants have made with each other. We started moving our first tenants into their new homes at the height of the pandemic, and we were concerned how people would feel about their health and safety. Luckily, homeowners were welcoming to their new tenants. I've heard from some homeowners and tenants that they consider each other as family. Homeowners have their tenant over for dinner, they have Thanksgiving meals together, and help with small chores like carrying groceries. They’re building a real bond. Those stories inspire me to continue this work and gives me hope that our community is wanting and willing to be part of the solution.
So far, we have placed 32 seniors with homeowners and we’re making the pilot program permanent so we can help more older adults. The program has transitioned over to the City’s Housing Department so it can persist there. We're working on ways to scale it and share out our lessons learned so we can support other jurisdictions who are interested in creating similar programs. I’m excited about this because ADUs are a growing trend, not only here in California but also across the country. I believe that if used effectively, ADUs can be part of the solution to the housing crisis in a myriad of ways.”
Herocrats Spotlight: April Bril shines light on the value of walking and biking
April Bril has been a Safe Routes to School (SRTS) Coordinator for the Upper Explorerland Regional Planning Commission in northeast Iowa for over six years, and we spoke with her about the value of walking and biking youth programs in community building:
“I help encourage active living and active transportation through coordinating walking and biking school buses, organizing walking and biking family events, and teaching bike safety.
A mom told me that her son, who is taking part of a walking school bus, is now advocating that his family walks when they go places around town. He’ll say ‘We don’t need to drive there, we can walk!’ It’s great that he’s learning from his daily habit of walking to school and encouraging his family to walk more.
Beyond the environmental and physical health benefits, being able to walk and bike places as a child gives you a sense of independence and responsibility. The mental benefits of being outside and being able to go somewhere on your own or with your friends gives you a boost to your self-esteem and pride in the accomplishment. A sense of ‘I don't need a vehicle to go somewhere. I can do it on my own!’ That is a neat feeling for a kid.
Photo of April presenting at a bike event
I feel very lucky to have my position, but I really wish we had more people who did this work locally. Because I am regionally focused, I oversee almost all of northeast Iowa. It would be wonderful for every city to have a walking and biking coordinator because these programs are better run when we find local partners that are able to be on the ground in their community. We could get a lot more done if we had more paid positions.
This work can be a little undervalued. Driving can just be easier than walking or biking somewhere. People understand that there are benefits of active transportation, but they’re not always seen or prioritized.
To get communities to prioritize walking and biking, this calls for some creativity. Once, I partnered with a high school volunteer club to coordinate a Serve and Sled event. We went sledding with elementary kids and then we walked to a nursing home to visit with the residents. Police officers also came out to sled with the students and escort our group to the nursing home. It was so fun, because there were people from all different generations building relationships and working on a community service project together. It’s rewarding to facilitate those connections and contribute to community building.”
Photo from Serve and Sled event
Herocrats Spotlight: Faith Jackson is Fearlessly Strategic about Racial Equity
When Faith Jackson began working for the City of Bloomington in Minnesota three years ago, she was thrilled to break new ground as the City’s first racial equity coordinator. Faith previously worked in racial equity and inclusion for the Cities of Minneapolis and Saint Paul, but her dedication to social justice started long before then:
“I am a very proud daughter of Mississippi, and I grew up learning at the feet of elders. I always say that. My parents advocated for themselves and others while I was in the womb, so I feel like I was born into it.”
Faith grew up in a racially hostile environment in Mississippi. When she was young, her family moved into a white neighborhood for her father to meet the residency requirement for a county job. They were the only Black family in their neighborhood, and she and her brother were the only Black students at their elementary school. There, Faith’s family experienced racism and discrimination:
“No one wanted us to stay. We had the Klan members burn crosses in our yard. We would make copies of all our homework assignments so that we could track at the end of the year what our grades should actually be. And all we needed to do was cross over the train tracks, and I would have had an entirely different experience.”
