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Transitional housing and wellness center: a holistic approach to decreasing homelessness and mental illness in the Black community

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Transitional housing and wellness center: a holistic approach to decreasing homelessness and mental illness in the Black community

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Content Transitional Housing and Wellness Center: A Holistic Approach to Decreasing
Homelessness and Mental Illness in the Black Community
Crystal Witherspoon
Capstone Project Proposal
Presented to the Faculty of the
Suzanne Dworak-Peck School of Social Work
University of Southern California
In Partial Fulfillment of the
Requirements for the Degree
Doctor of Social Work
DSW Program (Dr. Ronald Manderscheid)
August 2023
© 2023 Dr. Crystal D. Witherspoon

Table of Contents
Acknowledgments ......................................................................................................................... 1
Executive Summary ...................................................................................................................... 2
Abstract .......................................................................................................................................... 7
Positionality Statement ................................................................................................................. 8
Problem of Practice, Solution Landscape, and Literature Review .......................................... 9
Theoretical and/or Conceptual Framework ............................................................................. 17
Proposed Solution ....................................................................................................................... 19
Methodology ................................................................................................................................ 24
Implementation Plan .................................................................................................................. 27
Challenges .................................................................................................................................... 32
Ethical Considerations................................................................................................................ 33
Conclusion and Implications ...................................................................................................... 35
References .................................................................................................................................... 38
Appendix A: Logic Model .......................................................................................................... 45
Appendix B: Theory of Change ................................................................................................. 46
Appendix C: Design Criteria ..................................................................................................... 48
Appendix D: EPIS Framework.................................................................................................. 50
Appendix E: Budget .................................................................................................................... 57
Appendix G: Prototype............................................................................................................... 63
Appendix H: Communication Strategies .................................................................................. 64

1

Acknowledgments
First, I would like to thank God, the head of my life and the source of my strength.
Without Him, I can do nothing; through Him, I can accomplish anything.
Next, I would like to express my deep appreciation to my professor and chair of my
committee, Dr. Ronald Manderscheid, for his patience, feedback, and encouragement.
Completing this program would not have been possible without your expertise and guidance. I
also could not have achieved this goal without the remaining members of my committee, Dr.
Eric Rice and Dr. Brenda Wiewel, who generously provided knowledge, expertise, and a
listening ear.
I am also eternally grateful to my classmate, friend, and spiritual confidant Sharonda
Palmore for her prayers, words of encouragement, feedback, and weekend work sessions. A
special thanks should also go to the many professors of the DSW program who motivated and
inspired me along the way.
Lastly, I want to recognize my family, especially my mother, grandmother, spouse,
siblings, and children. Their belief in me has kept my spirits and motivation levels high
throughout this journey. Without their support, none of this would be possible.

2

Executive Summary
Wicked Problem
The United States Census Bureau 2020 report states that amongst the various ethnic
groups residing in America, Black Americans live in poverty and experience homelessness at a
significantly higher rate than their counterparts. Although Blacks make up only 12 percent of the
U.S. population, 19.5 percent live in poverty, and they make up 37 percent of persons
experiencing homelessness (The U.S. Department of Housing and Urban Development, 2022).
The lack of basic needs and mental health resources available in minority communities below the
poverty line are significant risk factors for homelessness and severe mental illness. Research
shows that Black and African Americans living below the poverty line report experiencing
higher levels of severe psychological distress than those living above the poverty line and
attempting suicide at a higher rate than their White counterparts by 3.7 percent (Mental Health
America, 2022). Barriers to care that keeps this problem in place include the following: historical
oppression and dehumanization of the Black community, mistrust of the medical system, cultural
stigmas, underdetection of mental health concerns at the primary care level, lack of knowledge or
limited resource availability, and inaccessibility of available resource.
Connection to the Grand Challenge End Homelessness/Professional Significance
In 2016, the American Academy of Social Work & Social Welfare (AASWSW) launched
the Grand Challenges for Social Work with ‘End Homelessness’ as one of the 13 Grand
Challenges. The societal goal of this grand challenge is to “combine evidence, resources,
innovative thinking, and political will” to reduce the scope of homelessness and its risk factors in
America (Grand Challenges for Social Work, 2018). Ending homelessness is a significant and
critical Grand Challenge of Social Work due to homelessness' direct influence on the mental,
3

physical, and emotional health of persons experiencing homelessness and its direct link to many
of the remaining Grand Challenges. In a journal article responding to the Grand Challenge to
End Homelessness, Larkin et al. (2018) report recognizing that the homelessness problem
intersects with the other Grand Challenges in our profession. The article also states that the
remaining Grand Challenges are a subsequent or consequence of homelessness.
Although there is a plethora of research studies on the impact of poverty and
homelessness on the mental health of Black and African Americans, current resources aimed at
decreasing the prevalence of mental illness in minority communities and promoting wellness and
independence are few. Given this information, there is a great need for solutions focused solely
on providing the resources needed for this population to thrive and overcome the mental health,
education, and financial barriers perpetuating a cycle of poverty and homelessness. Another
research essay focused on the G.C. End Homelessness reports that while there is a need to
develop practical solutions to address the current scope of the problem, there is also a need to
address the inflow into homelessness (Henwood, Tiderington, Aykanian, & Padgett, 2022).
Community wellness and resource centers that provide minorities with housing, mental health
services, and basic needs while assisting with vocational and skills building will provide an
avenue to address current homelessness and decrease the inflow into homelessness. Wellness
centers will also fill the poverty and health gap between Black Americans and other races and
address the remainder of the Grand Challenges in some form.
Design Thinking Methodology
This capstone project utilizes a combination of design thinking and user-centered design
to develop a sustainable innovation focused explicitly on the user’s needs. The capstone project
began through a combination of first and secondhand research focused on the impact of
4

homelessness on an individual's overall well-being. To satisfy the design thinking portion, a
combination of journal articles, news articles, books, and documentaries shed light on issues
within the population that need addressing and knowledge gaps that need filling. The design
thinking chart located in Appendix C was created from that information. Surveys and interviews
conducted with stakeholders and beneficiaries comprised the data utilized in the human-centered
design portion of the project, which in combination with the secondary research, shaped the pilot
program launched in February of 2023.
Theory of Change
Implementing a framework where all pieces of a system work together for the greater
good of families experiencing homelessness is vital in generating change. If the wellness center
provides safe and supportive transitional housing, culturally responsive case management, and
trauma-focused therapy, facilitate access to education and employment opportunities, and
promotes community integration and empowerment; the number of Black families experiencing
and/or re-entering the cycle of homelessness will decrease dramatically. The following theory of
change process emphasizes the interconnectedness of the various elements of health and wellness
and how addressing each component can lead to improved outcomes and increased overall well-
being.
• Transitional Housing and Other Basic Needs/Resource Provision: Provide safe and
supportive transitional housing that meets the unique needs and preferences of Black
American families experiencing homelessness. Supportive services include access to
nutritious food, wellness activities, and trauma-informed care.
• Community-Based/In-office Mental Health Services: Engage in culturally responsive
case management and mental health care that recognizes the impact of intergenerational
5

trauma on Black Americans. Licensed Social Workers in case management and therapy
roles will work closely with beneficiaries to understand their specific needs, goals, and
challenges and create personalized care plans that address their trauma and support their
long-term success.
• Vocational and Educational Training: Provide vocational and skills-building training and
facilitate access to education and employment opportunities that promote economic
mobility and social integration through the assistance of volunteers and stakeholders.
• Community Integration: Promote community integration and empowerment by fostering
a sense of belonging and connection to the broader community.
The proposed solution aligns with current best practices that take a whole wellness
approach in helping low-income communities, which have become more prevalent in recent
years. However, implementation of this approach is rare in low-income minority communities, as
observable by research that states, “despite the mental health needs of families living in poverty,
few gain access to high-quality mental health services. There is a growing urgency to develop
mental health care models tailored to these vulnerable children and their families (Hodgkinson,
Godoy, Beers, & Lewin, 2017).
Implementation Plan
The implementation plan for this project begins in January of 2024 and consists of
securing funding, purchasing a building, hiring staff, and the wellness center's grand opening.
These steps will occur in phases, with fundraising being the first and a continuous phase.
Applications for the following federal and state-funded grants open January 17th and have
6

anticipated award dates from May to July 2024. Appendix E provides a summary of the
projected budget.
• The Cooperative Agreement to Benefit Homeless Individuals for States Enhancement
grant provides up to 1.8 million dollars per applicant, providing mental health or
substance abuse services to the homeless population (USGrants.org, 2021).
• The Community Development Block Grant (CDBG) Program provides funding to
nonprofit organizations to aid in the expansion of low- and moderate-income persons'
access to affordable housing, livability, and economic opportunities (Grant Programs,
2023).
• The Homeless Families Demonstration Small Grant Research Program grant provides up
to $75,000 to nonprofits and for-profit organizations that will sponsor a researcher(s),
expert, or analyst to obtain data on homeless families in the United States.
The next phase consists of securing an affordable location and begins in June 2024. A former
daycare facility in Fulton County, Ga, satisfies the basic requirements needed to successfully
provide the services offered by the wellness center in a comfortable space. The final two phases
begin with hiring in August of 2024 and end with the grand opening of the wellness center in
October 2024. Initial staffing includes an administrator and two Social Workers, with an
anticipated hiring of two additional clinical staff members by the end of year one. All staff will
receive cultural competence and ethics-based training during August and October, and clinical
staff will also receive Transition to Independence Process (TIP) model training during that time.
7

