University of Southern California Dissertations and Theses

Addison’s Neighbor: permanent supportive housing for parenting youth transitioning out of foster care

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Addison’s Neighbor: permanent supportive housing for parenting youth transitioning out of foster care

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Content Running Head: CAPSTONE PROPOSAL

Addison’s Neighbor: Permanent Supportive Housing for Parenting Youth Transitioning out of
Foster Care
Capstone Proposal
Ashley L. Cochran, LICSW, PIP
University of Southern California

Capstone Proposal 2

Table of Contents
Area 1: Executive Summary Page 3
Area 2: Conceptual Framework Page 5
Area 3: Problems of Practice and Solution(s)/Innovation(s) Page 14
Area 4: Project Structure, Methodology, and Action Components Page 23
Area 5: Conclusions, Actions, and Implications Page 41
Appendix A: Logic Model Page 45
Appendix B: TAY Triage Tool Page 46
Appendix C: First Year Budget Page 47
References Page 49

Capstone Proposal 3

AREA 1: EXECUTIVE SUMMARY
Addison’s Neighbor is the Capstone Project that will be presented in this proposal.
Addison’s Neighbor, a program of Christian Services for Children in Alabama (CSCA), will
provide permanent supportive housing for transitional aged youth (aged 21-25) who have aged
out of foster care and are parenting minor children. Housing is one of the most important aspects
(and the most tangible item) that is directly linked to the grand challenge of ending
homelessness; however, this innovation will also have indirect linkage to other American
Association of Social Work and Social Welfare Grand Challenges. The grand challenge that is
indirectly linked to this social innovation and will also be affected is the challenge of ensuring
healthy development for all youth.
Housing First is a housing model that asserts that housing is the hub to services that
homeless individuals and families need to sustain other supports that are needed for stability.
Programs and organizations that utilize the Housing First model provide low to no barrier
housing with case management and additional supports which are optional and secondary to the
housing. Housing First has been successful in the fight against homelessness with chronically
homeless adults and families. There has been a push to use this model for transitional aged
youth; however, there have been no programs or organizations that have employed the Housing
First model to provide permanent supportive housing to youth who are aging out of foster care
and are parenting. Using the philosophy of housing being the center of stability from the Housing
First model, Addison’s Neighbor will be the first program in the United States to provide
permanent supportive housing to youth who are aging out of foster care and are parenting minor
children.
Providing permanent supportive housing for youth, especially youth who are parenting
younger children will aid in ensuring that both generations are able to develop in a healthy way:
physically, socially, mentally, and spiritually. This innovation will specifically address the grand
challenge of ending homelessness by not only providing permanent supportive housing, but by
ensuring that the support provided is not only what is deemed important services by
professionals, but also focuses on those things that are important to the recipients of the program.
This program will employ staff trained in engaging with adverse childhood experiences (ACES)
because almost all foster youth have been exposed to trauma at some level at an early age. Staff
will also be trained to utilize several evidenced based curriculums to assist with teaching youth
money management and other basic living skills. Former foster youth who are parenting younger
children will be taught parenting skills from an evidenced based curriculum, in addition to the
other skills that they will learn while in the program. Youth in this program will not only receive
support directly from the organization, but they will also be referred to other agencies, as needed,
for drug and alcohol treatment, tobacco cessation, mental and physical health needs, appropriate
assistance with employment, and to meet other personal goals. By providing true client-centered,
wrap-around services with permanent housing, this program is specifically addressing the
challenges of ending homelessness and ensuring healthy development for all youth.
Addison’s Neighbor is a program that has been designed with such flexibility that it can
be scaled for small organizations such as CSCA (where the program will be piloted), or larger
organizations in any state. After its pilot in Montgomery, Alabama, Addison’s Neighbor will
expand to other areas of the state and then to other areas of the country with the goal of having
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an Addison’s Neighbor program in every state. With parenting youth exiting foster care having
access to permanent housing with critical supports for them and their growing children,
Addison’s Neighbor is ending homelessness and ensuring healthy development for children- not
only in Alabama, but all over the country.
Keywords: youth homelessness, transitional aged youth, homelessness, foster youth, foster care,
homeless minors, ending homelessness, healthy youth, grand challenges, permanent supportive
housing

