Homeless during a pandemic: New Haven groups, volunteers work to keep those without shelter safe, fed

Stay-at-home messages blare from surrounding televisions and cell phones. Rows of school buses line the streets neighboring homeless shelters throughout Connecticut. Hands of volunteers move quickly, alternating between serving food and threading sewing machines to pump out as many face masks as possible.

The goal?

Keep those without a home healthy and safe during the coronavirus pandemic.

According to the Connecticut Coalition to End Homelessness (CCEH), 409 adults and 94 children experience homelessness in the Greater New Haven area in 2019. The coalition is federally required to count the number of homeless people on the streets and in shelters each year in January.

Kelly Fitzgerald is a director at the United Way of Greater New Haven, which oversees the CCEH. There, her role is to coordinate, develop and implement resources to improve advocacy work around ending homelessness in the area.

“I think that homelessness is an issue across the country, and Connecticut is not immune to people who are experiencing a housing crisis,” Fitzgerald said. “It sometimes just takes a $300 unexpected expense that can propel a family into homelessness.”


The Connecticut Coalition to End Homelessness creates Point-in-Time (PIT) data each year. This data is analyzed to see how well Connecticut is doing to improve the homeless situation in its state. Courtesy: CCEH.org

The Connecticut Coalition to End Homelessness creates Point-in-Time (PIT) data each year. This data is analyzed to see how well Connecticut is doing to improve the homeless situation in its state. Courtesy: CCEH.org

Connecticut has seen a consistent decline in homelessness over the years, dropping five percent in the last year.

Alice Minervino, behavioral health program manager for housing and homelessness in Connecticut, said the “Housing First” philosophy adopted by the state is one reason for the decline.

“The main message of the Housing First approach is to shift the conversation in the housing community from “What can we do to help you?” to “What can we do to get you housed?” Minervino said.

This approach encourages shelters and service centers to treat homelessness as first and foremost a housing problem rather than an issue of mental illness, poverty, joblessness, or disability. 

Another policy that has helped with the decline of homelessness is Connecticut’s Homeless Person’s Bill of Rights. 

The bill, passed in June 2013, depicts homeless people as a protected class who can’t be discriminated against in employment, housing, or public accommodations. It also includes protections for homeless people to move freely in public spaces, such as parks and sidewalks, without being singled out for harassment by law enforcement officers.

However, given all the progress, there is still a big need in the community. To help, Fitzgerald says that the Coordinated Access Network is taking appointments for those struggling.

“If somebody is having a housing crisis, they call 211. The 211 officials do a quick assessment, and if they think this person needs to meet with a CAN specialist, they’ll set them up with an appointment,” Fitzgerald said. “We had around 2500 appointments attended in Greater New Haven alone.”

While there are programs in place to help those in need, the lack of housing is the prevailing issue. 

As of February, 140 people sit on a shelter waitlist. 


A message from Columbus house via its Instagram. Courtesy: @columbushousect on Instagram

A message from Columbus house via its Instagram. Courtesy: @columbushousect on Instagram

“One of the things we say to legislators and city officials around budgets is that we want more money for housing, to help people to get out of shelter…not more shelter,” Fitzgerald said. “We don’t want to build another shelter, we want the resources to help get these people out of shelters.”

Protecting the Homeless During a Pandemic

Coronavirus has impacted basically every aspect of life in the United States. Shelter in place orders across 42 states have halted daily routines, as people find themselves without jobs and unable to leave their homes. With a “Stay Home” message being pushed across the nation, what does this mean for the homeless population?

John Brooks, the chief development officer of New Haven’s Columbus House said the formation of a plan to protect their clients came well before Governor Ned Lamont issued a shelter in place order.

“We took matters into our own hands and started making changes at the shelter right away,” Brooks said. 


Columbus House utilized school buses to transport shelter clients to nearby hotels. Courtesy: Columbus House

Columbus House utilized school buses to transport shelter clients to nearby hotels. Courtesy: Columbus House

“We have one large, main shelter in New Haven where we serve 101 people. Right across the street is what we call the Winter Overflow Shelter, and there’s 75 people in that building. So, as you can imagine, with 101 in one and 75 in another, paired with social distancing is really difficult.”

Brooks and his team began to take steps in mid-March to protect their clients. 

They broke meals into shifts to ensure large groups of people didn’t congregate in the dining room. They also eliminated all volunteers and visitors from entering the shelter. In addition, handwashing stations were created from public drinking fountains, placed in the lobby and the dining room in the main shelter.

“It was convenient because we already had the plumbing and the drain there,” Brooks said. “It became mandatory to wash your hands as soon as you came into the building.”

However, as April approached and more serious orders were issued by Governor Lamont, Brooks and his team knew they needed to relocate their clients.

“We started working with the city to begin moving the most vulnerable clients out of the shelter, so people over 60, people with compromised immune systems, and people that we knew had health issues,” Brooks said. “They were the first grouping of people to be relocated out of the shelter and into the hotels.”

These hotels include those local to the Columbus shelters, including New Haven, Middletown and Wallingford. To satisfy social distancing guidelines, clients were given hotel suites to live in. Each suite houses two clients as they are able to abide by social distancing guidelines within the room. 

By April 6, every client at every shelter was removed and placed in a hotel.


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“All of our large shelters have all been emptied, which include the two in New Haven, a Warming Center in Middletown and an adult shelter in Wallingford,” Brooks said. “Every one of those clients are out and in a hotel. We continue to provide services for all of them. Our staff, instead of providing service at the shelters, are now providing it in the hotels.”

Throughout the relocation of all clients, Columbus House took extreme precautions to protect and avoid infection. These precautions have paid off, as not a single homeless person under the care of Columbus House has tested positive for the virus.

“We’re really proud of the fact that not one client has contracted the virus,” Brooks said. “We’re really, really proud of that fact.”

Brooks travels to different schools and companies to speak in an effort to break the stereotypes surrounding the homeless population. With the coronavirus outbreak, Brooks believes another one has come to the surface.

“I think one of the things people thought of right away was ‘All of those homeless people are going to make everyone sick’ when in reality, it’s the exact opposite,” he said. “We weren’t worried about them getting us sick, we were worried about us getting them sick.”

The data within his own organization proves this stereotype has no validity. While zero of his clients have contracted the virus, three members of his staff have tested positive. 