Faith interning at the City of Minneapolis Department of Civil Rights. Pictured with Velma Korbel, the former Civil Rights Director.
Being required to navigate racism at a young age shaped Faith’s perspective of her world. Growing up, she knew she wanted to help improve other people’s lives. This motivated her to work in government. Faith attended Tougaloo College in Jackson, Mississippi, “the cradle of the civil rights movement.” After receiving her bachelor’s degree, she moved to Minnesota to attend Hamline University School of Law.
Throughout law school, she interned at the City of Minneapolis Civil Rights Department and discovered a passion for policy work. After graduating, Faith was offered a full-time job in the Civil Rights Department. Within a week, she went from an intern to the newest member of their leadership team.
Faith accepting an award from Minnesota Lawyer
Faith worked for the City of Minneapolis for several years before taking her experience to St. Paul and, ultimately, Bloomington. In the fall of 2019, she was hired to build the blueprint for embedding equity and inclusion throughout the organization’s fabric.
Very quickly, Faith faced unprecedented challenges that required courage. After George Floyd’s murder in neighboring Minneapolis, Faith was put in a position where she had to be a mediator between the City of Bloomington and the community. Growing up as an activist, she felt conflicted being on the other side of the table, and she thought a lot about the City’s strategies to progress racial equity and what they wanted to accomplish.
“I made it through those moments by remembering why I chose to work in government in the first place. I reminded myself of the need and ability to influence change from within the system. I promised them that I would use my position in local government to hold the City accountable to its commitment to racial equity. I asked them to hold me accountable to that promise.”
It takes courage to disrupt systems, and Faith is leading racial equity work in government fearlessly. It can be scary to make big decisions in unprecedented times without best practices or a blueprint to rely on; to help, she leans on her professional and academic achievements, as well as her personal experiences of growing up as a Black woman and a descendant of the civil rights movement. Faith’s bravery, connection to the community, and strong sense of self help her know the right thing to do in each new situation.
Faith participating in an event with the City of Minneapolis Department of Civil Rights
Herocrats Spotlight: Rachael Button Expands the Definition of a Library
Photo credit: Nick Chill, Decorah Public Library
Rachael Button is a Children’s and Young Adult Librarian at Decorah Public Library in Northeastern Iowa, who spoke with us about her experience as a librarian during COVID-19 lockdowns, and the constantly expanding definition of a library.
What is your role at the library?
“I'm the children's and young adult librarian at Decorah Public Library. I handle collection development, programming, and space management for ages 0 through 18. This work is suited to my interests because I get to work with young people at a range of ages and stages. I really like watching the way that kids come into their own, whether they're babies that are learning how to use the stairs, or high schoolers who are asking me for a book that reflects their identity. I feel really honored to be a witness to that, and to accompany them through those experiences.”
Your position has looked really different in the last two years, how have you had to be courageous in the face of a pandemic?
“I think something that takes courage in this job is that it's a lot of responsibility to be entrusted with the programs and the collections for an entire community’s youth. In March 2020, it was not easy or intuitive for me to jump into the new, digital programming world that was asked of me as our community shut down; I'm an educator, and I'm not necessarily an entertainer. I work for a well resourced library, but during those first shutdown weeks, I was on an old iPod, in my house doing story times and editing on an app I downloaded on our spotty-at-best rural WiFi. It was important that families and children continued to see familiar faces during that first lockdown. It was a quick and necessary pivot.
As the library opened up our spaces gradually, we've done a lot of outdoor programming, and tried to support people at whatever comfort level they're at. We are offering in-person programs inside, in-person programs outside, and things that people can do at home. All three have proven to be really popular, and it's been this constant pivot and response as we try to meet people where they're at, and support them.