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AREA 2: CONCEPTUAL FRAMEWORK
Statement of Problem. In 2017, homelessness affected over 550,000 people in the
United States on a single night (United States Department of Housing and Urban Development,
2017). This figure represents homeless individuals who were able to be counted, not those who
were maybe hiding where no one can find them or those who are living from home to
home/couch to couch. Homelessness is a growing problem that as a nation we have attempted to
make better, but as we move forward and continue to produce research and create models to
assist this population it is becoming apparent that in order to eradicate homelessness, there is a
need for an innovative solution.
The homeless population has many sub-populations that are in need of interventions
specifically tailored to their needs. We will work with the population of transitional aged youth
(18-25) who have aged out of the foster care system and are currently parenting a minor child. Of
all homeless youth counted during the U.S. Department of Housing and Urban Development’s
Point-In- Time count, half of the youth have been in foster care. Homelessness is a large puzzle
and this particular population is a piece of the puzzle that is currently in need of preventative
interventions to not only end youth homelessness, but also provide services that ensure the minor
children that they are parenting develop in a healthy way as well.
For these reasons, the author of this proposal has chosen to dedicate her capstone project
to the American Academy of Social Work and Social Welfare’s Grand Challenges of Ending
Homelessness and Ensuring Healthy Development for All Youth.

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Literature and Practice Review of Problem and Innovation. Because of the
complexity of homelessness, the definition of homeless can change at any time depending on a
particular agency or funding that is being accessed. Cameron Parsell (2017) states, “Defining
homelessness will only ever be tentative and subject to caveats.” HUD’s annual estimate of the
number of homeless individuals and families is vital information to begin increasing knowledge
of homelessness, but it cannot be the only source relied on when looking at how massive the
problem is. “HUD’s numbers are conservative estimates for several reasons. First, counts of
unsheltered people, included in the point-in-time figures, are notoriously difficult to execute
accurately. Further, HUD’s numbers rely on a narrow definition of homelessness employed by
that agency that excludes those who have no home of their own and may live with others, or
double up, due to economic necessity, a number estimated to be over 6 million. While HUD does
not consider them homeless, other agencies do, notably the U.S. Department of Education”
(Foscarinis, 2012).
For the purposes of this paper, youth homelessness will be defined using the definition
from the McKinney-Vento Homeless Assistance Act. The McKinney-Vento Homeless
Assistance Act “is the primary piece of federal legislation dealing with the education of children
and youth in homeless situations” (National Association for the Education of Homeless Children
and Youth, n.d.). This act defines homelessness as “lacking a fixed, regular, and adequate
nighttime residence” (McKinney-Vento #42 U.S.C. § 11431-11435). The definition for youth
will include children, teenagers, and young adults up to age 24 as defined by HUD (Guidebook).
“There were 35,686 unaccompanied homeless youth in January 2016. Most (89%) were
between the ages of 18 and 24. The remaining 11 percent were unaccompanied children, under
the age of 18” (HUD, 2016). The estimated prevalence of homeless youth varies greatly
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depending on factors such as definitions of homelessness and counting methods; however,
national data shows that the rate of youth homelessness has increased over the last several years
(Perlman et al., 2014). To further understand how this problem is related to the overall issue of
homelessness it is vital to examine the pathways to homelessness. According to Chamberlain and
Johnson (2011), there are five typical pathways into homelessness. The pathways are, housing
crisis, family breakdown, substance abuse, mental health, and youth to adult. In this study
completed by Chamberlain and Johnson (2011), the adults determined to have entered into
homelessness via the pathway of youth to adult were aged 21 or older at the time of the study;
however, they initially became homeless while aged 18 or younger. This is why the pathway is
described as the transition from youth to adult. Out of the five pathways, the youth to adult
pathway was indicated to be the largest accounting for 35% of the homeless population in this
study (Chamberlain & Johnson, 2011).
Transitional- aged youth who are homeless represent a sub-population that has been
neglected but is in need of services beyond those researched only for adults. Henwood et al.,
stated that, “Transition-aged youth experiencing homelessness constitute a particular vulnerable
population with high rates of substance use, traumatic experiences, institutional experiences,
mental health disorder symptoms, and HIV and sexually transmitted infection risk behaviors” (as
cited in Logan, et al., 2013; Saperstein, et al., 2014). Because research shows that much of the
homeless population has stemmed from the pathway of being homeless as youth (Chamberlain &
Johnson, 2011) to use preventative measures to eliminate youth homelessness will further aid in
ending homelessness overall.
Youth who experience homelessness are affected emotionally, mentally, and physically.
Research shows that youth who experience homelessness are more likely to have poor
Capstone Proposal 8