“That proves the idea that we’re the ones going to the grocery store, going out places where we are going to be exposed to the virus, and bringing it back to them,” Brooks said. “That was always our fear.”

Another stereotype that has surfaced due to the pandemic is the idea that the homeless population is without healthcare. 

“It’s estimated that around 75 percent of the clients we serve have healthcare,” Brooks said. “Part of our job is, if they come to us and they don’t have what they’re entitled to, our case manager will connect them with benefits like Medicaid and Medicare.”


Volunteer Eva Scopino utilizes her sewing machine to help make face masks for the clients. Courtesy: Columbus House

Volunteer Eva Scopino utilizes her sewing machine to help make face masks for the clients. Courtesy: Columbus House

Like most other parts of the nation, Brooks says his organization is seeing a huge shortage in personal protective equipment (PPE) in order to keep his staff safe. Although donations are greatly appreciated and accepted, there simply is not enough coming in.

“I had a plastic company that donated 100 plastic face shields, but I mean, we’re so short,” he said. “We’re so, so short. Same as in the hospitals, here we are dealing with 50 to 60 people at a time, and we’re short on masks and gowns and gloves.”

Brooks took the time to highlight the unsung heroes of his organization. The sacrifice and dedication of his staff, as they work on the front line with their clients everyday, is something he believes the media should shed more light on.

“You don’t hear anything about them in the media,” Brooks said. “The hospitals, of course, are right on the front line, and absolutely should get all of the applause in the world. But you hear more about the grocery store workers than the social workers.”

While the around the clock efforts of his staff are applauded, this change in operation is taking a toll on Columbus House financially. Instead of providing just overnight services, staff is required to take care of their clients 24/7. Therefore, Columbus House is required to pay their staff for these new hours. 

“The city is helping us, the state is helping us, there are federal dollars coming in that have kicked in to help with this…but we’ve put up a lot of money,” Brooks said. “We’re paying our staff, and hopefully someday we get reimbursed, but we’re incurring a lot of additional costs.”


A volunteer from East Rock collected 80 supply kits for Columbus House clients. Courtesy: @columbushousect via Instagram

A volunteer from East Rock collected 80 supply kits for Columbus House clients. Courtesy: @columbushousect via Instagram

However, Brooks applauds Connecticut for its efforts to help the homeless population during this time. In comparison to other states, Connecticut has made positive efforts to protect some of its most vulnerable.

 “Other states are having a lot of issues with this,” Brooks said. “I saw an article from a newspaper in Las Vegas, and they literally have people sleeping outside in the parking lot. How many hotels are there in Vegas that are closed right now? Instead, their homeless people are sleeping in parking lots with lines drawn to keep them six feet apart.”

In addition to hotels, the majority of universities across the country have opted to finish the spring semester online. With students not moving back into dorms, other states have utilized these vacant buildings in order to house the homeless. Suffolk University is one university transforming their dorms into shelters.

“We stand ready to help in any way,” Suffolk University President Marisa Kelly said in a statement. “Boston is our home, and the University takes very seriously its responsibility to be a good citizen at a time when we are all being called upon to pitch in and help.”

Suffolk University has provided an additional 172 beds to house the homeless while also practicing social distancing guidelines. Boston Public Health Commission will manage the dorms.

The queens of New Haven

How the art of drag impacts one Connecticut city

By Samantha Bashaw

In between bursts of hairspray, a towering figure in six-inch heels shakes her mane. Kiki Lucia applies fake lashes with precision, masks a flat chest with flawless boob contour and cinches her waist tight to form a perfect hourglass figure. Lucia, 34-year-old drag queen extraordinaire, is ready for her show.


Kiki Lucia prepares for her performance at 168 York Street Cafe in New Haven.

Kiki Lucia prepares for her performance at 168 York Street Cafe in New Haven.

She descends the wooden staircase at 168 York Street Cafe in her hot pink dress and blonde curly wig. The small room below her is packed with regulars and drag show virgins with dollar bills ready to tip their reigning queen. She cues the DJ as “Barbie Girl” blasts through the speakers. Her fuschia lips break into a smile as she lip syncs each line, spinning and dancing down the aisle with grace.

Every Friday night for four years, Lucia has performed her personalized show “Let’s Have a Kiki” at 168 York Street Cafe. She is one of the dozens of New Haven queens and is considered by some to be the “mom” of a drag scene that is starting to grow in popularity.

Read the full story here.

The Connecticut Open is heading to China

By Owen Meech

After 21 years of hosting the Connecticut Open, New Haven is forced to say goodbye to professional tennis.


Former WTA world number one Simona Halep at the Connecticut Open in 2014.

Former WTA world number one Simona Halep at the Connecticut Open in 2014.

The WTA Premier tournament, which took place annually at the Connecticut Tennis Center at Yale, is now moving across the globe to its new home in China.

Since the conclusion of the final tournament in 2018, the Tennis Foundation of Connecticut (TFC) board conducted an analysis of the financial model of the Connecticut Open and deemed it is no longer viable without a title sponsor.

The TFC Board decided after an extensive sponsor search to sell the Premier WTA sanction to APG, a leading Sports and Entertainment company prominent in Asia. The tournament will now take place in September in Zhengzhou City.

The Connecticut Open was the third best attended women’s-only WTA tournament in 2018 and has generated more than $10 million annually in economic impact for the City of New Haven and State of Connecticut.

Taking place every August, the tournament has long served a warmup for the US Open, attracting top female players from around the world, such as former champions Venus Williams, Caroline Wozniacki and Petra Kvitova.

“It has been an amazing 21-year run for women’s professional tennis in New Haven and we are truly grateful to all the fans, volunteers, players, media and sponsors involved,” Tournament Director Anne Worcester in a statement. “While we remember our great champions, we are most proud of the benefits the tournament has brought to the local community.”

Worcester never could find the help she needed to continue funding the tournament, approaching 88 companies about becoming the title sponsor before 2012.

Under Gov. Dannel Malloy, the state eventually purchased the event for $618,000 and turned it into a 501(C)(3) nonprofit, guaranteeing it would remain in Connecticut.

The goal was for the event to become self-sufficient, but instead time and money expired.

Ian Leichter, a senior at Quinnipiac University, is one of many feeling nostalgic about the end of an era, as the Connecticut Open provided him with his first internship experience.

“I met some great people and learned a lot about the real world,” Leichter said.

