Brian Carome: We are a street newspaper, which is a model that exists in a lot of different places. Street newspapers are print newspapers that report on homelessness and poverty in the communities that they serve. They employ men and women, who themselves are homeless, to sell the paper and earn income from doing that. In our case, about half the content of the paper is also written by men and women who either are currently [homeless] or have experienced homelessness. We’ve been around since the fall of 2003.

We call ourselves a no-barrier employment opportunity. We offer orientations twice a week—every Tuesday and Thursday—throughout the year. You don’t need an appointment; you don’t need a referral; you don’t have to fill out any application; and you don’t even need to know the name of someone you’re coming to see. You don’t have to have any capital to buy any first set of newspapers. We provide you the first set of papers free.

Alyssa: What is the role of Street Sense in breaking down the stereotypes that people would think usually about homeless people?

Brian Carome: When we’re at our best, we help folks see the common ground between their lives and the lives of folks who are homeless. It takes away that sort of other, or sense of alien about folks who are homeless. And we learn that they are people just like us. They may have had different opportunities and different experiences. But they came into the world with the same hopes and dreams as everyone else.

People experience Street Sense in a number of ways. It’s through the newspaper and now through the playwriting workshop. But it’s also through the one-on-one conversation that individuals have with their vendor as they’re purchasing the paper. We think those are very important conversations. And we think that they are conversations that wouldn’t happen were it not for our being here. The relationship goes both ways. It’s important for our vendors to also get to know the readers and their customers. It’s helpful for both people to find that common ground.

Alyssa: Vendors say that Street Sense is really empowering. How does Street Sense create this dynamic?

Brian Carome: I think employment really puts the finger on what we try to do. I spent a lot of my career working in shelters and housing programs. The dynamic between our vendors is so different than in a normal client-provider situation. Our vendors feel a genuine sense of ownership in the organization. They are our entire distribution network and they author half of the content of the publications. They participate in our other programs as well and demonstrate ownership.

There’s a sense of comradery. Most of the vendors who walk through the door seeking employment with us at this point are word of mouth referrals. They have been brought here by an existing vendor, folks who understand what the organization can offer to someone. They want to pass that along to someone else.

We believe in the transformational experience that our vendors have when they’re here. Again, it’s that ability to apply their talents; to use their personality to make money that really has a profound change on people and impact on people’s lives.

Alyssa: What kind of programs are run to help foster this sense of community among the vendors and are you looking to expand this programming?

Brian Carome: We have a weekly writer’s group. That’s a tight-knit group of folks who come together every week and argue with each other and brainstorm with each other. [They] debate each other about their different perspectives on issues in the world. We also have an illustration workshop for folks who want to do illustrations for the paper. There’s also a videography workshop now and a playwriting workshop where we have a partnership with two playwrights at George Washington University Department of Theatre and Dance. Our vendors both write original works and also perform them together as a small troupe.

We’re looking for ways of capturing new audiences; ways of broadening the impact of this story of homelessness and how it’s afflicting the community. The other thing we hope for in the future is to expand our geographical footprint. We’d like to open up bureaus in some of the surrounding suburbs and begin providing that vendor, self-employment opportunity to those communities as well. And also to do more public education on the issue of homelessness as it affects Arlington or Montgomery County.

Alyssa: Why do you think people who are formerly homeless continue to be involved in the paper?

Brian Carome: One is the sense of community.  In my experience working in shelters, one of the things that characterizes being homeless is a sense of aloneness and separateness. [Street Sense] helps put the blocks together to reconnect yourself to the community. And I think especially, again, for folks who are writing for the newspaper… it’s nice to see your name in print, and it’s nice to talk to people who appreciate what you’re writing.

The folks who are selling our papers are entrepreneurs; they are self-employed men and women. We give them that chance to be their own boss. I think that continues to be an attraction for folks.

Alyssa: Why is it so important that low-income people are at the forefront of the anti-poverty movement and that their voices are heard?

Brian Carome: They are not heard elsewhere. We wouldn’t exist if the Washington Post or the Washington Times was writing about homelessness every single day. So, we really feel like we fill a gap.  We want the content of the paper to have an impact on those who read it and experience it. [In the paper], you can get a first person account of what homelessness is like; how it affects someone. We think that goes a long way to bringing this community to the point that we find homelessness unacceptable.

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Alyssa: Advocates anticipated that there was going to be an increase in homelessness this winter. Do you think the city is equipped to handle this?

Brian Carome: Certainly, the family shelter system is woefully inadequate. I guess most importantly though, is that there are cities across the country that are understanding that it’s less expensive to house people than it is to respond to people once they’re homeless. And we’re not doing enough in this city to embrace that approach. There are way too many folks that live outside. There are way too many families entering the shelter system.

Alyssa: How could the city be doing more?

Brian Carome: D.C. is [among] the top two or three most expensive housing communities in the country. It certainly speaks to why we have such a homelessness problem. We are wasting [money] any time we are sheltering or allowing folks to live in the street rather than giving them a place to live, even if we have to pay 100% of the rent.

And, the longer you’re homeless, the longer you’re going to be homeless. The solution is really quite simple. It’s housing people. Whether that’s providing a small rental subsidy or a complete subsidy, it’s less expensive than the millions and millions of dollars we’re spending on the shelter system—especially for families. It’s just way too wasteful. And what it does to folks—especially to kids—is very devastating and long lasting. It would behoove the city to rethink the way we approach it—especially for family homelessness.

