In 1983, New York City was facing a homelessness crisis.
The New York Times reported at that time that an estimated 35,000 people were living on the streets, and that unfavorable conditions could increase that number by 25,000 each year. The dire situation prompted three Episcopal churches to launch a homelessness assistance program that would eventually become Jericho Project.
Over the next 40 years, Jericho Project evolved into a nationally acclaimed social service provider that is working to end homelessness at its roots by empowering individuals and families who are experiencing or at risk of homelessness or housing insecurity. Today, Jericho Project enables individuals and families to move on from homelessness by providing housing and person-centered services that address social inequalities.
“From the beginning, Jericho Project’s work has been built on a person-centered philosophy,” says Tori Lyon, CEO of Jericho Project. “The work has always been grounded in meeting people where they are and recognizing the dignity and potential of every individual.”
Lyon has been with the organization since 1996, joining as Director of Development before advancing to Associate Executive Director in 1999, then to Executive Director in 2005, and CEO in 2016. With over 25 years of experience in the supportive housing sector, Lyon has led Jericho’s strategic planning, fundraising, housing and program development, and executive management. Under her leadership, the organization has developed more than 700 units of permanent supportive housing, launched a nationally recognized Veterans Initiative, and significantly expanded its reach — more than quadrupling the number of people served since 2010.
How Jericho Project has evolved as homelessness issues have become more complex
In some ways, the challenges that Lyon and her team face today are no different from those experienced in 1983. Today’s homeless face many of the same barriers, especially in the areas of health, trauma, and access to opportunity.
In other ways, however, the drivers of homelessness have become more complex. For example, homelessness and housing insecurity have become more closely tied to broader economic pressures.
“Today, rising rents, wage stagnation, and an increasingly tight housing market have made it more difficult for people to regain stability once they lose their housing,” Lyon says. “We are seeing more individuals and families who are working but still unable to afford housing. It’s a development that has shifted the conversation on homelessness from short-term crisis response to long-term affordability and workforce access.”
As the needs of the homeless have changed, Jericho Project has adjusted to meet them. Today, its programs and services address a wide range of issues, from initiatives serving veterans and young adults to individualized employment and education services. Every new initiative flows from the understanding that housing, employment, health care, and community connection must all work together for someone to truly move forward.
“Our approach has evolved from primarily delivering housing and services to building an integrated model that connects housing stability with employment, wellness, and long-term community support,” Lyon says. “Over time, we have expanded workforce development initiatives, strengthened cross-sector partnerships, and embraced more data-informed strategies to measure outcomes and refine programs.”
By pairing supportive housing with workforce training, Jericho Project enables self-sufficiency
Supportive housing, which combines affordable housing with onsite services designed to assist with substance abuse, trauma, poverty, and other issues, has been a focus of Jericho Project’s work since its founding. Over its history, it has developed more than 700 units of supportive housing.
Moving forward, Jericho Project is focused on significantly expanding affordable and supportive housing across New York City. Its development pipeline includes adding more than 2,000 units of affordable and supportive housing over the next five years.
The positive impact of supportive housing is strengthened by Jericho Project’s workforce assistance efforts, as securing steady employment is a central challenge for those experiencing homelessness. Many have been disconnected from the workforce for extended periods of time and are marginalized from traditional workforce development programs.
Jericho Project’s Workforce Opportunities Program helps its clients build the skills they need to secure and sustain meaningful employment. The program includes training, job search assistance, and work retention support, as well as universal support from career counselors. In 2025 alone, the program’s impact included over 250 job placements, with participants earning an average starting wage of over $20 per hour.
“Housing remains the foundation of our work,” Lyon says, “but our efforts to pair housing with employment and supportive services have allowed thousands of New Yorkers to move beyond crisis and toward self-sufficiency. The placements we make through our Workforce Opportunities Program represent more than employment. They represent stability, confidence, and a pathway toward long-term independence.”
Jericho Project’s long history of helping New Yorkers get back on their feet is cause for celebration. Yet it also serves as a reminder of the challenging work that still must be done to put an end to homelessness.
Lyon says the work is difficult, but also deeply hopeful. When asked about what gives her and her team the inspiration they need, she points to the resilience of the people they serve.
“Every day we see individuals overcome extraordinary challenges and take meaningful steps toward stability, whether that means securing housing, finding a job, or reconnecting with their community,” says Lyon. “Seeing someone move from crisis to independence reminds us that lasting change is possible when people are given the right support and opportunity. That sense of progress and possibility is what keeps us motivated.”