Despite the event’s conclusion, New Haven Mayor Toni Harp added a glimmer of hope for tennis fans across the state.

“The Connecticut Open has had an undeniably positive impact on New Haven over the past 21 years,” Harp said. “We remain hopeful that professional tennis will return to New Haven in the very near future.”

Homelessness in New Haven: Optimistic for the future

By Nora Scally

The city of New Haven, Connecticut is home to a world-class university and one of the top medical research hospitals in the United States. Yet, amid the center of academic excellence, homelessness for hundreds of city residents continues to baffle even the brightest academic and political minds there.

The city’s intractable problem with homelessness emerges in the math. A recent count put the number put the number of homeless at 529 people , 97 children, experiencing homelessness in New Haven. The problem persists despite decreases from its high of 625 people since 2016.

New Haven will look to two success stories toward ending homelessness. One is the elimination of homelessness among military veterans, which was a goal of the state’s outgoing governor Dannel Malloy.


Above: New Haven City Hall

Above: New Haven City Hall

Aggressive programs found homes for 766 veterans listed as homeless in 2016.

New Haven is looking at its own successful programs, which led to the decline in homelessness over the past two years, according to a state official who heads the effort to end homelessness.

“It’s probably a result of the work coming from statewide leadership,” said Robert Pulster, the Connecticut director for the United States Interagency on Homelessness, “New Haven being a community that kind of adopts and really takes advantage of that process and moves forward.”

Pulster works for the state providing materials and information on how to prevent homelessness and help with the rapid rehousing process. The state helps with creating and administering programs and finances to help within different cities all over Connecticut.

Laurence Grotheer, the director of communications for the city of New Haven, agreed with  this. Grotheer said, “ The city is working with its partners, both at the state level and its network of private sector providers to address the root causes of homelessness.”


Above: New Haven city sign.

Above: New Haven city sign.

State government provides funds to towns and cities such as New Haven to help. Emergency Solution Grant  (ESG)  is one such program that places people in homes who have recently become homeless.

Allison Champlin, Manager of Community Development Programs in New Haven, administers these grants within the city. She said that the city has found great success with this. She said,

“The City provides funding to agencies that provide services to those who are low income and/or in jeopardy of becoming homeless. Last fiscal year, we funded services such as prevention, rapid re-housing, and shelter, said Champlin, “Prevention services is used to ensure that individuals or families don’t become homeless. This can be through security deposits, rental assistance, utility assistance, moving costs, etc.”

Homelessness is an issue that touches all New Haven government departments, even the police department is involved with the problem.

David Hartman, a police officer who serves as the department spokesperson, said he and colleagues participate in forums seeking to address the issue.

“The NHPD is not directly involved in advocacy, social work or programs to mitigate homelessness,” said Hartman, “ We do, however participate in forums that do and are participants in community solution processes administered by such advocates and program coordinators.”


Above: New Haven police car.

Above: New Haven police car.

One of the major services within the city of New Haven are shelters. The Columbus House in New Haven shelters the homeless in New Haven, offering 81 beds every night. The Columbus House relies heavily on volunteers to help prepare and cook meals for the people who come through their doors.

The Columbus House works along with the city to help with prevention and rapid re-housing. “We have a very good collaborative relationship with the City of New Haven,” said Hebe Kudisch, Chief Program Office of the Columbus House, “We work in different initiatives sharing the same goal of ending homelessness. Lead, HOPWA, ESG, Overflow are some of the many programs that we are working in collaboration.”  

New Haven cares about the homeless within their city and created the Homeless Advisory Commission to help coordinate all of their efforts in re-housing and prevention. Last year alone, the city provided over one million dollars for this council.

Velma George, the Coordinator for Homelessness in New Haven, said, ““The goal of this office is to improve the quality assurance and evaluation process for emergency shelter providers and other organizations with a core mission to support the elimination of homelessness in New Haven, and to go beyond sheltering / housing, to supporting self-sufficiency in individuals, families and youth,” said Velma George, the Coordinator for Homelessness in New Haven, “ The City General Fund allocated 1.4 million dollars exclusively for homeless shelter services and support services. “

George went on to say, “The City of New Haven provides a safety net of supports and services for the City’s most fragile or vulnerable citizens – homeless singles, families and youth.”


Above: a New Haven Soup Kitchen van.

Above: a New Haven Soup Kitchen van.

Every year, the Connecticut Coalition to End Homelessness issues a Point-in-Time in cities to count the homeless population. The count takes place every January and is always looking for volunteers. If you would like to volunteer, please sign up here.

If you are interested in volunteering with the Columbus House please look at their volunteer page on their website. They also offer internship experiences for students. If you are interested in an internship with the Columbus house, please email info@columbushouse.org .

The city of New Haven looks ahead and hopes that through all of their programs and efforts, that they may continue to re-house and that they will continue to see a positive decrease in the homeless population.

Newhallville’s Byrne Grant approved by U.S. Department of Justice


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Newhallville community members finally have access to the $1 million federal grant it has waited two years to use.

By Grace Manthey

A Christmas tree on Shelton Avenue lit up what is now called the “Learning Corridor” on the Farmington Canal in Newhallville, New Haven, on a chilly December evening. To the left of the tree a small crowd huddled around a table with vats of hot chocolate. Conversation and laughter warmed the winter air as members of the community celebrated the holidays.

But this “Newhallville Winter Extravaganza” wouldn’t have been possible a few years ago, at least not at the Learning Corridor. According to Jeanette Sykes, who grew up in Newhallville and is a member of the Newhallville Management Team, this area used to be called the “mud hole,” and was a hotbed for shootings.

“That used to be a really bad area, but now we have a local guy who comes to cut the grass, we put some flowers out…[it’s] a big piece in our community which it wasn’t before,” Sykes said. 


An entrance to the Farmington Canal near Shelton Avenue.

An entrance to the Farmington Canal near Shelton Avenue.

From 2011 to April 2014, Newhallville had two to three times the city crime rate in major violent crime categories. The Learning Corridor transformation is just one example of how residents working on the Newhallville Safe Neighborhood Initiative (NSNI) are trying to reduce that number.   

And now the NSNI has a $1 million federal grant to work with.

At the end of October, after two years of meetings, drafts and planning, the Department of Justice approved the grant for implementation.