Abstract
“From slavery to segregation, African Americans have been systemically denied rights and
socioeconomic opportunities, leading to people of color experiencing homelessness
disproportionately more than their White counterparts. (National Alliance to End Homelessness,
2023). A history of systemic oppression in the Black community has led to intergenerational
trauma that negatively impacts their well-being and family dynamics. This capstone project
focuses on the Grand Challenge of Socia Work, “End Homelessness,” and involves a transitional
housing and wellness center to access community resources and decrease homelessness and
mental health issues experienced by Black families by eliminating the risk factors contributing to
the problem. A pilot program emulating the Housing First model provided housing, basic needs
resources, and psychoeducation to four Black structurally diverse families. The process consisted
of an intake assessment that measured mental health status, resources currently needed, and
accessibility barriers to better understand what this population needs to obtain and sustain
independence and positive well-being. Participants of the pilot program report a greater need for
affordable housing, food, mental and physical healthcare, and transportation to access available
resources. Implementing transitional housing & wellness centers nationwide that incorporate a
whole wellness approach and tailor treatment plans to individual needs reduces identified
barriers to Black families experiencing homelessness in urban and rural settings by providing
identified needs in a holistic and culturally competent environment. Providing these services
improves the overall well-being of the Black community while decreasing the chances of chronic
and generational homelessness.
Keywords: homelessness, affordable housing, mental health, intergenerational trauma
8

Positionality Statement
I identify as a middle age Black American woman reared and socialized as a lower to
middle-class Christian in the southern region of the United States. I bring to this topic of study
my personal experience with homelessness, cultural heritage, and professional research and
development. While growing up, subtle and overt poverty existed in my predominantly Black
neighborhood. I had multiple instances where I witnessed extreme poverty and homelessness,
which in many cases were accompanied by a mental illness. However, it was not until I
experienced homelessness for myself that I realized how poverty and homelessness impact an
individual's social and emotional well-being and the family dynamic. After my experience, I
struggled with understanding whether mental illness is triggered or exacerbated by becoming
homeless and why it exists at such a tremendous rate in Black communities. The desire to better
understand the correlation between homelessness and mental illness led me to research the topic.
As a current doctoral student, I can access the necessary resources to conduct my
research. Yet, I am aware of the biases I may bring due to my positionality as a Black woman
with a history of family homelessness and as someone who has gained and obtained financial
independence. I acknowledge my positionality and privileged access to specific resources
influenced my project to some extent; however, I attempted not to make assumptions based on
my experiences and opinions.

9

Problem of Practice, Solution Landscape, and Literature Review
Problem
In January 2020, over 560,000 Americans experienced homelessness on any given night
(Henwood, Tiderington, Aykanian, & Padgett, 2022), and 11.6 Americans lived in poverty
(Income, Poverty and Health Insurance Coverage in the United States: 2021, 2022). The Grand
Challenges for Social Work website estimates that 1.5 million Americans experience
homelessness yearly. Approximately 49 percent included persons in homeless shelters. The other
51 percent consist of unsheltered persons on our streets in places not intended for human
habitation, such as sidewalks, parks, cars, or abandoned buildings. Many factors contribute to the
country's growing poverty and homeless epidemic and directly impact individuals' mental health
and ability to overcome their circumstances. Risk factors include financial instability, housing
insecurity, poor or limited education, and job insecurity, especially prevalent in minority
communities with a history of systemic oppression and deep-rooted intergenerational trauma.
In 2016, the American Academy of Social Work & Social Welfare (AASWSW) launched
the Grand Challenges for Social Work, ending homelessness as one of the 13 Grand Challenges.
The societal goal of this grand challenge is to “combine evidence, resources, innovative thinking,
and political will” to reduce the scope of homelessness and its risk factors in America (Grand
Challenges for Social Work, 2018). Ending homelessness is a significant and critical Grand
Challenge of Social Work due to homelessness's direct influence on the mental, physical, and
emotional health of persons experiencing homelessness and its direct link to many of the
remaining Grand Challenges. In a journal article responding to the Grand Challenge to End
Homelessness, Larkin et al. (2018) report recognizes that the homelessness problem intersects
10

with the other Grand Challenges in the Social Work profession. The article also states that the
remaining Grand Challenges are either a subsequent or consequent of homelessness.
When looking at patterns of homelessness, people of color are disproportionately more
likely than White people to experience homelessness in the United States. The 2020 point-in-
time (PIT) count estimated that of the over half a million Americans experiencing homelessness,
228,796 identified as African Americans (Statista Research Department, 2021). Blacks comprise
less than 15 percent of the American population but account for nearly half of the people
experiencing homelessness. These numbers reveal a massive problem in America, including
negligence, the lack of accountability taken by the federal government, and the purposeful
continuance of oppression for the past 158 years.
Causes
The National Health Care for the Homeless Council reports that homelessness exists in
its present form in the Black community partly due to the history of slavery, genocide, and
segregation. It also states that even though multiple organizations meant to serve individuals
experiencing homelessness exist, systematic racism plagues people of color and perpetuates the
cycle of homelessness (National Health Care for the Homeless Council , 2022). When coupling
severe mental illnesses with poverty and/or the risk of homelessness, minorities are at a greater
risk of exacerbated mental health issues, comorbid physical disease, substance use, disability,
and mortality from different causes.
The high number of individuals experiencing homelessness and who have a mental
illness is largely due to decisions made by the federal government. Government-created barriers
include deinstitutionalization, ineffective or damaging policies, and the failure to develop a
11

standard housing model for individuals experiencing homelessness and who have a severe
mental illness. The National Mental Health Act (NMHA), passed by Congress in 1946, aimed to
improve the mental health of citizens through research of causes, diagnosis, and treatment
through increased federal funding (The NIH Almanac, 2021). However, less than 20 years after
developing psychotropic medications, the government implemented deinstitutionalization and
decreased state funding for mental health services. The long-term ramifications of the choices
made by government officials include perpetuated chronic homelessness and an increased
number of persons who have a mental illness. In an article published by “The Journal of Law and
Health,” one author states that homelessness is an example of how the U.S. has failed citizens
with severe mental illnesses. The article also says, “the combination of a lack of effective
treatment, inadequate entitlement programs such as Social Security Disability Insurance (SSDI),
and subpar housing options form systemic barriers that prevent people who have mental illness
from being able to obtain adequate housing” (Gorfido, 2020). The lack of treatment facilities and
limited funding significantly impacted states’ abilities to implement new treatment options. By
increasing research funding and decreasing state aid, the government created an imbalance in
research and treatment, leading to advanced knowledge of mental illness disorders and a large
population of citizens suffering.
Inflation and rising rent costs throughout the COVID-19 pandemic add to the current risk
factors for homelessness and mental health illnesses. The (National Alliance to End
Homelessness, 2021) reports that 38.1 million Americans live in poverty and struggle to
maintain basic survival needs, including housing. Over the past two years, the average rent price
in America rose to over 2,000 dollars per month, a 4.8 percent increase from last year (Arnold,
2022). However, the federal minimum wage had not increased since 2009, when it increased to
12

seven dollars and twenty-five cents (People Ready, 2022). The lack of affordable housing and
recent cost-of-living inflation coupled with unbalanced minimum wages contributes to the
increase in individuals experiencing homelessness and SMI by adding extra strain on the limited
finances of individuals living in poverty, subsequentially triggering mental health issues and
forcing homelessness (Witherspoon, 2022).
Impact on the Black Community
A combination of systemic oppression, racism, mental health issues, and economic
disparities leads to intergenerational trauma, making it difficult for some individuals to overcome
their status, leading to chronic and generational homelessness. Research shows that trauma, such
as slavery and other racial traumas, leaves a chemical mark on a person’s genes that alter the
gene’s expression mechanism. This epigenetic alteration is passed down genetically and impacts
how future generations express emotions and cope with stressful situations. For example, living
in a high-stress oppressive environment, such as Georgia, which reported over 200 hate crimes in
2020 (The United States Department of Justice , 2020), leads parents to develop survival
techniques that impose fear and anxiety into their children. These fears are passed on through
generations and affect their ability to regulate emotions, manage stress, and develop positive
interpersonal relationships, which impacts one’s ability to mitigate risk factors of homelessness
1

(Witherspoon, 2022).
Stakeholder Perspectives
Various stakeholders play a vital role in the lives of the target population. These
stakeholders include government officials, criminal justice representatives, mental and physical

1
Content from the problems, causes, and impact sections was taken from SOWK 725A Capstone Project Proposal.
13

health care providers, schools/universities, advocacy programs, community leaders, service
providers, and beneficiaries.
State-funded Housing Programs
Subpar housing options the government provides lead to many individuals not sustaining
long-term stable housing. The U.S. Department of Housing and Urban Development (HUD)
issues federal funding to state housing agencies to provide affordable housing to everyone.
However, housing conditions and crime rates in affordable housing neighborhoods impact how
individuals view themselves and lead to more trauma exposure, exacerbating mental illness.
Gorfido (2020) reports that data reveals that 16 to 25 percent of people suffering from
homelessness and severe mental illness lose their housing one year after obtaining it and 50
percent after five years. These numbers show that the government’s affordable housing program
is ineffective for individuals with severe mental illness.
Criminal Justice System
The criminal justice system poses a critical barrier to change for the subject population.
In many states across the country, anti-camping ordinances criminalize homelessness. An anti-
camping law makes it illegal to sleep or pitch tents or other structures on publicly owned
properties (American Civil Liberties Union of Washington, 2022). In many cases sleeping or
camping in unapproved locations lead to tickets or jail time, triggering more mental health issues
due to trauma and creating more financial hardships for the individual. Because many individuals
experiencing homelessness are Black, incarceration numbers for the community increase,
feeding into racial stereotypes and exacerbating internalized oppression within the community.
Housing individuals experiencing homelessness and mental health disparities within a jail
14