Something that we have seen is that the things that you do to accommodate people's safety during COVID can also accommodate a myriad of other things that make our work more inclusive. For example: if you’re a person who works a job where you can't take your child to story time at 10:00 AM on a Monday, you can still get a take-home craft bundle. We try to be really seasonal and age diverse in the programs and activities that we put out. I also have some teenagers and seniors who sign up to do our crafts, and I love that! There is an element of being able to do a project at your own pace and in your own space that is valuable beyond the COVID safety concerns that a lot of folks may still need.”
How has your work helped support and build a more just and equitable community?
Rachael and a student on a biking field trip. Photo credit: Nick Chill, Decorah Public Library
“The further in my career that I have gotten, the more I've realized that access is a huge priority to me. The library offers kids the ability to come in and get books, programming, materials, and community engagement, all for free. We have a maker space, and kids can come in and use the materials that we've curated. Access to materials is really important to me, and giving kids access to their community is important too.
We run a biking field trip and a winter field trip program with local partners (Winneshiek County Conservation and Upper Explorerland Safe Routes to School), and that's been an exciting collaboration for me to reexamine what it means to be a library and a public space. My definition of my work goes beyond just literacy. I think that books are an invaluable tool for kids that grants them the ability to see both the world reflected to them, and themselves reflected, in a book. But I also believe in creating free opportunities for kids to connect with public land, and public spaces, that go beyond the walls of the library or the pages of a book.
I’m grateful for the imaginative programming that we've had to do the last couple years because it has expanded the definition of what library programs can look like. I think it also shows that when you put funds to a public place where it can serve a lot of people, it has the ability to make a huge impact. I feel really grateful to get to be a part of that process.”
Outside of pandemic times, have there been any persistent challenges to your work? If so, how have you handled them?
“What can be challenging is that the political environment feels really heavy and we are all just hoping that our world doesn’t implode. One of the things that has taken courage is to trust in my library, to trust in my community, to trust in the choices we've made in terms of building a collection and programs as we continue to center the community in the work. Reading the news can be overwhelming--but in the midst of a lot of uncertainty our local community has been supportive of the library and I believe the work makes a difference.
I think in my particular role, working with children and families, it is my responsibility to develop programming and a collection that reflects the diversity of my community and to stay really positive and to uplift the good things that are happening. While that work is highly important, it can also be very challenging and it often requires constant refocusing. I don't think it's much different than going into the classroom as a teacher and trying to center yourself to be that person who can be responsive to your students. The people that I work with are not my students, but I think being a person who's centered and ready to respond and bring my full energy to the work is really important. That can be a challenge, but I think it's also something that calls us up, right?”
Rachael painting with students at a library program. Photo credit: Nick Chill, Decorah Public Library
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Herocrat Spotlight: Kimberly Strong Leads with Experience and Empathy
Kimberly Strong is a Constituent Services Coordinator for the Office of Mayor Tim Kelly with the City of Chattanooga, Tennessee. Kimberly shared with us what she’s learned in her various roles, including how to deliver unwelcome news and build relationships in the process.
What have you done so far at the City of Chattanooga?
“I've been with the city of Chattanooga for 29 years. Within that time, I managed the recycling program and I served as the Public Information Specialist for the Water Quality Program. In that role I educated our citizens about the importance of water quality safety, water quality management, and how to reduce our water contaminants. I created a training program to retain staff, because we found that those in professional engineering positions would come to our department and work, but quickly move to private industry. I recently accepted a position with Mayor Tim Kelly as a Constituent Services Coordinator.
Throughout my entire career with the city I have been involved in customer service and engaging with the public. I am so very humbled to have the position I'm in now, because I deal with the public on a wider scale. I take care of all of the concerns and issues that the mayor and city council receive.”
What does it mean for you to be connected to that community that you serve?
“For me, the importance of being connected is having the trust of the community. If I'm having a town hall or a neighborhood association meeting, people have trust in knowing that whatever I'm talking about is the truth. It's not fluff, it’s not a stump speech, It's the truth. That trust comes over time. When you have ‘feel good’ neighborhood meetings or town hall meetings, when you have the positive things that you are presenting, people adapt to it and take ownership of it, and follow what you say. Then, when you go back and you have to have those hard conversations that the community won’t like, and you know they won’t like, they still trust you because they've seen how you operate, and how you talk to them and how you value their input.”