Over half of the usable budget (minus employee benefits and expenses) will be going to youth-oriented programs, which offer mentoring programs, employment opportunities, and activities designed to keep kids off the street. The grant will give over $200,000 to organizations like the Promised Land Group, the NAFI Youth Police Initiative, the Newhallville Neighborhood Corporation, The Perfect Blend Mentoring Program, Newhallville YouthStat and Newhallville Ambassadors Program over the next two years.

The community members working on the initiative will give the remaining usable funds to community policing and beautification programs, such as the Neighborhood Housing Services and sub-grants aimed at violent “hot spots” and “community cohesion projects through a competitive mini-grant process.” Also, the grant will give to community programing, like the holiday party at the Learning Corridor.

Finally, the Farmington Canal will get a makeover, courtesy of the Byrne Grant. Funding will allow for more lighting and cameras, as well as fixed workout equipment and chess tables.

Roll over each pie title to learn more about what each category represents.

Residents say that positive changes seem to be coming out of the grant. But it’s been a long wait that has had its challenges.

The grant application was originally submitted on May 6, 2014. Planning officially began in October of the same year. A few months later in January 2015, it was approved by the New Haven Board of Alders.

But the approval process was nowhere near finished, according to New Haven Youth Services Director Jason Bartlett.

“Ordinarily when you write a grant…you say I’m gonna do all these prescriptive things and they give you the money and then you have to do it. That’s not what happens here,” Bartlett said.

According to Bartlett, the approval process for grants like the Byrne grant are usually long. But while the city worked with the DOJ to finalize the planning and budget for the grant, the DOJ expected officials to start building “community cohesion” to create support for the initiative and the grant.

“These grants are targeted toward neighborhoods that are systemically dysfunctional…[with] lots of problems on both the political level as well as dealing with difficult demographics. And a lot of times some of Byrne Grant communities, you know, they don’t even want the money. We actually faced that question here in New Haven,” he said.

Bartlett said a lot of it has to do with “Yale fatigue.” With Yale being so close and such a high profile university, many people in communities like Newhallville feel like “lab rats” when grant money comes through, and they feel like a lot of the research is more about helping the university than helping the people.

To fight that “Yale fatigue,” and build community cohesion, Bartlett and the city were then forced to “do some of the work without the money.”

In October 2015, one year after planning had officially started, Bartlett hired Arthur Edwards as project manager for the initiative. As a native of Newhallville, Edwards played an important role in building trust between community members and city officials.

“I saw it as an opportunity to be that person to really facilitate positive change in Newhallville … We already knew that there was a trust factor on several levels that would have to be worked out … I thought I would be a great fit being from the area and knowing a lot of the residents in Newhallville,” Edwards said.

“I stayed focused on the fact that collaboration is key, and the only way that we are going to get change is through a collective effort,” he continued.  

To facilitate that “collective effort,” Edwards set up a governance council of 13 people to serve as his advisors and representatives of the Newhallville community. The council included three alders, leaders from the Newhallville Management Team, the Board of Education, religious leaders and regular community members.

Edwards and the council continued the work that Bartlett started.

So while working with an organization called the Local Initiatives Support Corporation (LISC), a non-profit community development financial institution, to get approved by the U.S. Department of Justice, Edwards and Bartlett engaged with young people, started a program called YouthStat, invested in beautification projects around “hot spots” like the Farmington Canal, started a clean streets initiative and worked with the New Haven Police Department. All of this to prove the long term effects to the DOJ.

“You’re basically making an argument in writing on paper that what you’re doing is going to have a lasting impact on those hot spots and somehow you’re going to alleviate the hot spots in the neighborhood and that’s going to last beyond the two years and the million dollars,” Bartlett said.

For Bartlett, Edwards, Sykes and the rest of the governance council, the decision of how to divvy up the money to ensure sustainability in the community wasn’t an easy one.

“The biggest challenge for me was the communication between various governments … again you’re talking city to federal … the turnaround for information was very challenging and frustrating at times,” said Edwards.

But it wasn’t just communication between city and federal departments that hindered a smooth planning period.

“Everyone was so passionate about what they believe in,” Sykes said. In community meetings the governance council held about the grant, Sykes said there were definitely arguments over whether the money should be spent on elderly, youth, redevelopment or activities. However Sykes assured the community members that no matter what the money was spent on, “everything intertwines.”

“I said to them even if you do a youth program or a youth workshop, a youth workshop can help the elderly. What about the elderly people in our community that still have their houses but they can’t do their lawn? Or they can’t do the snow removing? Well maybe that’s a job we can develop for a young person to do,” Sykes said.

She continued and said that once the community was able to refocus the passion to sustainability, that was when the transition become smoother.

“We do have a lot of great organizations. And a lot of little organizations that have been around for 10 years, 15 years, 20 years. We went wow! You’ve been doing this all this time? Okay well you need to come to the table,” Sykes said.

It may be difficult, though, to conclude how much this initiative has helped curb crime in the neighborhood. According to crime data from the New Haven Police Department, between 2015 and 2016 violent crime in police district seven, where Newhallville falls, actually rose from 11 percent to 14 percent relative to city-wide violent crime rates.

Up to December 3, 2017, however, the total relative violent crime rates did drop one percentage point to 13%. And after a spike in 2015, total crime in the district seems to be dropping. (See chart) 


Numbers based on data collected from the New Haven Police Department.

Numbers based on data collected from the New Haven Police Department.

But the primary goal of the initiative and the grant is long-term sustainability, and implementation only started a relatively short time ago. So despite the fact that according to Sykes, talks of this initiative started nearly a decade ago, seeing a significant difference in a year may not be realistic.

“I think we need to get the bad rep off of us,” Sykes said.  “I think that every community has their strength and every community has things that they can work on. And I think when people hear Newhallville they automatically go to the negative. And it’s not all negative. [There’s] a lot of positive that happens in Newhallville.”

By investing the positive aspects of Newhallville: the youth, and the long-lasting projects, community leaders hope the DOJ and city goal of sustainability will become a reality. According to Bartlett, in two years “a million dollars is not that much money. So what you’re doing, you want to be able to sustain it so that there’s real and lasting transformation.”

Because at the end of the day, according to Sykes, “Our message is we are committed to our community, we love Newhallville and it’s not just a safe haven for us, it’s a loving community.”