environment is not conducive to rehabilitation and perpetuates the cycle of chronic
homelessness. These factors reveal the inhumane policies that do nothing to improve the problem
but instead continue and add to the homeless and mental health crisis.
Healthcare Providers
Mental and physical healthcare providers are stakeholder relationships needed to provide
adequate care and treatment to the subject population. Currently, mental health illness is
America's fourth cause of homelessness(National Law Center on Homelessness & Poverty,
2015). Patients who identify as homeless before admittance return to the streets at discharge,
only to return later through referrals from the emergency room or local jail. The “Western
Journal of Emergency Medicine” reports individuals experiencing homelessness frequent the
emergency room at a higher rate than the general population and suffer from severe medical
conditions that increase the frequency of extended hospital, resulting in excess medical costs
(Feldman, et al., 2017).
Schools/Universities
Developing stakeholder relationships with local schools and universities facilitates
change through the early detection of mental health risk factors and the lack of physiological
needs in school-age children. At the university level, stakeholders act as facilitators through
research and knowledge dissemination and fill staff positions at limited or no cost through field
placement programs.
Advocacy Programs
Local and national advocacy program representatives are necessary stakeholders as they
provide a voice to those in the population who do not have the means or know-how to advocate
15

for themselves. The National Coalition for the Homeless, the National Health Care for the
Homeless Council, and the One Circle Foundation are all active advocacy programs in America
promoting the well-being of vulnerable populations. Their ability and experience in advocating
for the service population through mass media, campaigning, educating legislature and the
general public, and producing data and research detailing the population's needs make advocacy
programs essential assets.
Community Leaders
Community leaders play a significant role in enacting change within the community.
Utilizing their relationships and persuasion abilities makes them necessary stakeholders in
discussing change within the community. Religious leaders, service providers, and local business
owners interact more with the community through outreach programs or the subject population
frequenting their establishments. These interactions allow these leaders to build rapport with
community members struggling with trust issues due to lived experiences. Having stakeholders
who have built relationships with the subject population significantly increases the odds of the
people allowing other stakeholders access into their lives.
Local service providers are critical to the stakeholder lineup. Collaboration between
service providers cuts costs by decreasing service duplication, improves the quality of care
collaborators provide, and promotes community cohesiveness. Stakeholders can accomplish this
by developing shared enrollment processes, sharing data, and treatment plans for
beneficiaries/users.
Mass Media & The General Public
16

Representatives from the media and the general public are necessary as they play a vital
role in viewing mental illness within the homeless population. Due to associated stigmas, the
general public's attitudes about the target population can create a barrier to change by
individualizing the problem, decreasing the empathy needed to produce change. A recent report
states that communication between individuals experiencing homelessness and media directly
impacts public understanding and attitudes toward individuals experiencing homelessness. It also
says, “the messages the public receive about homelessness reinforce negative stereotypes and
drive people further away from believing that ending homelessness is possible.” (Downie, 2018)
Utilizing mass media and the general public to change the conversation around the target
population and eliminate stereotypes such as “most homeless people are drug addicts” or “it’s
their fault they’re homeless” can decrease social isolation within the population. Reducing social
isolation will encourage beneficiaries/users to utilize available resources.
Beneficiaries/Users & Their Families
Lastly, the most critical stakeholders are representatives of the target population and their
families. Having a representative with inside knowledge of the community's needs decreases the
funds wasted on developing non-essential programs and promotes the production of adequate
and effective programs. Developing programs without insight into the community's needs can
waste millions of dollars that other agencies could utilize
2
.

2
Majority of the Stakeholder section comes from SOWK 790A Research Assignment three.
17

Theoretical and/or Conceptual Framework
Viewing homelessness through a General Systems and Motivational Theory lens
showcases the interconnectedness of the mind, body, and soul and the cycle of homelessness.
Systems theories suggest that systems consist of many parts that operate together to form a
whole, and changes in one part affect the whole (Whitchurch & Constantine, 2009). This theory
explains the interrelation of wicked problems on the micro, mezzo, and macro level. Murray
Bowen explains how systems theory relates to a micro-level issue through his family systems
theory. According to Kerr (2000), Bowen’s family systems theory suggests that family members
are intensely connected emotionally. The emotional interdependence promotes cohesiveness and
cooperation needed to protect, shelter, and feed members. He also reports that heightened
tensions between members disrupt the process and lead to problems such as homelessness.
The motivational theory approach requires looking at homelessness through the lens of
Abraham Maslow’s Hierarchy of Needs. Maslow’s hierarchical pyramid includes the following
levels: (from lowest to highest) physiological needs, safety needs, belongingness, and love,
esteem, cognitive, aesthetic, self-actualization, and transcendence. The theory states that the
needs associated with the pyramid's lower levels are top priorities and must be satisfied before
moving up the pyramid. When individuals experience homelessness, shelter, food, and safety are
deficient needs that must be satisfied for that individual to have the capacity to focus on their
mental health and other areas needed to obtain and sustain independence. When looking at
deficient needs and mental health trends in individuals experiencing homelessness, research
shows a positive correlation between the two. It showcases a greater need for safe, affordable
housing to improve the overall well-being of individuals experiencing homelessness and
18

decrease multi-system involvement. The logic model located in Appendix A provides a visual
view of the following theory of change description.
Implementing a framework where all pieces of a system work together for the greater
good of families experiencing homelessness is vital in generating change. If the wellness center
provides safe and supportive transitional housing, culturally responsive case management, and
trauma-focused therapy, facilitate access to education and employment opportunities, and
promotes community integration and empowerment; the number of Black families experiencing
and/or re-entering the cycle of homelessness will decrease dramatically. The following theory of
change process emphasizes the interconnectedness of the various elements of health and wellness
and how addressing each component can lead to improved outcomes and increased overall well-
being.
• Transitional Housing and Other Basic Needs/Resource Provision: Provide safe and
supportive transitional housing that meets the unique needs and preferences of Black
American families experiencing homelessness. Supportive services include access to
nutritious food, wellness activities, and trauma-informed care.
• Community-Based/In-office Mental Health Services: Engage in culturally responsive
case management and mental health care that recognizes the impact of intergenerational
trauma on Black Americans. Licensed Social Workers in case management and therapy
roles will work closely with beneficiaries to understand their specific needs, goals, and
challenges and create personalized care plans that address their trauma and support their
long-term success.
• Vocational and Educational Training: Provide vocational and skills-building training and
facilitate access to education and employment opportunities that promote economic
19

mobility and social integration through the assistance of volunteers and stakeholders.
Facilitation includes connecting clients with job training programs, employment
resources, and educational opportunities that align with their interests and goals.
• Community Integration: Promote community integration and empowerment by fostering
a sense of belonging and connection to the broader community. Steps to achieving
community integration include facilitating community events and activities, connecting
with other families with similar experiences, and advocating to address systemic issues
contributing to homelessness and trauma
3
.
Proposed Solution
The proposed solution is Mind, Body, & Soul Wellness Center (MBS), a transitional
housing and wellness center focused on providing a whole wellness approach to mental health in
the minority community and providing basic needs and skills-building resources to sustain
independence and overcome and prevent homelessness. The goal of the proposed solution is to
provide housing, eliminate or decrease levels of presenting mental health symptoms, reduce
financial hardships imposed by larger systems, improve behavioral and skill level competency,
and decrease the number of minorities experiencing and entering the cycle of homelessness in
the United States
4
.
Theory of Change
This project takes a different path to solving the homeless crisis in America by combining
a proactive and reactive approach. It is centered around improving the mental health of

3
Content from this section was taken from SOWK 725A Capstone Proposal and the High-Fidelity Prototype.
4
Content from this section was taken from SOWK 725A Capstone Proposal and SOWK 725B High-Fidelity
Prototype.
20

minorities while providing essential resources needed to overcome their homeless and poverty
status, decreasing the likelihood of them re-experiencing homelessness. MBS is a sustainable
innovation that takes lessons from successful community outreach programs and racial trauma-
focused therapeutic approaches around the country, combines and utilizes what works based on
research, and can be tested and implemented in minority communities in Atlanta, Ga. Currently,
Atlanta does not have a wellness center specifically focused on providing housing, mental health,
skills building, and other basic needs resources in one location. Limited accessibility, mental
health stigmas, and socioeconomic disparities result in many Black and African Americans not
seeking services to improve their positions. Providing these services in one centralized and
familiar location eliminates access to care barriers, allowing space for community members to
thrive.
Implementing this capstone project in impoverished minority communities in Atlanta
may prove difficult due to limited trust in the healthcare profession. However, utilizing culturally
competent staff may cause beneficiaries to feel more comfortable and promote the rebuilding of
trust between care providers and the local minority community. Combining basic needs
provision and healing generations of trauma through an intergenerational trauma-focused (ITRF)
therapy approach can eliminate the barriers above. Utilizing ITRF therapy will assist the
population with overcoming presenting obstacles imposed on them through historical systemic
oppression. These barriers impact their overall mental health and self-esteem, create internalized
oppression, decrease social competence, and increase stress levels, leading to physical illnesses
such as high blood pressure. Implementing this specific therapeutic approach will assist with
reducing the presenting mental health symptoms and eliminating barriers to change that impact
the Atlanta minority population due to years of racial trauma. Next, it will improve their ability
21

to cope with those symptoms effectively and lead to healing that stops the cycle of
intergenerational trauma. Lastly, this therapeutic approach allows space for beneficiaries to feel
heard by not minimizing the impact years of racism and systemic oppression have on their well-
being.
Implementing a combined sustainable, innovative approach will work in minority
communities in Atlanta based on statistical data reported by the state regarding poverty status
and mental health participation over the past three years. This project will provide resources to
over 28 percent of minorities living in poverty while providing the necessary tools for self-
sufficiency. This project also promotes validation and healing through its therapeutic approach in
a state where therapy participation is high, considering the stigmas around mental healthcare in
the minority community. Georgia reports over 48 percent of Black and African American
citizens utilized one or more mental health agencies in 2019 (Substance Abuse and Mental
Health Services Administration, 2019), which improves the chances of beneficiaries' willingness
to utilize services.
The Theory of Change discussed in the previous section and detailed in Appendix B
describes how the proposed solution works.
The proposed solution aligns with current best practices that take a whole wellness
approach in helping low-income communities, which have become more prevalent in recent
years. However, implementation of this approach is rare in low-income minority communities, as
observable by research that states, “despite the mental health needs of families living in poverty,
few gain access to high-quality mental health services. There is a growing urgency to develop
mental health care models tailored to these vulnerable children and their families (Hodgkinson,
Godoy, Beers, & Lewin, 2017).
22

