Abigail Freshley is a senior policy manager at Public Health Advocates (PHA), where she is involved in various projects primarily focused on emergency response policy. Freshley obtained her master’s in public administration and policy development from Georgia State University before taking her skills to the political realm. Freshley reflects on her experience navigating the aftermath of COVID-19 through the Emergency Resilience Project and how PHA has used those lessons to enact new policies that promote equitable care for all.
This interview has been edited for clarity and length.
ES: Could you tell us more about yourself and what led you to join Public Health Advocates (PHA)?
Freshley: I began my career in progressive politics in Atlanta before relocating to Southern California. This move came at a time when conversations around efficiently spending the American Rescue Plan Act (ARPA) funds were blossoming, which aligned well with my previous work experience. I joined PHA to help push California cities and towns to spend ARPA dollars in ways that would impact populations most affected by the COVID-19 pandemic. Working on the ARPA was my first experience combining public health and emergency preparedness and response. I particularly enjoyed learning from setbacks during the COVID-19 pandemic and applying those lessons to various types of natural and human-made disasters.
ES: What has your role been in the emergency resilience project?
Freshley: At the start of this project, I had the opportunity to interview key informants— local elected officials, public health officers, and leaders of community-based organizations— across the state who were involved in the response to COVID-19. These conversations delved deeper into the disparities that emerged during the pandemic and explored ways to mitigate future pitfalls. For instance, in Sacramento, California, from 2019 to 2021, there was a 65% increase in homelessness, and Black people were three times as likely to be unhoused. While COVID-19 certainly exacerbated these issues, we were curious how we could adjust our response to lessen the damage. We curated prevalent themes from these conversations and developed them into policy recommendations aimed at preventing such disparities in the future. The recent fires in Los Angeles adapted the COVID-19 efforts into the emergency resilience project, which also includes other disasters.
ES: What have been your biggest challenges while working on the emergency resilience project?
Freshley: A primary obstacle we face is a misunderstanding between diversity, equity, and inclusion and racial justice. For instance, what does it mean to take equity-focused, justice-based approaches over having a more diverse group of people making the decisions? Historically disadvantaged groups who live in red line neighborhoods, do not have generational wealth, or work hourly jobs resulting in a lack of childcare causes an issue during an emergency. Communicating why BIPOC-led organizations are not typically as well positioned as predominantly white-led and white-serving organizations raises the importance of investing in their organizations.
ES: Could you elaborate on PHA’s policy recommendations for reducing disparities?
Freshley: One of the most important actions is the investment in culturally responsive community organizations. During COVID-19, we saw the government send the National Guard or police to distribute resources in communities that have a valid historical distrust of police and government, on top of cultural barriers. We strategized that resourcing BIPOC-led and underserved community-based organizations would facilitate their making a difference. Obtaining federal funding often requires overcoming hurdles, such as the ability to cover the entire grant budget upfront. These obstacles are unrealistic for organizations that lack large amounts of capital. We secured $7.2 million from the County of Sacramento to enhance the capacity of BIPOC and underserved community-led organizations.
ES: Are you involved in any other projects at PHA?
Freshley: I work on two additional projects: First Response Transformation Campaign (FRTC) and Defend California. FRTC aims to develop and improve alternative first response initiatives across California. For example, not all 911 calls require police presence. As such, we want to provide adequate resources, whether they be mental health services or individuals equipped with service resources for the unhoused community. We have been working with a few different pilot groups across California to help either establish or improve their first response alternatives.
Defend California is a relatively new initiative focused on protecting the core functions of public health in California. This project comes in the wake of the substantial cuts from the Trump administration and an anticipated restriction of resources for public health funding. Additionally, in the era of Make America Healthy Again, we are working to protect access to vaccines, preventative healthcare, clean water, infectious disease control, and safe and healthy food.
ES: What do you see in store for PHA in the future?
Freshley: At the top of our mind is protecting the functions of core public health in California and getting ahead of the wave that is coming by building power with impacted communities across the state. This has emerged as a foundational component of our campaign strategy. For instance, the current budget cuts to preventative care and social services will eventually trickle down from the federal level and into our local budgets. Being mindful of and preparing for this eventual impact will be crucial for protecting the functions of core public health.
ES: Finally, do you have any advice for how people can engage with their local communities to address similar challenges?
Freshley: The first and most important action is to simply go to a meeting. Many people have never attended a city council meeting before, but you can observe and listen without having to contribute. This can be a very informative experience to see what issues your community is addressing and learn who the policy-makers are.
My second piece of advice is to find like-minded people who can be on your team. It is substantially easier to approach community engagement when you are not alone. Having a friend or team you can rely on will make the barrier of entry much more manageable. Additionally, decision-makers are more open and receptive to these organic movements where community members present their individual needs as opposed to hearing from individuals paid to present issues.
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