Above, it is easy to see the time it took for the DOJ to approve the grant, in comparison to when New Haven officials originally submitted the application. 

What we are watching… will there be snow?

By Jenelle Cadigan


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It was a mild Thanksgiving across the Northeast, with temperatures in the mid-forties across the board, but what kind of weather should we be expecting over the next several months?

According to the Farmer’s Almanac, the Northeast and New England will be seeing cold and snowy weather.

This prediction includes New York, Vermont, New Hampshire, Maine, Massachusetts, Rhode Island, Connecticut, Pennsylvania, New Jersey, Delaware, Maryland and Washington D.C.


map via Farmersalmanac.com

map via Farmersalmanac.com

To break it down, the Almanac has also posted weather predictions for three to four day spans through the end of January. These predictions report light snow in the beginning of December, with significant snowstorms expected in mid-December and the end of January. Unfortunately, a white Christmas isn’t looking likely this year.


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Monthly descriptions via Farmersalmanac.com

Monthly descriptions via Farmersalmanac.com

Ready… or not?

A look into Connecticut’s hurricane preparedness

By Jenelle Cadigan

The 2017 Atlantic hurricane season has already proven to be extremely active and extremely dangerous. So far this year there have been 15 storms, 10 hurricanes and six major hurricanes (category 3 or stronger). These weather systems have resulted in more than 400 deaths, and more than $188 billion in damages. Connecticut has been spared the worst, but there is still a month to go in the season.


Connecticut's coastline (photo via Google Earth)

Connecticut’s coastline (photo via Google Earth)

On October 29, 2012, Hurricane Sandy tested the limits of Connecticut’s emergency preparedness programs. According to the National Weather Service, Sandy was a “worse-case scenario for storm surge for coastal regions.” By the time Sandy got to New Jersey, it was downgraded to a post-tropical cyclone, but the storm surge hit Connecticut right at high tide, causing massive amounts of flooding.

The Tropical Cyclone Report created by the National Hurricane Center reports that there was storm surge over nine feet in New Haven, resulting in floodwaters as high as six feet above ground level. Approximately 3,000 homes were damaged, and the state sustained more than $300 million in damages.

Five years later, is the state of Connecticut ready for another hurricane… or not?


Rick Fontana, Deputy Director of Emergency Operations - New Haven

Rick Fontana, Deputy Director of Emergency Operations – New Haven

“Our biggest fear in the city of New Haven is a hurricane,” says Rick Fontana, Deputy Director of Emergency Operations in New Haven. “It’s number one. It really is. We’re on the coast, and I think we’re pretty resilient, but when storm surge hits … that becomes a very significant issue.”

In the event of a hurricane, Fontana would work to develop strategies that will lessen the impact of a storm, plan and prepare for different types of storms, and help with the response to and recovery from a storm.

Fontana also serves as one of five regional coordinators in the state for emergency management. His job there is to communicate with the 30 towns in Connecticut’s Region 2 throughout an emergency, and relay information up to the state coordinators.


Quinnipiac’s Plan for Emergencies

Quinnipiac University, located in Hamden, Connecticut, falls under Region 2. Edgar Rodriguez is the chief of Public Safety and is also co-captain of the emergency management team at Quinnipiac. The team is made up of about a dozen members from various university departments, including public safety, facilities, health services, and academics. Rodriguez says the team has extensive plans when it comes to storms.

“We’ve come up with an emergency evacuation plan and we talk about if there’s a hurricane or a storm coming, what are we doing, how are we preparing for it,” Rodriguez says, adding that although the plans haven’t been approved by the state, they are still important to have.

When a storm comes, those plans get put into action.

The team begins a 24-hour-to-landfall. Members track the storm, gather information from the state and submit that information to Quinnipiac President John Lahey and Provost Mark Thompson, who ultimately decide whether students should stay at school or be sent home.

Once that decision is made, the emergency management team starts prepping all departments for landfall. Quinnipiac’s emergency management team only goes through the regional coordinators for assistance if it’s a minor, isolated emergency – such as power outages on one specific campus. In the case of an event as major as a hurricane, the protocol is to bypass the region and work directly with the state.

“The rule of thumb is every town or city should be able to sustain themselves for 72 hours,” Rodriguez says, explaining that Quinnipiac acts as its own sort of town for those 72 hours after landfall, with the emergency management team in charge. “Then after that, you start getting assistance from the state. But the entire time that’s happening, you’re communicating back and forth with the state.”

All the information goes up to the state emergency operations center in Hartford, is organized and then is sent out to the public.

“Every hour [the state is] sending us an update on the storm and we take that update and send it to everybody,” says Rodriguez. He feels that this system of organizing the information is a good way to keep consistency and keep everybody on the same page at a time when there could be a lot going on at once.


A building-Block Approach

Dan McElhinney, federal preparedness coordinator and national preparedness division director for the Federal Emergency Management Agency (FEMA), explains that everyone takes a building-block approach for providing and receiving assistance after 72 hours.

“At some point [the town] may have to bring in mutual aid from surrounding communities,” McElhinney says. “When the mutual aid has been exhausted, they’ll ask for county level assistance, then they go to the state … then the state will declare a state of emergency. The governor then gets special powers to extend additional dollars to direct other state agencies to assist the local community. When the state no longer has the capacity, the governor will ask the president for an emergency or major disaster declaration. That’s when FEMA gets involved.”


FEMA's regions (photo via FEMA.gov)

FEMA’s regions (photo via FEMA.gov)

FEMA is divided into 10 regions, and McElhinney is in charge of FEMA Region 1, which includes all New England states. He says although FEMA can respond in numbers that would outweigh the state help 100-to-1, they are there to support, not to supplant.

“Basically under the Stafford Act, we pretty much have tasking authority over all the agencies and departments to assist the state in response and recovery,” McElhinney says. “We provide a lot of technical assistance, but we are not there to take over.”


Mandatory training

Not only does FEMA provide assistance in the aftermath, but it also provides training services. According to the Quinnipiac website, those who are on the emergency management team have to complete FEMA’s National Incident Management System training. This training is similar to the statewide Emergency Preparedness and Planning Initiative training exercises.


Map of Hurricane Maria on the monitor in the New Haven EOC

Map of Hurricane Maria on the monitor in the New Haven EOC

“The state of Connecticut has gotten very aggressive on keeping everyone prepared,” Rodriguez says. “Every year in October or November we do a drill. It’s mandatory for every town and every city through the state of Connecticut and the last few years have been some type of a hurricane.”