Solution Landscape
There are multiple solutions in the form of housing models, programs, policies,
community resource centers, and evidence-based practices (EBP) aimed at decreasing
homelessness while assisting with mental health care in America. Housing First (H.F.),
Treatment First, and a shared housing approach have successfully provided housing while
incorporating some mental health services in implemented areas. The H.F. model, which offers
immediate access to subsidized, permanent housing options and community-based supports that
provide (unrequired) community treatment (National Alliance to End Homelessness, 2016) has
become an international model utilized by multiple nations worldwide. The initial goal of the
model was to assist individuals with mental illness living in unsheltered conditions. Research
conducted by programs using the model shows that success is possible when mental health
treatment becomes a central component of provided services. However, when programs followed
the unrequired community treatment guideline of H.F., many persons did not take advantage of
community resources and a long-term lack of independence and mental health improvement due
to co-dependency on the program (National Alliance to End Homelessness, 2016).
The Community Economic Development (CED) program is an example of a solution that
aims to prevent homelessness by removing barriers to homelessness. This program solely
focuses on reducing poverty by creating job opportunities for low-income families. This program
addresses obstacles, such as lack of education, inadequate access to childcare, and substance
abuse issues, that prevent individuals in need from obtaining and/or keeping a job (Perez, 2021).
While this program does an excellent job of addressing the barriers to employment needs of the
population, it does not address the mental health issues that arise due to the impact of poverty.
23

Mind, Body, & Soul builds on the H.F. model and CED program but provides housing,
mental health services, vocational skills training, community resource assistance, and promoting
community engagement in one facility. In doing so, MBS assists with satisfying the basic,
psychological, and self-fulfillment needs of the beneficiaries in a safe and nurturing
environment.
Mind, Body, & Soul Wellness Center contributes to the existing solution landscape by
adding an in-house mental health and wellness component to the transitional housing. Across the
country, many wellness centers focus on providing resources and physical health care services to
low-income communities; shelters only offer housing. While many organizations accomplish
their goals, many experiences the barriers to care, such as mistrust of the healthcare system,
transportation, and lack of knowledge of available resources presenting as leading barriers
(Witherspoon, Revised Capstone Project and Action Plan, 2022).
Prototype Description
The prototype for Mind, Body, & Soul Wellness Center (MBS) is a program and
operating manual aimed to assist potential adopters with successfully launching the program and
eliminating homelessness in their respective areas. The manual provides detailed descriptions of
the program, implementation instructions, and necessary intake documents. Using a manual as
the high-fidelity prototype was the best option to showcase the program's benefits while
providing an in-depth description of the operation. A link to the prototype is in Appendix G.
The proposed solution contributes to various Grand Challenges of Social Work due to
their interconnectedness to the G.C. End Homelessness. Homelessness, social isolation,
economic inequality, and incarceration in the Black community will decrease drastically by
24

providing the services offered through MBS. Program services will also contribute to the healthy
development of youth, closing the health gap between Black families and other races, advancing
long and productive lives, building healthy relationships to end violence, and building financial
capability and assets for beneficiaries.
The solution aligns directly with the logic model and theory of change because it is
specifically designed to provide the interventions and inputs identified in both models, increasing
the likelihood of success that the outcomes will occur. The organization will measure program
effectiveness based on the attainment of the program goals per user reports. To adequately
measure the results and program effectiveness, MBS will assess the user's mental and physical
health, housing stability, financial literacy, employment status, and occupational skill set during
the intake process. The organization will reassess these areas quarterly, at the 12-month program
completion period, and every six months after for 24 months.
Methodology
This capstone project utilizes a combination of design thinking and user-centered design
to develop a sustainable innovation focused explicitly on the user’s needs. The capstone project
began through a combination of first and secondhand research focused on the impact of
homelessness on an individual's overall well-being. To satisfy the design thinking portion, a
combination of journal articles, news articles, books, and documentaries shed light on issues
within the population that need addressing and knowledge gaps that need filling. Surveys and
interviews conducted with stakeholders and beneficiaries comprised the data utilized in the
human-centered design portion of the project, which in combination with the secondary research,
shaped the pilot program for MBS. The design thinking chart located in Appendix C was created
from that information.
25

When using design thinking tools to develop a sustainable, innovative program to solve
the homeless and mental health epidemic in Black communities, the programs must use the
voices of the community and possess key elements currently missing from a large portion of
similar programs in the country. These programs can encompass a framework that combines a
system and motivational theory approach. The programs must ensure a concentration on safety
and basic needs first. Next, the programs must include a whole wellness approach to assist the
beneficiaries with improving their mental and physical health. Equity, diversity, and inclusion
are other pieces that programs must provide to uphold ethical standards and ensure that services
are provided to every beneficiary/user in need, regardless of race, sex, ethnicity, social, economic
status, or religion. The program must also include the seven components of a Full Continuum of
Care approach: prevention, outreach and assessment, emergency shelter, transitional housing,
permanent affordable housing, and supportive services. Finally, the programs must provide
services that encompass skills training/building to assist the beneficiaries with obtaining
independence and becoming self-sufficient (Witherspoon, Capstone: Area Expertise / Problem
and Solution Landscape Analysis (Part 1), 2022).
Although many programs provide some of the key elements listed above, they fall short
in their mental health programs. Opportunities for solutions in this area should include onsite
mental health services that do not require beneficiaries/users to outsource providers they may
feel suspicious of due to past encounters with healthcare professionals. Providing onsite mental
health services may also decrease mental health crises' overall level, intensity, and frequency and
26

assist the beneficiaries with effectively managing medication
5
. (Witherspoon, Capstone: Area
Expertise / Problem and Solution Landscape Analysis (Part 1), 2022).
Mind Body & Soul is entering the market at a time when the industry in which it operates
is experiencing substantial growth. According to market research firm IBISWorld, the
Community Housing - Homeless Shelters in the U.S. has seen an average annual growth rate of
3.1 percent over the last five years, positioning industry revenue to around 19.6 billion dollars in
2023 (IBISWorld, 2023). Due to current economic trends, an increase in unemployment and
rental rates causes the poverty rates to increase, creating a greater need for services offered by
organizations such as MBS as opposed to emergency shelters that do not assist with obtaining
and sustaining independence.
The financial plans and implementation strategy, further detailed in the next section,
occurs in phases beginning in January 2024 and consist of applying for grants, obtaining a
service location, and hiring staff, with the anticipated grand opening occurring in October 2024.
The organization will measure effectiveness using a longitudinal research study using
administrative and clinical data records. The study will begin during the intake, with check-ins
occurring every six weeks until the 12 months elapse and every six months after up to 48
months. The research will include a mixed methods intervention study using case studies and an
experimental design to study and analyze the population. Semi-qualitative interviews and
questionnaires will measure the overall validity and scalability of the program in other Black
communities across the country.

5
Some content from this section was taken from the Capstone: Area Expertise / Problem and Solution Landscape
Analysis (Part 1) paper.
27

The plan for relevant stakeholder involvement consists of holding quarterly stakeholder
meetings that include but is not limited to the stakeholders mentioned in the Problem Landscape
section of this paper. To continue nurturing and building stakeholder relationships, MBS leaders
will participate in community engagements hosted by stakeholders in and around metropolitan
Atlanta.
The plan to disseminate data and market MBS involves a multi-faceted approach.
Disseminating the material will occur through various channels, including the internet, print,
social media, and word of mouth. Print material will consist of journal articles, op-ed entries, and
flyers and posters distributed and placed in destinations known to attract a high target audience,
such as social media. Verbal presentations will round out the dissemination plan and potentially
provide the most significant impact on the population. Presenting findings in front of national
advocacy associations, local and state leaders, and social media networks can conjure the support
needed to bring about lasting change. Marketing will consist of public speaking engagements
related to homelessness in the Black community, social media platforms, an organization
website, and email marketing and newsletter subscriptions.
Implementation Plan
The implementation plan for this project begins in January of 2024 and consists of
securing funding, purchasing a building, hiring staff, and the wellness center's grand opening.
These steps will occur in phases, with fundraising being the first and a continuous phase.
Applications for the following federal and state-funded grants open January 17th and have
28

anticipated award dates from May to July 2024. Appendix E provides a summary of the
projected budget
6
.
• The Cooperative Agreement to Benefit Homeless Individuals for States Enhancement
grant provides up to 1.8 million dollars per applicant, providing mental health or
substance abuse services to the homeless population (USGrants.org, 2021).
• The Community Development Block Grant (CDBG) Program provides funding to
nonprofit organizations to aid in the expansion of low- and moderate-income persons'
access to affordable housing, livability, and economic opportunities (Grant Programs,
2023).
• The Homeless Families Demonstration Small Grant Research Program grant provides up
to $75,000 to nonprofits and for-profit organizations that will sponsor a researcher(s),
expert, or analyst to obtain data on homeless families in the United States.
The next phase consists of securing an affordable location and begins in June 2024. A former
daycare facility in Fulton County, Ga, satisfies the basic requirements needed to successfully
provide the services offered by the wellness center in a comfortable space. The final two phases
begin with hiring in August of 2024 and end with the grand opening of the wellness center in
October 2024. Initial staffing includes an administrator and two Social Workers, with an
anticipated hiring of two additional clinical staff members by the end of year one. All staff will
receive cultural competence and ethics-based training during August and October, and clinical
staff will also receive Transition to Independence Process (TIP) model training during that time.

