Homelessness in the United States: A Growing Concern

The Highest Homelessness Increases in 2024

According to the 2024 Annual Homelessness Assessment Report, more Americans were living on the streets and in their cars than in 2023, with nearly 772,000 homeless individuals representing an 18% increase. This growth is most pronounced among people in families with children and those aged 55 or older.

Homelessness Among Families with Children and Seniors

The report revealed that nearly all populations reached record levels of homelessness, with the highest marked increases seen among people in families with children, up 39% from the previous year. Close to 150,000 children under the age of 18 experienced homelessness on a single night in 2024, reflecting a 33% increase (or 32,618 more children) over 2023. One in every five people experiencing homelessness was aged 55 or older, with more than 104,000 people experiencing homelessness between the ages of 55 and 64. Another 42,150 people were 65 or older.

Workplace Ageism Contributes to Financial Insecurity

Several factors contributed to the increase of U.S. homelessness, including the lack of affordable housing, inflation, stagnant wages for middle and lower-income earners, and discrimination. Additionally, systemic workplace ageism increases housing insecurity and employment for older workers pushed out of the workplace. A 2022 study by the National Bureau of Economic Research revealed workplace age discrimination as a leading indicator of financial instability and heightened poverty risk.

Addressing Homelessness in the New Administration

The U.S. Department of Housing and Urban Development (HUD) plays a crucial role in addressing homelessness, from funding shelters and outreach to providing low-income families with affordable housing and ensuring compliance with the Fair Housing Act. The U.S. Interagency Council on Homelessness (USICH) works with HUD and coordinates across 19 different government departments and programs to end homelessness. The agency published a detailed strategy in September 2024 outlining interagency actions to reduce and prevent homelessness. Workforce collaborations are viewed as foundational in strengthening financial well-being and housing stability through economic advancement and, ultimately, lessening the risk of homelessness.

Challenges Ahead

The potential impact of this strategic plan may not be realized, as USICH Executive Director Jeff Olivet resigned in December ahead of the new administration. A replacement has not been nominated. President Trump nominated Scott Turner to lead HUD, who served in his first administration as the executive director of the White House Opportunity and Revitalization Council. In his confirmation hearing, Turner did not share specific strategies for addressing the homeless issue, but he did acknowledge the most recent homeless data and stated his preference for tying work requirements to HUD housing programs.

Conclusion

Homelessness is a growing concern in the United States, with record numbers of people experiencing homelessness, particularly among families with children and seniors. Addressing this issue requires a comprehensive approach, including affordable housing, job opportunities, and social services. The new administration must prioritize creating a society that values the well-being and dignity of all individuals, regardless of age or socioeconomic status.

Frequently Asked Questions

Q: What is the main cause of homelessness in the United States?
A: The main causes of homelessness in the United States are the lack of affordable housing, inflation, stagnant wages for middle and lower-income earners, and discrimination.

Q: Who is most affected by homelessness?
A: People in families with children and those aged 55 or older are most affected by homelessness, with record numbers of children under the age of 18 experiencing homelessness and one in every five people experiencing homelessness being aged 55 or older.

Q: What is the role of the U.S. Department of Housing and Urban Development (HUD) in addressing homelessness?
A: HUD plays a crucial role in addressing homelessness, from funding shelters and outreach to providing low-income families with affordable housing and ensuring compliance with the Fair Housing Act.

Q: What is the U.S. Interagency Council on Homelessness (USICH), and what is its role in addressing homelessness?
A: USICH works with HUD and coordinates across 19 different government departments and programs to end homelessness, publishing a detailed strategy in September 2024 outlining interagency actions to reduce and prevent homelessness.

In today’s diverse and globalized world, creating an inclusive workplace is no longer a nice-to-have, but a must-have for organizations to succeed. Yet, many companies still struggle to move beyond tokenism and create a culture of true inclusion. Tokenism is when organizations pay lip service to diversity, but fail to create a genuine sense of belonging for their employees. In this article, we’ll explore how leaders can move from tokenism to true inclusion, creating a culture where everyone feels valued, respected, and empowered to contribute their unique perspectives and skills.

The Problem with Tokenism

Tokenism is a major obstacle to creating a truly inclusive workplace. It can manifest in various ways, such as:

* Hiring a few employees from underrepresented groups, but not creating a space for them to thrive
* Celebrating diversity with superficial gestures, such as rainbow-colored decorations or a single diversity training session
* Focusing on individual stereotypes, rather than understanding the intersectional experiences of employees

These tokenistic approaches can lead to a sense of isolation, marginalization, and disengagement among employees. When leaders fail to address systemic barriers and biases, they can perpetuate a culture of tokenism, which can lead to:

* Low employee retention and high turnover rates
* Poor morale and job satisfaction
* Limited innovation and creativity
* Negative impact on company reputation and brand

The Power of True Inclusion

True inclusion, on the other hand, is a deliberate and intentional approach that fosters a culture of belonging. It requires leaders to:

* Recognize and value the diversity of their employees’ experiences, perspectives, and skills
* Create a safe and open communication environment, where employees feel comfortable sharing their thoughts and concerns
* Foster a sense of community and collaboration, where everyone feels included and valued
* Identify and address systemic biases and barriers, ensuring equal access to opportunities and resources

When leaders prioritize true inclusion, they can reap numerous benefits, including:

* Improved employee engagement and retention
* Enhanced creativity and innovation
* Better decision-making and problem-solving
* Stronger company reputation and brand

Strategies for Moving from Tokenism to True Inclusion

So, how can leaders move from tokenism to true inclusion? Here are some strategies to consider:

### 1. Conduct an Inclusion Audit

Conduct a thorough assessment of your organization’s current inclusion climate, identifying areas of strengths and weaknesses. This can help you:

* Identify systemic barriers and biases
* Develop targeted strategies for improvement
* Measure progress and track impact over time

### 2. Foster Inclusive Leadership

Develop a leadership pipeline that reflects the diversity of your employees. This includes:

* Providing training and development opportunities
* Encouraging mentorship and sponsorship
* Creating opportunities for leadership development and growth

### 3. Create a Culture of Feedback and Listening

Establish an open-door policy, where employees feel comfortable sharing their concerns and ideas. This can be achieved through:

* Regular check-ins and feedback sessions
* Anonymous feedback mechanisms
* Active listening and responding to concerns

### 4. Celebrate Diversity, Not Just Holidays

Go beyond superficial celebrations of diversity and focus on genuine recognition and appreciation of employees’ differences. This can include:

* Cultural events and celebrations
* Employee resource groups and networks
* Inclusion-focused training and workshops

### 5. Address Power Dynamics and Privilege

Recognize and address the systems of privilege and power that can impact inclusion. This includes:

* Unconscious bias training for leaders and employees
* Addressing microaggressions and subtle forms of discrimination
* Creating a culture of respect and empathy

Conclusion

Creating a culture of true inclusion is a journey that requires deliberate effort and commitment from leaders. It’s not just about checking the diversity box or paying lip service to inclusion. It’s about creating a workplace where everyone feels valued, respected, and empowered to contribute their unique perspectives and skills. By moving from tokenism to true inclusion, leaders can unlock the full potential of their employees, drive innovation, and build a more resilient and successful organization.

FAQs

Q: How can I measure the success of my inclusion efforts?
A: Establish clear metrics and benchmarks, such as employee engagement surveys, diversity and inclusion metrics, and ROI analysis.

Q: What are some common pitfalls to avoid when implementing inclusion strategies?
A: Avoid tokenism, superficial celebrations, and lack of accountability.

Q: How can I address microaggressions and subtle forms of discrimination?
A: Create a culture of empathy and respect, provide unconscious bias training, and address incidents promptly and fairly.

Q: What are some resources for further learning and development on inclusion?
A: Consider online courses, webinars, and conferences on diversity and inclusion, as well as books and articles on the topic.

By adopting these strategies and best practices, leaders can move from tokenism to true inclusion, creating a culture of belonging that drives business success and benefits everyone. Remember, inclusion is not just the right thing to do; it’s also the smart thing to do.

Dr. Lord-Marcelle’s Mother Earth juice bar is one of six new retail spaces at JFK Airport’s Terminal 8 run by local, women- and minority-owned entrepreneurs.

Unibail-Rodamco-Westfield, Donald Trump’s anger towards the Federal Aviation Administration and its diversity, equity, and inclusion (DEI) programs—which he linked, without any evidence, to a fatal collision between an American Airlines plane and an army helicopter—has wider implications for airport retailers.

DEI can add retail originality

The program has been central to retail concession awards at airports across the United States. Avolta’s Hudson and Dufry brands are among the most recent to win substantial retail concessions at New York’s John F. Kennedy—at the vast Terminal 6 project. In Hudson’s case, its decision to operate its travel convenience and specialty stores as a joint venture with three ACDBE partners would have helped its bid.

In December 2024, also at JFK, the Port Authority of New York and New Jersey, American Airlines, and Unibail-Rodamco-Westfield (URW) Airports, an operator of airport commercial programs, opened six new retail spaces at Terminal 8 run by small, local, women- and minority-owned entrepreneurs. These stores tend to offer more original products such as small-batch perfumes, locally sourced wellness products, hand-drawn illustrations, and New York honey.

Caught out by the speed of DEI clampdown

EOs 14151 and 14173 will undermine such collaborations if they have federal funding behind them. But even private DEI projects are in Trump’s firing line. The Airports Airport Minority Advisory Council (AMAC) has condemned the president’s decision to dismantle DEI programs.

AMAC’s Eboni Wimbush: “In reality, diversity, equity, and inclusion are essential for fostering … [+] competitiveness and achieving sustained success in industries like aviation and aerospace.”

In a statement, the organization said the move “repeals decades-old policies to ensure equal opportunity and equity, such as EO 11246, which established equal employment opportunities for federal contractors, and EO 12898, which addressed environmental justice in minority and low-income communities.”

Airports’ Response

Airports are still seeking clarity on what will happen with DEI projects and possible ways around the EOs. Doug Yakel, a spokesperson for San Francisco Airport, told me: “It’s too early to assess any impact, but we remain committed.” In mid-January, the gateway joined Bay Area transportation agencies in signing a pledge to increase equity in infrastructure projects and “reduce the racial wealth gap.”

Conclusion

The future of DEI programs in airports is uncertain, but it is clear that the impact will be significant. The elimination of these programs could lead to a loss of diversity and originality in airport retail, as well as a decrease in opportunities for minority- and women-owned businesses.

FAQs

Q: What is the Airport Concession Disadvantaged Business Enterprise (ACDBE) program?

A: The ACDBE program is a federal program that provides opportunities for minority- and women-owned businesses to participate in airport retail concessions.

Q: What is the impact of the EOs on the ACDBE program?

A: The EOs could potentially eliminate the ACDBE program, which would likely lead to a decrease in opportunities for minority- and women-owned businesses to participate in airport retail concessions.

Q: What is the response of airports to the EOs?

A: Airports are still seeking clarity on what will happen with DEI projects and possible ways around the EOs. Some airports have expressed commitment to DEI programs, while others are seeking guidance from the FAA.