During the two-day statewide drill, state officials provide updates as if there were a real hurricane approaching. The state sends out maps of the storm and asks participants to respond to ongoing situations.

“You just lost all power in your town, what are you doing? You’ve got multiple trees that are down, what are you doing? Are you opening up a shelter? How are you transporting people? How much help do you have? Is the fire department on standby? And you have to keep reporting back and forth,” Rodriguez says.


Emergency operations center - New Haven

Emergency operations center – New Haven

The exercises are meant to be intense, but they’re also meant to replicate a real-life situation so that if and when a hurricane does hit, everyone is prepared. And apparently, you can never be too prepared.

“When a hurricane strikes, people kind of become complacent and never think it’s going to be as bad as it is. We’ve been fortunate, but … our departments on the preparedness level always scale one level higher than we normally would,” says Fontana. “We’re always prepared but we always prepare above and beyond because it’s easier for us to scale back than it is to scale up in the middle of a crisis.”

The training drills are mandatory for cities and towns that want to receive grant money in order to build resiliency in places along the shorelines or rebuild after a weather event occurs.


coastal resiliency and innovative thinking


Giovanni Zinn, city engineer - New Haven (photo via Yale.edu)

Giovanni Zinn, city engineer – New Haven (photo via Yale.edu)

Giovanni Zinn, an engineer for the City of New Haven, explains why that grant money is so important.

“There’s a lot more land now and it’s low lying land,” he says. “In the large storms we face two major threats: coastal storm surge, where water is piling up in the harbor and coming up the rivers, and large rain events of six, seven, eight, nine, 10 inches in a short period of time. Where does the water go? When you get both at the same time, you have a particularly bad problem. And there’s no getting around the laws of physics. There are certain situations where you can’t drain the city.”

Zinn says that coastal protection methods — seawalls, living shorelines and storm surge barriers that are employed in some areas of the state — are “extremely expensive” and put financial pressure on local communities. He also said he thinks that those preventative measures are “not really a priority” and the long-term thinking tends to be put on the back burner.

But Guilford town planner George Kral says that hard infrastructure like a seawall is actually discouraged by the state of Connecticut.

“The view is that it doesn’t really solve the problem, it just pushes the problem from one place to another,” Kral says, adding that if anything, the goal is to implement green infrastructure instead.

Towns like Guilford have already completed major projects to raise the lowest-lying roads above flood level, as part of the town’s coastal resiliency plan. According to the plan, “coastal resilience is the ability to resist, absorb, recover from, or adapt to coastal hazards such as sea level rise, increased flooding, and more frequent and intense storm surges.” Kral says the plan has two goals: to educate the public on the the importance of coastal resilience, and to suggest actions local governments could take to make themselves more resilient.

And Guilford isn’t the only place thinking about preventative measures.


David Kooris, Director of the Rebuild by Design and National Disaster Resilience programs (photo via CT.gov)

David Kooris, Director of the Rebuild by Design and National Disaster Resilience programs (photo via CT.gov)

David Kooris, the Director of the Rebuild By Design and National Disaster Resilience programs for the state Department of Housing, says that after Hurricane Sandy, the federal government reserved about a billion dollars in relief funding to be “competitively awarded to places that demonstrated a new way of recovery that better positioned them to be more resilient for future disasters.”

In 2012, the state of Connecticut had already received $160 million in federal disaster relief money, and was looking for more from the department of housing’s two competitions.

“Teams worked over the course of a few months and put together a proposal to the department of Housing and Urban Development (HUD) and to a jury of architects and urban planners to compete for portions of the discretionary funds,” Kooris says about the international Rebuild by Design program. “Seven out of the 10 were awarded funding – the largest being lower Manhattan at $330 million, and the smallest being Bridgeport and the State of Connecticut with $10 million.”

Based on the success of that first program, Kooris says HUD took another chunk of the Sandy money and created a new competition — this time at the national level — which became the National Disaster Resilience program. There were 68 eligible government entities (states, cities and counties) that could enter the competition, and 13 were awarded funding at the end – Connecticut coming in 9th place with $54 million.

Kooris says the purpose of competitively divvying the money up was to “move beyond the standard recovery funding through HUD and FEMA, which more than anything else is just rebuilding.” The programs forced cities and towns to work on disaster prevention, rather than disaster recovery.

“Rarely you get the type of project that is new infrastructure – not repairing what was damaged – and do so in a way that explicitly addresses social and economic vulnerabilities in addition to environmental vulnerabilities,” Kooris says.

Connecticut’s plan involved combining “grey and green approaches” as Kooris puts it, by using “traditional, hard engineered solutions combined with natural solutions that mimic the functions of the environment.” He says that the state is planning to raise roads, build berms and add other green infrastructure to mitigate flooding in Bridgeport, in addition to pinpointing other coastal locations with the greatest number of critical facilities — power plants, roads, hospitals, wastewater treatment — and putting the majority of the investments into protecting those places.


where connecticut stands now

Since Sandy, officials have had five years to revise and strengthen emergency weather response plans.

“We have developed an emergency operation plan that’s worked on on a daily basis,” Fontana says. “Our primary goals … are preparing our residents, making sure that they’re prepared for any type of a disaster and making sure our infrastructure is protected.”

If another hurricane hit tomorrow, there are mixed feelings on whether Connecticut would be ready.

“If it were some kind of extreme storm like a category 5, that is a whole ‘nother ball game. The impact would be severe,” Kral says about the town of Guilford. “Hopefully we’ve done a little better job in terms of planning, but that remains to be seen I guess. If we had 50 inches of rain, we’d have a lot of problems.”

Kooris acknowledges there are still some things that need to be worked on, but for the most part, he says he is “confident that we have implemented targeted infrastructure projects … that reduce risk from future storms.”

As far as Quinnipiac goes, Rodriguez admits “you’re never going to be 100 percent” prepared, but he is confident that the annual mandatory state training has everyone as prepared as they can be to respond.

And in New Haven, Fontana recognizes that a category 3 hurricane “would be devastation to the entire coast” but he is confident in his department, which he says “works every day” and “works hard.”

“We prepare all the time. We plan all the time. We don’t respond all the time, and we don’t recover all the time, but we’re confident that we have the necessary strategies in place to handle a hurricane,” Fontana says.