6
Content from this section was taken from assignments completed in SOWK 713, SOWK 707, and SOWK 725A and
790B.
29

EPIS Framework
Implementing a framework utilizing the Transition to Independence (TIP) model to
facilitate change in a holistic shelter environment presents barriers and facilitators. The outer and
inner context barriers include cross-sector collaboration and organizational characteristics. While
cross-sector collaborations present as an outer context barrier, it is also an outer context
facilitator during the implementation phase and training as a facilitator in the inner context. To
mitigate these barriers and utilize the facilitators to successfully implement the TIP model, an
implementation strategy that brings together service providers with similar goals and develops a
culture that promotes growth through a positive and cohesive work environment is critical. It is
also vital to the organization's success to implement a strategy that provides frequent staff
training on effective TIP model implementation and training that ensures equity, diversity, and
inclusion throughout the treatment process. Mind, Body, & Soul’s implementation strategy
includes formulating diversity, equity, and inclusion (EDI) policies and developing a strategic
blueprint for TIP model implementation. It also includes developing stakeholder relationships,
training and educating stakeholders and staff, supporting all staff within the organization, and
engaging beneficiaries/users via mass media outlets, community outreach, and stakeholder
referrals.
To mitigate the barrier of cross-sector collaboration, the organization must work with
collaborators with similar goals, provide education on the TIP model, hold quarterly stakeholder
meetings with collaborators, and effectively communicate the organization's goals and
objectives. This implementation strategy will begin during the exploration phase and continue
through the sustainment phase. One way to implement this strategy is by deferring from static
role functions and adopting a more flexible approach. A researcher (Kacamakovic, 2020) reports
30

that organizations can alleviate barriers by straying away from a delegatory and controlling
vertical hierarchy. Instead, adopting a more coordinative horizontal approach that focuses on
maintaining the vision of all parties and providing guidance may present a better option.
Mitigating the characteristic organizational barrier requires the organization’s leaders and
shelter management to implement policies and procedures that promote a unified, diverse, and
knowledgeable culture. The first step to mitigating this barrier is recognizing and acknowledging
impediments at the organizational and individual levels and developing a culturally competent
strategy and staff environment (Myers, Garcia, & Yang, 2020). The strategy involves conducting
staff observation, weekly individual staff supervision, disseminating anonymous bi-annual
qualitative surveys and questionnaires, and utilizing collected data to guide training, maintain
fidelity, and promote a more unified approach to care.
Budget
Mind, Body, & Soul’s financial summary includes a plan with a projected 1.6-million-
dollar budget covering the startup year, which breaks down into a six-month reconstruction
period, a six-month pilot phase, and the first full year of operations. A substantial amount of the
startup budget covers personnel costs, acquiring a building, and purchasing furniture. The
expenses for the first year of operations are similar to the startup expenses, with building
expenses replacing building acquisition. The organization has budgeted funds for external
consultants to assist with restructuring the organization during the first six months of the startup
and continued monitoring during the first year of operations. Appendix E provides a detailed
description of the budgets to include a financial narrative.
31

MBS needs a substantial startup budget to produce and sustain an effective program
based on required expenses. The recommended startup revenue of $801,600 includes funding
through grants and fundraising events for the first six months and Medicaid/Medicare
reimbursement of $41,600 beginning during the six-month pilot phase. Most of the income for
the first year of operations comes from grants totaling $1,360,200 from the above sources.
Medicaid/Medicare, reimbursement and fundraising events account for the remaining revenue of
$144,800.
Methods for Assessment
The plan to measure operational efficiency involves dividing the revenue (output) by the
resources needed to run the shelter (input) effectively. A Harvard Business Review journalist,
Michael Mankins, reports that efficiency is doing the same thing with less (Mankins, 2017).
Considering this definition, the organization can measure how the recommendation to obtain
new funding sources such as grants and utilizing licensed clinicians and graduate students to
fulfill critical roles impacts overall operational efficiency.
Mind, Body, & Soul should measure program effectiveness based on the attainment of
identified housing, treatment, and vocational goals per user reports. To adequately measure the
results and program effectiveness, the organization should plan to assess the user's mental health,
financial literacy, and occupational skill set during the shelter intake process and reassess these
areas at the 12-month program completion period and every six months after for 24 months.
Plans for Stakeholder Involvement
The plans for stakeholder involvement consist of frequent communication through
outreach, referrals, and meetings. Mind, Body, & Soul will use a management process to
32

accomplish the goals and objectives of the organization. Each team member will have access to
the overall vision statement and informed knowledge of their role in bringing that vision to
fruition. Each team member's functions, including stakeholders and consumers, are discussed in
quarterly team meetings. At that time, staff and stakeholders will discuss what’s working,
develop plans to improve areas that are not, and explore ways to improve the framework's
effectiveness.
Communication Strategies
As the Methodology section mentions, Mind, Body, & Soul will market through various
channels, including the internet, print, social media, and word of mouth. Print marketing will
consist of flyers and posters being passed out and placed in destinations known to attract a high
target audience. Word of mouth will round out the marketing model and has the potential of
providing the most marketing push as it will allow the organization to deliver an authentic,
trusted marketing message. Appendix H contains a complete description of the communication
strategies.
Challenges
Accomplishing the objectives of the proposed solution, while attainable, may prove
difficult due to the resistance to treatment many minorities present with due to the lack of
confidence in service providers. However, locating the solution within the community will
increase the opportunity to build rapport with community members, therefore, alleviating or
decreasing the barriers the lack of trust many minorities have towards healthcare and service
providers pose
7
.

7
Content from this section derives from assignments completed in SOWK 725A and SOWK 721.
33

An assessment of the feasibility of this solution concludes that the plan is practical and
viable by providing mental health services, mitigating barriers to care, and collaborating with
community stakeholders to provide resources. Implementing mental health services and
providing basic needs resources to minorities living in impoverished communities addresses and
makes provisions for well-identified research-based needs, eliminating the risk of offering
unneeded services. Due to many Black and African Americans experiencing homelessness and
living in low-income communities and government-owned housing developments, locating this
solution in pre-existing community centers will alleviate identified barriers to care, such as the
inability to find and access services. To ensure the success of the proposed solution with
decreased costs, working with staff from the Housing and Urban Development (HUD) regional
office and local and state officials to gain access to the government and state-owned community
centers is essential. Collaborating with officials, community leaders, and stakeholders, such as
service providers with like-minded goals, assists with the solution's feasibility by providing
community resources that decrease service duplication and the financial overhead.
The organization will have a circular structure that promotes effective communication.
This structure will place the organization's leaders at the center of the hierarchy, allowing their
vision to flow freely. The second ring of this structure includes managers, stakeholders, and
community leaders. Finally, the outer ring contains specialists, volunteers, and beneficiaries.
Implementing this structural hierarchy keeps the entire organization and partners connected and
on the same page about its mission and goals.
Ethical Considerations
The Social Work Code of Ethics states, "The primary mission of the social work
profession is to enhance human well-being and help meet the basic human needs of all people,
34

with particular attention to the needs and empowerment of people who are vulnerable, oppressed,
and living in poverty.” (National Association of Social Worker Delegate Assembly, 2017) The
ethical principles notated in the Social Work Code of Ethics consist of service, social justice,
dignity and worth of the person, importance of human relationships, integrity, and competence.
MBS must adhere to these ethical principles to build an organization with a reputation of being
trustworthy and respectful of the community, making it easier to receive trust and respect in
return and utilize that reputation to scale the organization to other communities. If individuals
working on solutions begin showing prejudices, are not culturally sensitive, accept inappropriate
fees for service, or are not competent in their roles, this could lead to ethical issues and cause the
program to self-destruct. It is critical for MBS to hire individuals with upstanding morals and
values, have leaders engage with their teams often to know the people working with them, and
engage the beneficiaries/users regularly to limit ethical violations
8
(Witherspoon, Capstone: Area
Expertise / Problem and Solution Landscape Analysis (Part 1), 2022).
This program addresses diversity, equity, and inclusion (DEI) by providing resources to
minorities in impoverished communities who historically and disproportionately receive mental
health services, employment opportunities, stable housing, and access to education and basic
needs resources. The blueprint for ensuring diversity, equity, and inclusion within the
organization includes developing policies and procedures that mitigate DEI risks, defining the
consequences of violations, hiring staff with diverse backgrounds, and conducting mandated
(DEI) training. The organization will also collect data from beneficiaries/users and staff through
anonymous surveys and questionnaires to ensure policy and training effectiveness. The
implementation strategy will benefit persons of all races, ethnicities, social-economic statuses,

8
Some content from this section derives from SOWK 790B assignment three and SOWK 725A.
35

and gender identities to sustain the organization long-term. By addressing DEI, MBS will assist
with building more resilient communities and create opportunities for community members to
obtain and maintain improved mental well-being and financial stability (Witherspoon, Revised
Capstone Project and Action Plan, 2022).
Conclusion and Implications
Mind Body & Soul Transitional Housing and Wellness Center is a unique facility that
provides Black families with a supportive and empowering environment during their journey
towards independent living. With a focus on holistic wellness, MBS offers various services,
including safe and comfortable housing accommodations, nutritious meals, mental health
counseling provided by licensed clinicians, vocational training, and life skills development. The
center's dedicated staff works closely with each family to create personalized care plans tailored
to their unique needs and goals. MBS helps families rebuild their lives and achieve long-term
success by providing a safe and motivational space
9
.
This proposed solution takes a different path to solving the homeless crisis in America
through a combined proactive and reactive approach. The solution centers around improving the
mental health of minorities while providing essential resources needed to overcome
homelessness and decreasing the likelihood of experiencing or re-experiencing homelessness.
Mind, Body, & Soul is a sustainable innovation that takes lessons from successful community
outreach programs and racial trauma-focused therapeutic approaches nationwide. It combines
and utilizes what works based on research and brings it to minority communities in Atlanta, Ga.
Atlanta has no transitional housing and wellness center specifically focused on providing mental