What’s an example of this?
“A few years ago, we implemented a water quality fee; the community at large hated it. I would say we probably had 85% resistance. It took about a year to go out and educate people about why we had this fee, and what benefit it was to them. Again, when we had those difficult conversations, where the community was not initially on board, you still could tell them what benefit it is to them, and show them some results of what their dollars are going towards, and that built trust.”
Kimberly stands with American Public Works Association Mascot PAWS at an APWA Conference.
Is there a particular project that has required you to be courageous?
“The water quality program’s fee implementation process has been the most stressful project for me. We had resistance, not only from the community, but from some city officials that didn't approve of the program fee’s structure. That program is federally mandated by the Environmental Protection Agency, so there was no way of getting around it, and the City had received a very stiff fine for noncompliance from the Environmental Protection Agency. The water quality program fee wasn't going away, but it took several months for the community as well as our council members to get on board with the fee. There was a continual educational component. That experience has been a time when I have had to be the most courageous in my work.”
What did it take for you to be courageous in this example?
“You have to make sure you don't waver in your message, and that that message stays the same for everyone. I had to train some of our staff on how to communicate these changes to all of our diverse communities in the city, and that alone was a process. Some people will say, ‘that's not courageous’, but yes it is, because we had people put their hands up and leave, or transfer departments because they just didn't want to be a part of the negative press that we had to deal with. And I was able to persevere through that.”
How do you stay positive in the work?
“This work brings me joy, and I have been able to witness behavior change since the start of my career with the City of Chattanooga in 1993.
For example, in our citywide recycling program; the program was brand new to the city, and no one wanted to separate their trash, and pull out the paper, plastic or the glass. The opportunity to educate them, and see that program go from maybe 20% participation to over 90% participation during my time with the program was inspiring to me. Being able to take something from scratch, and educate people on why this program is important and see the changes happen keeps me engaged in the work. The same is true for the water quality program. It convinced the people not to contaminate the water supply and clog their drain with contaminants so that we can continue to use our waterways for recreational purposes.”
Kimberly Strong presents during the Southeast Stormwater Association Annual Conference.
How do you balance outcomes that might be difficult for the community and still maintain some joy or passion for the work that you do?
“In handling situations where I have to have tough conversations with people, I try to make sure I have all the facts. A big misunderstanding that happens often is that community members will call the City to get something repaired on their property, not knowing that the City cannot do work on private property. In these hard conversations, I try to start with the why- once I know that, I see if there's any room of opportunity where the City can do something to help them. I try to give them all the facts, and maintain a connection with them. Once we’ve had this tough conversation, I try to point them to available resources of people that can assist them with those financial burdens, so that they know that even though we can’t help them, there are possible resources that can.
I had a gentleman, a senior citizen in the community, that needed a new roof, and he just couldn't afford to have it repaired. In Chattanooga, we have a couple of organizations that help senior citizens do home repair work, and they were able to assist him. So although he was mad that the City couldn’t help him, as a senior citizen with veteran status, we were still able to give him useful community resources. After that, I try to follow up a couple of weeks later to check in, ‘Did you get your roof taken care of?’ And then the next time they might have another issue, they’ll either try to handle it themselves, or, if they do call me, I have established that trust with them that I will do my very best to accommodate their request. Hopefully I can be a catalyst to foster that change of some of our citizens' negative point of view of city government.
In those instances when this occurs - I feel we are doing a good job.”
Herocrats Spotlight: Renee Tyler Infuses Inclusion into Community Service
Renee Tyler is currently the Director of Community Services for the City of Eau Claire, WI, and this spring she will be transitioning to a position as the Director of Administration for the City of Fulton, MO. We spoke with Renee about her career in public service, and the importance of inclusivity at every level of decision making in government.