Adding to his confidence is the fact that FEMA recently awarded the city of New Haven a class 7 rating for flood preparedness and recovery – the highest rating available. Having this rating allows homes in the designated 100-year flood zone to get a 15 percent discount on flood insurance. “So I think that puts it in a nutshell.”

The most important thing through it all? Keeping the lines of communication open, Fontana says, at all times.

“Consistent, timely, good information. I always say, ‘Be first, be right.’”

###

Ready… or not?

A look into Connecticut’s hurricane preparedness

By Jenelle Cadigan

The 2017 Atlantic hurricane season has already proven to be extremely active and extremely dangerous. So far this year there have been 15 storms, 10 hurricanes and six major hurricanes (category 3 or stronger). These weather systems have resulted in more than 400 deaths, and more than $188 billion in damages. Connecticut has been spared the worst, but there is still a month to go in the season.


Connecticut's coastline (photo via Google Earth)

Connecticut’s coastline (photo via Google Earth)

On October 29, 2012, Hurricane Sandy tested the limits of Connecticut’s emergency preparedness programs. According to the National Weather Service, Sandy was a “worse-case scenario for storm surge for coastal regions.” By the time Sandy got to New Jersey, it was downgraded to a post-tropical cyclone, but the storm surge hit Connecticut right at high tide, causing massive amounts of flooding.

The Tropical Cyclone Report created by the National Hurricane Center reports that there was storm surge over nine feet in New Haven, resulting in floodwaters as high as six feet above ground level. Approximately 3,000 homes were damaged, and the state sustained more than $300 million in damages.

Five years later, is the state of Connecticut ready for another hurricane… or not?


Rick Fontana, Deputy Director of Emergency Operations - New Haven

Rick Fontana, Deputy Director of Emergency Operations – New Haven

“Our biggest fear in the city of New Haven is a hurricane,” says Rick Fontana, Deputy Director of Emergency Operations in New Haven. “It’s number one. It really is. We’re on the coast, and I think we’re pretty resilient, but when storm surge hits … that becomes a very significant issue.”

In the event of a hurricane, Fontana would work to develop strategies that will lessen the impact of a storm, plan and prepare for different types of storms, and help with the response to and recovery from a storm.

Fontana also serves as one of five regional coordinators in the state for emergency management. His job there is to communicate with the 30 towns in Connecticut’s Region 2 throughout an emergency, and relay information up to the state coordinators.


Quinnipiac’s Plan for Emergencies

Quinnipiac University, located in Hamden, Connecticut, falls under Region 2. Edgar Rodriguez is the chief of Public Safety and is also co-captain of the emergency management team at Quinnipiac. The team is made up of about a dozen members from various university departments, including public safety, facilities, health services, and academics. Rodriguez says the team has extensive plans when it comes to storms.

“We’ve come up with an emergency evacuation plan and we talk about if there’s a hurricane or a storm coming, what are we doing, how are we preparing for it,” Rodriguez says, adding that although the plans haven’t been approved by the state, they are still important to have.

When a storm comes, those plans get put into action.

The team begins a 24-hour-to-landfall. Members track the storm, gather information from the state and submit that information to Quinnipiac President John Lahey and Provost Mark Thompson, who ultimately decide whether students should stay at school or be sent home.

Once that decision is made, the emergency management team starts prepping all departments for landfall. Quinnipiac’s emergency management team only goes through the regional coordinators for assistance if it’s a minor, isolated emergency – such as power outages on one specific campus. In the case of an event as major as a hurricane, the protocol is to bypass the region and work directly with the state.

“The rule of thumb is every town or city should be able to sustain themselves for 72 hours,” Rodriguez says, explaining that Quinnipiac acts as its own sort of town for those 72 hours after landfall, with the emergency management team in charge. “Then after that, you start getting assistance from the state. But the entire time that’s happening, you’re communicating back and forth with the state.”

All the information goes up to the state emergency operations center in Hartford, is organized and then is sent out to the public.

“Every hour [the state is] sending us an update on the storm and we take that update and send it to everybody,” says Rodriguez. He feels that this system of organizing the information is a good way to keep consistency and keep everybody on the same page at a time when there could be a lot going on at once.


A building-Block Approach

Dan McElhinney, federal preparedness coordinator and national preparedness division director for the Federal Emergency Management Agency (FEMA), explains that everyone takes a building-block approach for providing and receiving assistance after 72 hours.

“At some point [the town] may have to bring in mutual aid from surrounding communities,” McElhinney says. “When the mutual aid has been exhausted, they’ll ask for county level assistance, then they go to the state … then the state will declare a state of emergency. The governor then gets special powers to extend additional dollars to direct other state agencies to assist the local community. When the state no longer has the capacity, the governor will ask the president for an emergency or major disaster declaration. That’s when FEMA gets involved.”


FEMA's regions (photo via FEMA.gov)

FEMA’s regions (photo via FEMA.gov)

FEMA is divided into 10 regions, and McElhinney is in charge of FEMA Region 1, which includes all New England states. He says although FEMA can respond in numbers that would outweigh the state help 100-to-1, they are there to support, not to supplant.

“Basically under the Stafford Act, we pretty much have tasking authority over all the agencies and departments to assist the state in response and recovery,” McElhinney says. “We provide a lot of technical assistance, but we are not there to take over.”


Mandatory training

Not only does FEMA provide assistance in the aftermath, but it also provides training services. According to the Quinnipiac website, those who are on the emergency management team have to complete FEMA’s National Incident Management System training. This training is similar to the statewide Emergency Preparedness and Planning Initiative training exercises.


Map of Hurricane Maria on the monitor in the New Haven EOC

Map of Hurricane Maria on the monitor in the New Haven EOC

“The state of Connecticut has gotten very aggressive on keeping everyone prepared,” Rodriguez says. “Every year in October or November we do a drill. It’s mandatory for every town and every city through the state of Connecticut and the last few years have been some type of a hurricane.”

During the two-day statewide drill, state officials provide updates as if there were a real hurricane approaching. The state sends out maps of the storm and asks participants to respond to ongoing situations.

“You just lost all power in your town, what are you doing? You’ve got multiple trees that are down, what are you doing? Are you opening up a shelter? How are you transporting people? How much help do you have? Is the fire department on standby? And you have to keep reporting back and forth,” Rodriguez says.