9
Some content from this section derives from SOWK 725A and the High-Fidelity Prototype.
36

health, skills building, and basic needs resources in one location. Limited accessibility, mental
health stigmas, and socioeconomic disparities result in many Black and African Americans not
seeking services to improve their positions. Providing these services in one centralized and
familiar location eliminates access to care barriers, allowing space for community members to
thrive.
Action Plan
The plan to implement MBS occurs in phases. It begins with taking research and data
collected from the pilot program and using it to apply for the identified grants in the
implementation section. Phase two of the project entails taking the pilot data, making changes to
the solution, hiring more staff, and launching the final business plan. The project's final phase
involves utilizing collected data to scale the program to communities in and around the Atlanta
Metropolitan area. Scaling this solution to adapt to increased market demands and utilization
nationwide is vital to its overall success. The organization must begin with a solid business plan
and strategic hiring practices to ensure scalability. Building a team of qualified individuals with
diverse skill sets is essential. Next, developing a strong network of stakeholders in the
government, state, and local sectors and leveraging their resources will benefit the organization
as it grows. Finally, collecting data from the pilot program to prove the solution's effectiveness
and ability to meet the demands of the population without proportionally increasing costs makes
the solution more enticing to potential adopters across the country. The Gantt Chart located in
Appendix F provides projected dates for each phase.
In conclusion, The United States government spends billions of dollars each year on
programs designed to aid and assist homeless citizens, and yet the end of homelessness is
nowhere in sight; why is that? Homelessness is complex due to its existence in multiple systems,
37

causation stemming from various risk factors, prejudices, and a long history of systemic
oppression that is very prominent in the Black community. The complexity of homelessness does
not end with risk factors, but research shows that experiencing homelessness also has complex
outcomes for individuals experiencing or on the verge of experiencing homelessness.
Consequences of homelessness, such as mental, physical, and emotional decline, can impact the
lives of individuals and their offspring for generations to come causing intergenerational trauma
and generational homelessness. The MBS Wellness Center aims to eliminate adverse outcomes
by placing housing, mental health, and vocational resources directly in the community and
providing services in a culturally competent environment. Mitigating barriers to homelessness
allows the beneficiaries to obtain the basic needs and mental health resources needed to thrive
and reduce their risk of entering or re-entering the cycle of homelessness. Implementing wellness
centers nationwide will assist with improving the future of Black families in America by
providing the necessary tools to overcome adversities associated with homelessness in a holistic,
strength-based, therapeutic environment.

38

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National Law Center on Homelessness & Poverty. (2018, October). Homelessness in America:
Overview of Data and Causes. Retrieved from National Law Center on Homelessness &
Poverty: https://nlchp.org/wp-content/uploads/2018/10/Homeless_Stats_Fact_Sheet.pdf
People Ready. (2022, July 10). Minimum Wage Set to Increase in Many U.S. States for 2022.
Retrieved from People Ready: https://www.peopleready.com/minimum-wage-set-to-
increase-in-many-us-states-for-
2022/#:~:text=Federal%20minimum%20wage%20hikes%20continue%20to%20be%20u
nder%20discussion&text=Also%2C%20the%20U.S.%20Department%20of,Starting%20
Jan.
Perez, L. (2021, October 18). Why Equity and Inclusion Matter for Community Economic
Development. Retrieved from Administration for Children and Families:
https://www.acf.hhs.gov/blog/2021/10/why-equity-and-inclusion-matter-community-
economic-development
Silow-Carroll, S., Rodin, D., & Pham, A. (2018). Interagency, Cross-Sector Collaboration to
Improve Care for Vulnerable Children: Lessons from Six State Initiatives. Palo Alto:
Health Management Associates .
Spellman, B., Khadduri, J., Sokol, B., Leopold, J., & Inc., A. A. (2010). Costs Associated With
First-Time Homelessness for Families and Individuals. District of Columbia: U.S.
Department of Housing and Urban Development Office of Policy Development and
Research.
Statista Research Department. (2021, March 24). Estimated number of severely mentally ill
homeless people in the United States in 2020, by sheltered status. Retrieved from Statista:
43

https://www.statista.com/statistics/962300/number-mentally-ill-homeless-people-us-
sheltered-status/#statisticContainer
Substance Abuse and Mental Health Services Administration. (2019). Georgia 2019 Mental
Health Outcome Measures(NOMS):SAMHSA Uniform Reporting System. Retrieved from
Substance Abuse and Mental Health Services Administration:
https://www.samhsa.gov/data/sites/default/files/reports/rpt27940/Georgia%202019%0UR
S%20Output%tables/Georgia%202019%20URS%20Output%20Tables.pdf
Tait, R. (2018, November 29). Treating Homelessness as a Sytemic Problem. NPC.
The California Evidence-Based Clearinghouse for Child Welfare. (2021, April ). Transition to
Independence (TIP) Model . Retrieved from The California Evidence-Based
Clearinghouse for Child Welfare: https://www.cebc4cw.org/program/transition-to-
independence-tip-model-2/detailed
The NIH Almanac. (2021, October 12). National Institute of Mental Health (NIMH). Retrieved
from The NIH Almanac: https://www.nih.gov/about-nih/what-we-do/nih-
almanac/national-institute-mental-health-
nimh#:~:text=1946%E2%80%94P.L.%2079%2D487%2C,and%20treatment%20of%20p
sychiatric%20disorders.
The U.S. Department of Housing and Urban Development. (2022, December 19). The 2022
Annual Homelessness Assessment Report (AHAR) to Congress. Retrieved from The U.S.
Department of Housing and Urban Development:
https://www.huduser.gov/portal/sites/default/files/pdf/2022-AHAR-Part-1.pdf
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The United States Department of Justice . (2020). 2020 Hate Crime Statistics for Georgia.
Retrieved from The United States Department of Justice :
https://www.justice.gov/hatecrimes/state-specific-information/georgia
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www.upwork.com
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USGrants.org: https://www.usgrants.corg
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Constantine, Sourcebook of Family Theories and Methods (pp. 325-355). Boston:
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Witherspoon, C. (2022, July 27). Capstone: Area Expertise / Problem and Solution Landscape
Analysis (Part 1). Capstone: Area Expertise / Problem and Solution Landscape Analysis
(Part 1). Lawerenceville, Georgia, United States of America.
Witherspoon, C. (2022). Revised Capstone Project and Action Plan. Lawrenceville, Georgia,
United States of America.

45

Appendix A: Logic Model

Mind, Body, & Soul
Wellness and
Resource Center
Resources/Inputs
Physical
Financial
Organizational
Technological
Partners
Volunteers
Interventions
1. Transitional
Housing and other
basic needs/resource
provision
2. Community
based/in office mental
health services
3. Vocational and
skills training
4. Promote
community
engagement
Outputs
1. Provide housing and
other basic needs to
minority families through
extended stay hotel
placement.
2. Provide individual,
family, and group therapy
to minority families
utilizing the Transition to
Independence Process
(TIP) model.
3. Connect minority adults
to community resources
and vocational/skills
building trainings.
4. Facilitate opportunities
for minority families to
engage in commuity events
and activities.
Outcomes
1. Eliminated risk of
homelessness through basic
needs provision of 100 percent
of participants.
2. Improved mental health
status of at least 60 percent of
participants.
3. Acquired education and
improved skills needed to
increase employment
opportunities and sustain
independence of at least 50
percent of participants.
4. Promote community
integration and empowerment
for 100 percent of participants
by fostering a sense of
belonging and connection to
the community.
46

Appendix B: Theory of Change
Housing Resources Mental Health Vocational
Skills
Community
Engagement
Goal(s): Reduce
homelessness in
the Black
community by
providing
transitional
housing.
Fulfill the
community's
basic needs, such
as food, clothing,
and financial
assistance,
through resource
provision or
community
referrals.
Improve the
mental health of
Black families
by providing
community-
based mental
health services.
Ensure
workforce
preparedness
through skills-
building and
academic
tutoring classes.
Increase
community
acceptance
and
cohesiveness
between
beneficiaries
and
community
members,
and leaders.
Objectives: *Provide
transitional
housing for 12
months for
beneficiaries.
*Assist
beneficiaries
with finding
permanent
housing after
completing the
program.

*Provide
culturally
specific
supportive
resources and
resource
information.
*Improve access
to services while
eliminating
barriers that
inhibit service
provision.
*Distribute
donated and
purchased food,
clothing, and
hygienic supplies
through the
center’s resource
pantry.
*Help with
enrolling into
programs that
may decrease
financial stress
around basic
needs, such as
Supplemental
Nutrition
Assistance
Program
(SNAP),
Temporary
Assistance for
Needy Families
(TANF),
Medicaid, and
Medicare.
*Provide
affordable
mental health
care (i.e.,
individual,
family, and
group) for
community
members of all
ages.
*Improve
community
moral, social,
and emotional
wellness skills
through peer-
led groups,
activities, and
classes.
*Identify the
need for
psychotropic
medications and
provide
community
referrals.

*Provide services
that assist with
employment
barriers,
including
resume-building
workshops,
interview
readiness classes,
vocational/career
guidance, and job
placement
assistance.
*Improve
budgeting skills
through financial
literacy classes.
*Aid with
continuing and/or
furthering
education in the
form of General
Education
Development
(GED),
Scholastic
Aptitude Test
(SAT), American
College Test
(ACT), and
primary and
secondary
education
tutoring.

*Host
community
events. (i.e.,
block parties,
movie night,
etc.)
*Connect
with local
churches to
arrange
transportation
to services.
47

*Assist
community
members with
delinquent utility
and rent
payments once a
year.
*Help find
emergency
housing for
individuals in the
community
facing eviction.

Outcomes: *Fewer Black
families
experiencing
and entering the
cycle of
homelessness.
*Improved
ability to obtain
and sustain
permanent
housing after
completing the
program.
*Fulfill
deficiency needs
through easily
accessible
resources.
*Decrease stress
levels associated
with lacking
required
resources.
*A decreased
level in
intensity,
frequency, and
duration of
mental health
symptoms by
users.
*An improved
ability to
manage
symptoms in
the future.
*Improved
chances of
obtaining gainful
employment and
furthering their
education to
widen the scope
of employment
opportunities.
*Decreased
social
isolation
experienced
by families
participating
in the
program.