How did you end up working in government?
“Prior to my work in government, I worked in the finance sector in New York City. For years I wanted to help people and see a result. The thing about the private sector often is that you don't see the impact of what you're doing.
My undergraduate degree is in social welfare, and I have never officially used it, but I use it everyday in community services. My beginning in public service was influenced by living and working in the New York City metro area; seeing how one neighborhood can be beautiful, and not even two blocks down and a block over, and it's not beautiful anymore. These experiences got me learning about service, allocations and funding, and people that were advocating for these areas. When I started this journey, I didn't think I was going to be here. No, I was just looking for a way to be more proactive and to do something that would be a part of positive change.”
After getting into government, how have you become the leader you are today?
“For me, I think that the work has grown because my voice has grown. I have now been able to expand my work, by looking at the inclusion of equitable policies that encourage women and minorities. My career path has taken on a form that is different from many, because I try to use my voice, and I try to implement policies and procedures that are inclusive. This path has allowed me to gain more confidence in speaking my truth, but also hearing, listening, and trying to be a conduit for those who are not often heard or seen.”
Renee Tyler and City of Eau Claire staff at the 2021 Public Works Appreciation Cookout
What challenges do you face in your day-to-day work?
“Part of the concern that I have with things that are happening today in government is that we tend to still want to be status quo, and we aren’t addressing the important issues. I'm a Black woman working in a white male-dominated area. That's a lot to take in for some people. When I speak truth to light, I'm trying to be as transparent as possible and, in certain areas, making people understand that some of what I'm speaking transcends race. I ask the question, how can we move forward? If I'm in an organization and I'm the minority, but the majority of the people in the organization don't treat one another with respect, how can I expect you to treat me with respect?
I am not here to be the Black director, I'm not here to be the Black female director. I am here to be the director. And I try to channel those things that I've experienced into my work and my advocacy.”
Can you share an example of your lived experience influencing your work?
“Transit is a passion of mine. I grew up in rural Arkansas, a very car dependent place, and I was blessed to have reliable transportation. But so many people in my community didn't have access to transportation. Then you factor in navigating life using a mobility device, or having a visual impairment. These factors don’t stop at race, they don't stop at gender. They are equal opportunity issues. So getting people to recognize and respect the need for everybody to have accessibility in community services, to me, that's big.”
How do we do this? What can we do to bring more accessibility?
“I'm a huge advocate of succession planning. In government, most organizations and succession plans target mid-level training for mid-level employees, with the intent to help them become city managers, county managers, and supervisors. I think that's great, but what I don't see enough of is intentional succession planning focused on frontline workers moving into supervisory roles and into management positions.
I mentor some of my supervisors, and everybody is extended the invitation. Any opportunity that comes across my desk for training or whatever, if frontline staff wants to sign up for it I say, ‘I’ve got money for it, I have the budget, let's do it’. In my work, I am trying to show what inclusion really looks like. Something that becomes disheartening is having to explain to peers what I'm doing, and why I'm doing it.”
How should we be doing things differently in local government to make meaningful change?
“You don't get organizational change with comfort. Change is not comfortable. If change was comfortable, we wouldn't be dealing with what we're dealing with today!
I'm of the mindset that when everybody is sitting at the table is shaking their head yes, and we haven't even discussed the issue, it's a failure.
When you get people talking, expressing, and you have civil discourse, that’s when change can come about. I can't fix something if I don't know anything about it. I need the operators. I need the frontline workers in the room, I need the team that's outside fixing the sidewalks and planting trees, I need their input. How can I make policy decisions or choices that impact how you do your job, if I don't know how you do your job day to day? It seems like it should be common sense, but the hierarchy of work just isn’t working anymore.”
Renee Tyler at the 2021 National APWA Conference, where she was the recipient of the 2021 National APWA Community Involvement Award.