Alyssa Peterson: Can you explain the mission of D.C. Central Kitchen (DCCK)?

Mike Curtin: We run a whole portfolio of social enterprise programs including catering and a locally-sourced, scratch-cooked school [meals] service here in D.C.

We also run culinary job training classes for men and women with histories of incarceration, addiction, abuse, homelessness, and chronic unemployment. We work with them intensely for 14 weeks, and empower them to find employment in the hospitality sector. If we have openings available, we will hire job training program graduates [for our social enterprise] programs… One of the beautiful things about [DCCK] is that 45% of our 150 employees are graduates of our program.

Our basic model is using what’s existing around us; whether that’s food that’s going to be thrown away, or people that have been marginalized, or kitchens that aren’t being used, or produce from farms that isn’t commercially viable because it’s aesthetically or geometrically challenged– it’s too big, or too small, or too skinny, it doesn’t fit in the right box.

We prepare 5,000 meals a day out of our main kitchen, using predominantly food that would have otherwise been thrown away from restaurants, hotels, grocery stores, food wholesalers, food producers, and farms. We then send the meals we prepare to agencies [(non-profits and shelters)] that are working to empower and liberate their clients. We are very intentional about this model. Our goal isn’t to simply pass out food in the hopes that someday that will end hunger. We’re never going to feed our way out of hunger.

Alyssa: In terms of empowering and liberating clients, do you have an example of that?

Mike Curtin: The goal is to help people get to the place of self-sufficiency so that they have a job that pays a good wage that hopefully has benefits. One of the things that we often forget when we talk about civil rights leaders in the past, such as Dr. King, Gandhi, Chavez, or Bobby Kennedy, is that these folks were not just talking about physical inclusion.

Dr. King was not fighting and ultimately dying for the right for anyone to walk into any restaurant and sit at any table; [it] was for the right for anyone to walk into any restaurant, to sit at any table, and to be able to afford that meal. So it’s the economic freedom and the economic inclusion that we’re looking for.

For example, a student comes from a shelter into our training program. They’ve been incarcerated, maybe in a halfway house, maybe in prison for 30 years. Maybe this person is in their 50s and has never had a job. Maybe this person has children. And they come to us, and they go through the training program, and they get a job. And they get out of the halfway house. They get their own apartment. They support their families. That’s empowerment. That’s liberation. It’s a small start, but it’s a start.

Some of the most rewarding times for us are when graduates come in and show a gas bill or a lease they just signed. Someone may come in with a new set of keys to a house, and the only people that they’ve known that have had keys for the last 30 years were prison guards.

Alyssa: What separates your training program from others and also contributes to its success?

Mike Curtin: I think one of the things that makes the program different is that it’s part of this larger enterprise. People that work here in the kitchen are graduates of [our training] program. The woman who’s the director of that program was a heroin addict for 20 years. She got clean and went to culinary school and then eventually ended up coming here.

Even if some of us don’t have those particular stories, all of us come here a little broken, including myself. But I’ve been lucky to live in safe communities, go to good schools, and have a stable family life. I made a lot of mistakes, but I always had someone put me back on track.

A lot of the folks that come to us didn’t have those privileges. For that reason, we meet people where they are. In the old charity model in America, there’s one group—typically the wealthier, white group— saying, “Thank goodness that we’re here for you poor, uneducated, and formerly incarcerated people. Now we’re going to save you. Now we’re going to help you.”

In contrast, we really try to create this environment where we’re all around this same table. [It] will only work if we work together, regardless of whether a person is a felon, an addict, or homeless. We’re all cutting the same carrots, and we’re all learning how to do this together.

Alyssa: Does DCCK do a lot of advocacy in D.C.? Were you involved in the Ban the Box fight, for example?

Mike Curtin: We were. We are not an advocacy organization per se, [but] we work very closely with other organizations in town that are advocacy organizations.

Ban the Box was a big thing for us. We’ve been banging that drum for at least ten years. We know that the majority of people who get out of prison reoffend and go back again mostly because they can’t get a job. At DCCK, our recidivism rate is less than 2.5% because people get jobs, and they feel like they’re part of something bigger. They want to be part of the community. Nobody wants to be in prison, [and] nobody wants to live in the shelter.

Alyssa: It seems like your business model differs markedly from companies that don’t necessarily share your purpose. Why do you pay good wages and benefits as a company?

Mike Curtin: I don’t think we can expect other employers to provide benefits and pay living wages if we don’t do it ourselves. What we want to do is act as a model for what’s possible.

We start everyone at a living wage. We paid 100% of health insurance long before the ACA [(Affordable Care Act)] was ever around. Everyone has short-term and long-term disability insurance and a life insurance policy. We make a 50% match to every dollar that someone contributes to our 401k plan. We have a very liberal, very generous paid vacation and time off policy. Everyone who works here…from the newest hourly employer to myself has the exact same benefits.

However, in many ways we have an advantage. We are a mission-motivated business. We’re in business not to make dollars, but to make change in both senses of that word. We’re okay if we run our businesses, and we break even because the act of running that impact-oriented business has accomplished many of our goals.

We want business in general and others to think more like we do. A lot of people are saying now that non-profits need to think and act more like businesses. To a certain degree, yes. We have payroll to make just like everyone else. We have bills to pay, gas to put in our trucks, uniforms to buy, and food to purchase. But I think the role of non-profits—particularly non-profits who are operating social enterprises—is to get businesses to think more like non-profits and to recognize the value of these multiple bottom lines.