Emergency operations center - New Haven

Emergency operations center – New Haven

The exercises are meant to be intense, but they’re also meant to replicate a real-life situation so that if and when a hurricane does hit, everyone is prepared. And apparently, you can never be too prepared.

“When a hurricane strikes, people kind of become complacent and never think it’s going to be as bad as it is. We’ve been fortunate, but … our departments on the preparedness level always scale one level higher than we normally would,” says Fontana. “We’re always prepared but we always prepare above and beyond because it’s easier for us to scale back than it is to scale up in the middle of a crisis.”

The training drills are mandatory for cities and towns that want to receive grant money in order to build resiliency in places along the shorelines or rebuild after a weather event occurs.


coastal resiliency and innovative thinking


Giovanni Zinn, city engineer - New Haven (photo via Yale.edu)

Giovanni Zinn, city engineer – New Haven (photo via Yale.edu)

Giovanni Zinn, an engineer for the City of New Haven, explains why that grant money is so important.

“There’s a lot more land now and it’s low lying land,” he says. “In the large storms we face two major threats: coastal storm surge, where water is piling up in the harbor and coming up the rivers, and large rain events of six, seven, eight, nine, 10 inches in a short period of time. Where does the water go? When you get both at the same time, you have a particularly bad problem. And there’s no getting around the laws of physics. There are certain situations where you can’t drain the city.”

Zinn says that coastal protection methods — seawalls, living shorelines and storm surge barriers that are employed in some areas of the state — are “extremely expensive” and put financial pressure on local communities. He also said he thinks that those preventative measures are “not really a priority” and the long-term thinking tends to be put on the back burner.

But Guilford town planner George Kral says that hard infrastructure like a seawall is actually discouraged by the state of Connecticut.

“The view is that it doesn’t really solve the problem, it just pushes the problem from one place to another,” Kral says, adding that if anything, the goal is to implement green infrastructure instead.

Towns like Guilford have already completed major projects to raise the lowest-lying roads above flood level, as part of the town’s coastal resiliency plan. According to the plan, “coastal resilience is the ability to resist, absorb, recover from, or adapt to coastal hazards such as sea level rise, increased flooding, and more frequent and intense storm surges.” Kral says the plan has two goals: to educate the public on the the importance of coastal resilience, and to suggest actions local governments could take to make themselves more resilient.

And Guilford isn’t the only place thinking about preventative measures.


David Kooris, Director of the Rebuild by Design and National Disaster Resilience programs (photo via CT.gov)

David Kooris, Director of the Rebuild by Design and National Disaster Resilience programs (photo via CT.gov)

David Kooris, the Director of the Rebuild By Design and National Disaster Resilience programs for the state Department of Housing, says that after Hurricane Sandy, the federal government reserved about a billion dollars in relief funding to be “competitively awarded to places that demonstrated a new way of recovery that better positioned them to be more resilient for future disasters.”

In 2012, the state of Connecticut had already received $160 million in federal disaster relief money, and was looking for more from the department of housing’s two competitions.

“Teams worked over the course of a few months and put together a proposal to the department of Housing and Urban Development (HUD) and to a jury of architects and urban planners to compete for portions of the discretionary funds,” Kooris says about the international Rebuild by Design program. “Seven out of the 10 were awarded funding – the largest being lower Manhattan at $330 million, and the smallest being Bridgeport and the State of Connecticut with $10 million.”

Based on the success of that first program, Kooris says HUD took another chunk of the Sandy money and created a new competition — this time at the national level — which became the National Disaster Resilience program. There were 68 eligible government entities (states, cities and counties) that could enter the competition, and 13 were awarded funding at the end – Connecticut coming in 9th place with $54 million.

Kooris says the purpose of competitively divvying the money up was to “move beyond the standard recovery funding through HUD and FEMA, which more than anything else is just rebuilding.” The programs forced cities and towns to work on disaster prevention, rather than disaster recovery.

“Rarely you get the type of project that is new infrastructure – not repairing what was damaged – and do so in a way that explicitly addresses social and economic vulnerabilities in addition to environmental vulnerabilities,” Kooris says.

Connecticut’s plan involved combining “grey and green approaches” as Kooris puts it, by using “traditional, hard engineered solutions combined with natural solutions that mimic the functions of the environment.” He says that the state is planning to raise roads, build berms and add other green infrastructure to mitigate flooding in Bridgeport, in addition to pinpointing other coastal locations with the greatest number of critical facilities — power plants, roads, hospitals, wastewater treatment — and putting the majority of the investments into protecting those places.


where connecticut stands now

Since Sandy, officials have had five years to revise and strengthen emergency weather response plans.

“We have developed an emergency operation plan that’s worked on on a daily basis,” Fontana says. “Our primary goals … are preparing our residents, making sure that they’re prepared for any type of a disaster and making sure our infrastructure is protected.”

If another hurricane hit tomorrow, there are mixed feelings on whether Connecticut would be ready.

“If it were some kind of extreme storm like a category 5, that is a whole ‘nother ball game. The impact would be severe,” Kral says about the town of Guilford. “Hopefully we’ve done a little better job in terms of planning, but that remains to be seen I guess. If we had 50 inches of rain, we’d have a lot of problems.”

Kooris acknowledges there are still some things that need to be worked on, but for the most part, he says he is “confident that we have implemented targeted infrastructure projects … that reduce risk from future storms.”

As far as Quinnipiac goes, Rodriguez admits “you’re never going to be 100 percent” prepared, but he is confident that the annual mandatory state training has everyone as prepared as they can be to respond.

And in New Haven, Fontana recognizes that a category 3 hurricane “would be devastation to the entire coast” but he is confident in his department, which he says “works every day” and “works hard.”

“We prepare all the time. We plan all the time. We don’t respond all the time, and we don’t recover all the time, but we’re confident that we have the necessary strategies in place to handle a hurricane,” Fontana says.

Adding to his confidence is the fact that FEMA recently awarded the city of New Haven a class 7 rating for flood preparedness and recovery – the highest rating available. Having this rating allows homes in the designated 100-year flood zone to get a 15 percent discount on flood insurance. “So I think that puts it in a nutshell.”

The most important thing through it all? Keeping the lines of communication open, Fontana says, at all times.

“Consistent, timely, good information. I always say, ‘Be first, be right.’”

###