48

Appendix C: Design Criteria
CRITERIA WIDER OPPORTUNITY SPACE
MUST • Satisfy physiological and
safety needs.
• Integrate social and emotional
well-being into care.
• Promote independence and
self-sufficiency.
• Include a strength-based
approach.
• Address accessibility issues
and concerns.
• Promote equity, diversity, and
inclusion.
• Must ensure that COVID-19
safety guidelines are practical
and enforced.

• Disseminate COVID-19 and
physical safety guidelines and
procedures frequently and in
various forms.
• Hire more counselors and licensed
mental health professionals to
decrease the student-to-counselor
ratio.
• Utilize university externship
programs (education and social
work) to assist beneficiaries with
skills building, job training, and
case management.
• Collaborate with public and private
transportation services to help
beneficiaries get to services not
within walking distance.
• Hire equity officers that ensure the
fair treatment of beneficiaries and
staff.

COULD • Include physical fitness.
• Could add frequent and
consistent social and
emotional well-being check-
ins to individuals in contact
with through the outreach
program.

• Incorporate a variety of holistic
therapeutic modalities.
• Assist individuals not enrolled in a
program but still in need of
services.

49

SHOULD

• Should provide social,
emotional, and mental health
support to beneficiaries and
staff.
• Include onsite mental health
services.
• Have an outreach program.

• Provide individual therapy services
to beneficiaries and therapeutic
allowances to staff that cover bi-
weekly therapy sessions at their
place of choice.
• Should employ holistic and clinical
psychiatrists, licensed social
workers, and other behavioral
health specialists.
• Provide food, clothing, and
resource information to the
community, even if they do not
participate in the program.
WON’T • Will not force users to
participate in any treatment-
based services.

• Utilize treatment first approach.
• It will not address or improve every
mental health need of the
population in the country.
• It will not improve family dynamics
deemed unhealthy or traumatic. (ex.
Attachment issues)

50

Appendix D: EPIS Framework

Exploration
Outer Context Inner Context
Two to Three Barriers • Policy
• Funding
• Perceived need for change
• Climate leadership
Two to Three Facilitators • Government and
state policy
• Client advocacy
• Climate leadership
• Knowledge/skills
Preparation
Two to Three Barriers • Funding
• Local enactment of
federal legislation
• Championship adoption
• Knowledge/skills/expertise
of staff
Two to Three Facilitators • National advocacy
associations
• Formal and informal
information
transmission
• Role specialization
• Leadership
Implementation
Two to Three Barriers • Funding
• Cross-discipline
translation
• Structure
• Individual adopter
characteristics (i.e.,
attitude toward EBP)
51

Two to Three Facilitators • Cross-sector
collaborations
• Intervention
developers
• Staff’s readiness for
change
• EBP structural fit
Sustainment
Two to Three Barriers • Funding
• Policies
• Leadership support of EBP
• Lack of an embedded EBP
culture
Two to Three Facilitators • Public academic
collaborations
• Local service
systems
• Leadership
• Social network support

Exploration Phase Outer Context
• Barrier: Current Policies such as urban camping criminalize homelessness, leading to the
incarceration of eligible individuals to participate in the program instead of receiving the
care they need. These policies perpetuate the homeless cycle, increase recidivism rates,
and exacerbate mental illnesses.
• Facilitator: There is a significant push by state and government officials to eliminate
homelessness. Many political leaders build campaigns around helping vulnerable
populations such as these.
Exploration Phase Inner Context
52

• Barrier: The willingness of trained clinicians to implement unfamiliar evidence-based
practices (EBP) such as the TIP model utilized by MBS and adopt the program. Once
adopted, another barrier presented is their willingness to implement the model as
prescribed without adding or taking away from it.
• Facilitator: The National Network on Youth Transition for Behavioral Health (NNYT)
train and certify sites implementing the model and can assist with ensuring all staff
members are adequately trained and comfortable with implementing the model.
Preparation Phase Outer Context
• Barrier: Due to the lack of research around transitional housing and wellness centers and
varying funding eligibility criteria for individual programs, obtaining funding is a barrier
during the preparation phase. Most individuals experiencing homelessness and mental
health concerns are housed in state or federally-funded supported housing programs that
outsource mental health care to local mental health facilities.
• Facilitator: National advocacy associations for mental health and homelessness are
facilitators during the preparation phase. Social groups have organized and begun
advocating for social and political rights to achieve a better quality of life for vulnerable
populations in America (Eisenmann & Origanti, 2019). Utilizing these advocators'
knowledge and understanding of Black families experiencing homelessness and mental
health concerns provides insight into how to better approach the population and address
presenting issues.
Preparation Phase Inner Context
• Barrier: A barrier during the preparation phase is championship adoption by the
organization, which coincides with the exploration barrier. To achieve program success,
53

the entire organization must adopt the model before moving to the implementation phase.
However, when working with seasoned clinicians, this can prove challenging.
• Facilitator: Adopting a new EBP can prove challenging for individuals who have spent
their careers implementing other EBPs and find them effective. To remedy this concern,
the organization can use role specialization to facilitate the adoption of the TIP Model
used by MBS. During the preparation phase, allowing staff to learn how to implement the
model for their specific role successfully decreases the complex processes involved in
memorizing the entire model and understanding the specifics of everyone’s role.
Implementation Phase Outer Context
• Barrier: Cross-section collaboration is an issue that may arise during the implementation
phase. Although community service providers may have a common goal of serving the
same population, discrepancies in reaching those goals may occur. Past research shows
that staff and management experiencing cross-sector problems of collaboration point to
ineffective coordination of services between systems and a lack of mutual understanding
of how systems other than the staff’s systems work (Mikkelsen, Petersen, Lyager Kaae,
& Petersen, 2013). Cross-section collaboration can confuse and frustrate beneficiaries
which may hinder treatment, especially when dealing with people already struggling with
mental health concerns.
• Facilitator: Facilitators during the implementation phase include the cross-sector
collaboration of state and community-based agencies aimed to decrease homelessness
and the frequent readmittance of users of mental health facilities due to the lack of basic
needs such as food and housing, which exacerbates mental illnesses. Agency
collaboration can lead to proactive versus reactive care by identifying people in need
54

during the early stages, decreasing organizational funding costs and service duplication,
promoting community cohesiveness, and improving the quality of care the users or
beneficiaries receive. Agencies can accomplish this by sharing committees or program
staff and working together on a staff level to develop a shared enrollment process, data
collection process, or individualized care plans (Silow-Carroll, Rodin, & Pham, 2018).
Implementation Phase Inner Context
• Barrier: Organizational characteristics may also present as a barrier to implementation.
During the implementation phase, the program must provide structure with attainable
goals that coincide with the MBS policies and procedures and TIP model guidelines. The
TIP model has seven guidelines to guide clinicians through the implementation of the
model. These guidelines involve taking a client-centered and client-driven approach,
ensuring the accessibility of resources, and including the client’s support system (The
California Evidence-Based Clearinghouse for Child Welfare, 2021).
• Facilitator: The National Network on Youth Transition for Behavioral Health (NNYT)
trains and certifies sites that implement the model and are facilitators during the
implementation phase. The shelter can utilize the NNYT as a tool to ensure the
understanding and proper implementation of the model. Providing training to the shelter
staff promotes and assists with the staff’s readiness for change, which improves the level
of care provided to the users and beneficiaries. Providing ongoing cultural competence
training presents as a facilitator during this phase.
Sustainment Phase Outer Context
• Barrier: Funding is also an issue during the sustainment phase. The U.S. Department of
Housing and Urban Development estimates homelessness costs taxpayers around 40
55

thousand dollars a year per person (Henry, de Sousa, Roddey, Gayen, & Bednar, 2021).
Without the funding required for service provision, research, exploring program
effectiveness, policy, and further program development, sustaining support for the
organization becomes difficult. The lack of funding will lead to stagnation or slow
growth of programs and policies to assist the community better.
• Facilitator: Public academic collaborations are facilitators of the sustainment process for
wellness centers. Building ongoing positive relationships with the academic community
can assist with decreasing organizational costs, strengthening programs and the users'
probability of success, and advocating for recognition and implementation of the model
as a standard federal model for transitioning youth. Currently, MBS requires most staff to
have a certain level of academic attainment, which increases the site's budget. Building
relationships with the academic community may decrease staffing costs by providing
Bachelor's and Master's students with internship and externship placement. Having
varying perspectives of the problem and solution landscape from academic collaborators
can also strengthen the programs and improve the overall model.
Sustainment Phase Inner Context
• Barriers: Funding is another inner context barrier. To ensure the sustainment of the
organization long-term and continue providing resources to the population, the
organization must seek out funding options outside of grants.
• Facilitators: Fidelity monitoring and continued training to ensure EDI and
implementation of the therapeutic model as intended assist with the sustainment of the
wellness center. MBS can take advantage of the provided TIP Model consultants' training
and tools to assist with sustainment, such as providing mentorship to supervisors,
56

certifying site-based trainers, and conducting fidelity quality improvement assessments
(The California Evidence-Based Clearinghouse for Child Welfare, 2021). These tools can
assist management with understanding what changes they need to make to help the
population better and provide an idea of how to implement those changes to ensure
provider and user success.

57

Appendix E: Budget

Startup
October 1, 2024-
September 30, 2025
Year One Operations
October 1, 2025
September 30, 2026
Revenue $1,575,000.00 $2,075,000.00
Expenses
Building $900,000.00 $500,760.00
Personnel $409,965.81 $636,563.31
Other Expenses $254,699.73 $135,094.44
Total Expenses $1,492,665.54 $1,272, 417.75
Surplus/Deficit ($10,334.46) ($802,582.25)

Detailed Revenue Plan:
Before launching the pilot phase, the organization must secure at least $1,575,000 in
government grants and contributions. The following breakdown demonstrates a possible revenue
attainment plan. The organization should apply for the grants listed in the implementation plan of
the paper. The organization qualifies for the grants listed by providing shelter and mental health
services to individuals experiencing homelessness. After the first two years of operation, revenue
obtainment plans should continue to include government grants geared towards resolving
homelessness and providing mental healthcare to impoverished communities. The organization
should always stay aware of grant opportunities that complement its mission criteria and act on
them immediately.
58

Fundraiser events are another source of revenue for the organization. During the startup
year, the organization should focus on a single cost-effective event that will allow them to raise
at least $10,000 towards revenue and become more aggressive as the years progress with a ten-
year goal of $90,000.
Lastly, Medicaid/Medicare reimbursement accounts for a growing portion of the
organization’s revenue. During the startup period, payment for therapy services totals $41,600
and increases to $124,800 at the end of year one of the operations. With therapy fees averaging
$80 per session and the shelter increasing by ten new beneficiaries per year until it reaches an
undetermined cap, the organization's revenue potential from insurance reimbursement is
substantial in future years.
Detailed Expenses
Personnel/Staffing Costs:
Personnel costs for the startup phase for the organization break down into two phases and
total $409,965.81, which includes salary, benefits, and initial training. The first four months of
the personnel costs consist of paying an office administrator the average salary for that position
in Georgia of $42,142.00. The office administrator position is necessary at the beginning of the
first six months of operation because they organize and maintain critical documents to
effectively manage the initial startup and launch the pilot phase.
Four months after the initial startup, the personnel budget will increase by $226, 597.50
with salaries and benefits for two licensed clinical social workers, five licensed master social
workers, and graduate student incentive costs. The average wage for licensed clinical and master
social workers in Georgia is $71,000 and $59,239. The initial job duties of two LCSWs include
59

assisting with developing the therapeutic model for the program and assisting with the hiring
process for the five LMSWs. Before launching the pilot phase, hiring clinical staff is essential to
fulfilling the therapeutic roles needed for the organization to operate as a therapeutic shelter.
Other (Non-personnel) Operational Costs:
Operational costs during the startup phase include hiring external consultants, acquiring a
building, furnishing, upkeep, purchasing technological equipment, initial clinician training, and
travel expenses. These activities require a total budget of $254,669.73 and are essential to the
success of the organization’s mission. A breakdown of these expenses is listed below. Other fees
include food for ten families, with an average monthly cost of 600 dollars per family.
External consultants:
Hiring external business, public relations, and financial consultants to create and review policies
and procedures is an essential operational expense. Consultants are needed to advise and solidify
the before-mentioned recommendations. Consultants are also necessary during the obtainment of
funds process. To secure the required funding while limiting costs, the organization should
consider hiring an external consultant specializing in grant writing. Information on Upwork.com
suggests the average fee for a grant writer in Atlanta, Georgia, ranges between $40 and $100 per
hour (UpWork, 2021). Based on information on Clutch.com, the combined average costs for
business, public relations, and financial consultants total $17,500 (Clutch, 2021).
Building Expenses:
One of the most significant expenses during the startup phase is acquiring a building to provide
services. Due to the COVID-19 pandemic, the current housing market in Fulton County, Ga, is a
sellers’ market leading to high prices for buildings large enough to accommodate MBS’s
60

program design. The most affordable building on the market, large enough to adapt and grow
with the program over the next 5-10 years, is a church selling for $900,000 (LoopNet, 2021). The
lot and building size, location, and proximity to public transportation support the cost of the
building. Furnishings for the building incur a cost of $40,000.00 for startup and an additional
$16,000.00 during the first year of operations.
Technology Costs:
Technology expenses come from purchasing twelve Dell Desktop computers at $999.99 per
system totaling $11,999.90 during the startup and pilot phase, with an additional $3999.96 added
to the budget during year one of operations for the purchase of two new computers and upgrades
to the remaining computers. Purchasing these computers allows the administrator and clinicians
to complete their duties effectively. Clinicians are given access to their computers due to the
nature of their work and to circumvent any HIPPA violations.
Utility &Telephone/Internet Costs:
Utility and phone expenses contribute to an additional cost of $14,709.74 during the startup and
pilot phase and increase to $23, 895.44 by the end of the first full year of operations. According
to the U.S. Department of Housing and Urban Development Office of Policy Development and
Research (Spellman, Khadduri, Sokol, Leopold, & Inc., 2010), the estimated costs of utilities
(water, lights, and gas) average $1391 per month. The shelter will sponsor 20 individuals for six
months at $1391 per month during the pilot phase. Telephone and internet are non-negotiable
expenses necessary to run the shelter effectively. The organization requires these utilities for
research purposes and to communicate with funders, stakeholders, service providers with similar
missions, and beneficiaries and users needing services.
61

Office Supplies & Cleaning Services:
Office supplies make up a small portion of the budget but are necessary for personnel to fulfill
their roles effectively. At startup, supplies total 6,000 and increase to 10,000 by the end of year
one of the operations. These funds cover the cost of printers, paper, writing utensils, white noise
machines, a paper shredder, and other supplies needed by the personnel.
Sanitation is an essential aspect of the shelter and requires professional services to ensure the
safety of both personnel and users. During startup, the cost of one experienced cleaner five days
a week is $20.00 per hour, totaling $9,600 annually. During year one of operations, the
organization should hire an additional worker at the same wage, which doubles the cost of
cleaning services to $19,200.00.

62

Appendix F: Mind, Body, & Soul Wellness Center/ Start Date: 08/2022 End Date: 10/2025
Tasks Task Description Completion
Percentage
Expected Completion
Phase 1: Crystal
Witherspoon
Project Development 95% July 2023
Research Gathering Research data on population, wicked
problems, and existing solutions.
Ongoing Ongoing
Develop Solution Brainstorm potential solutions based
on the population’s existing needs.
100% June 2023
Project Planning Develop a business model geared
towards a solution to include
projections, budget, policies,
guidelines, and pilot launch.
100% June 2023
Stakeholders Develop and foster stakeholder
relationships.
70% Ongoing
Funding Acquire funding through grants and
donations.
15% Ongoing
Staffing Hire administrative personnel. 0% August 2024
Phase 2: Executive
Staff
Project Testing 100%
Launch Pilot Program Utilize a community center located in
a public housing community to
provide services.
100% February 2023
Data Gathering Collect intake, program completion,
and follow-up data for company
records.
100% February- May 2023
Phase 3: Executive
Staff
Project Launching 0%
Expand Staffing Hire two trained professionals. 0% August 2024
Launch Program Purchase or rent a building to provide
services.
0% October 2024
Data Gathering Collect intake, program completion,
and follow-up data for company
records.
0% October 2024-2025
Phase 4: Executive
Staff
Project Scaling 0%
Expand Solution Use all acquired data to scale the
program across the state of Georgia.
October 2025

63

Appendix G: Prototype

64

Appendix H: Communication Strategies

Networking
• Attend functions and seminars related to homelessness and promote the organization with
business cards and merchandise decorated with the MBS logo or slogan.
• Get registration with the Chamber of Commerce or professional organizations such as
The Georgia Alliance to End Homelessness.
• Promote organization by participating in community events and engaging stakeholders.
• Take part in organizational fundraisers to raise awareness and gather donations.
Social Media Marketing
• Generate brand awareness and maintain a social media website like Facebook, Twitter, and
LinkedIn to showcase campaign ads.
• A YouTube channel will be created and optimized through search engine optimization
benefits, accelerating reaching targeted customers.
• The organization will use YouTube and video blogging to drive donations by posting
relevant and informative ad campaign videos on YouTube or video blogs.
Website
The organization will construct a well-optimized website with proper site structure, page
layout, straightforward navigation, and targeted keywords embedded throughout the site to ensure
appropriate search engine placement and saturation. The organization’s website is an important
marketing asset. Along with housing the print and video ads, the website is easily navigable, highly
informative, and will serve as a platform to generate new business.
65

Email Marketing
The Organization will build an effective email list through which our marketing efforts
will be directed through the website. The email listing will help generate leads from the
individual signing up and keep track of past donators.
Monthly Newsletter
Mind, Body, & Soul will create a monthly newsletter and email to clients and prospects
who have shared their email addresses. This newsletter will be simple and easy to assemble. It
will contain updates on campaign goals, donation information, motivational quotes, content from
recent blog posts, or any content clients find helpful and exciting.

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Asset Metadata

Creator Witherspoon, Crystal D. (author)

Core Title Transitional housing and wellness center: a holistic approach to decreasing homelessness and mental illness in the Black community

School Suzanne Dworak-Peck School of Social Work

Degree Doctor of Social Work

Degree Program Social Work

Degree Conferral Date 2023-08

Publication Date 07/31/2023

Defense Date 07/24/2023

Publisher University of Southern California. Libraries (digital)

Tag affordable housing,Homelessness,intergenerational trauma,mental health,OAI-PMH Harvest

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Manderscheid, Ronald (committee chair), Rice, Eric (committee member), Wiewel, Brenda (committee member)

Creator Email crystal.witherspoon@hotmail.com,cw33653@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC113291699

Unique identifier UC113291699

Identifier etd-Witherspoo-12168.pdf (filename)

Legacy Identifier etd-Witherspoo-12168

Document Type Capstone project

Rights Witherspoon, Crystal D.

Internet Media Type application/pdf

Type texts

Source 20230731-usctheses-batch-1076 (batch), University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the author, as the original true and official version of the work, but does not grant the reader permission to use the work if the desired use is covered by copyright. It is the author, as rights holder, who must provide use permission if such use is covered by copyright.

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus, Los Angeles, California 90089, USA

Repository Email cisadmin@lib.usc.edu