developmental outcomes and impaired well-being (Perlman et al., 2014). In addition to the
various health problems -both mental and physical- that homeless youth experience, there is also
limited access to health care for homeless families. With no safe and stable shelter, limited or no
transportation, as well as limited or no access to quality health care, health disparities among
youth who experience homelessness continue to persist. Homeless youth are commonly
diagnosed with depression, anxiety, and/or posttraumatic stress disorder more often and at a
greater severity level than other youth who have shelter (Perlman et al., 2014).
Homelessness experienced by youth has a negative, direct impact on their cognitive and
social-emotional development. Infants, toddlers, and preschooler aged children who experience
homelessness are more likely to experience developmental delays. “Infants, toddlers, and
preschoolers who are homeless are four times more likely to have developmental delays and
twice as likely to have learning disabilities than children with stable housing” (Wilson &
Squires, 2014). Homelessness also disrupts the social- emotional development of youth. Youth
who have (and currently) experience homelessness are more likely to be diagnosed with
depression and anxiety (Wilson & Squires, 2014). They are also more likely to exhibit behavioral
issues that include severe aggression and hostility (Wilson & Squires, 2014). Because of their
parents’ lack of access to affordable, quality healthcare, most of these children do not receive the
treatment that is needed to address these issues. Therefore, their social-emotional development is
stunted (Wilson & Squires, 2014). In a study that accessed the Youth Risk Behavior Survey
(YRBS) to demonstrate how experiencing homelessness is related to mental health problems
among youth, it was revealed that “unaccompanied youth were more likely than their housed or
homeless-with parents peers to report having been sad for 2 weeks” (Perlman et al., 2014). This
Capstone Proposal 9

study also discussed how youth who are experiencing homelessness have higher rates of self-
injurious behaviors.
Physically, youth who are homeless are more likely to be sick more often and have many
nutritional deficiencies. Most of the time, these children lack access to healthy foods and have a
disproportionately high rates of overweight and obesity (Wilson & Squires, 2014). Wilson and
Squires further state, “In addition, children who are homeless are sick more frequently, with four
times as many respiratory tract infections, twice as many ear infections, and five times the
gastrointestinal problems than other children. As well, one in nine children experiencing
homelessness is reported to have asthma related health conditions” (as cited in The National
Center on Family Homelessness, n.d.).
Social Significance. Youth who are homeless and are parenting present their own unique
set of challenges. Youth who are in foster care or have aged out of care experience pregnancy
and parenting at higher rates than their peers who are not in the foster care system (Love,
McIntosh, Rosst, & Tertzakian, 2005). Additionally, parenting youth who are aging out of foster
care without housing are at greater risk for continuous involvement in the child welfare system.
“Teens in foster care who become parents have fewer resources to help them avoid passing on to
their children a legacy of disadvantage linked to early parenthood, to high levels of abuse and
neglect, and to greater risk of entering the foster care system themselves” (Manlove, et al., 2011).
Providing housing and specific supports tailored to the needs of this specific population of
transitional aged youth at risk of homelessness not only provides permanency for the youth, but
also prevents intergenerational child welfare involvement.
Homelessness also has implications for citizens who are not actually experiencing
homelessness. The United States Interagency Council on Homelessness (USICH) reports that
Capstone Proposal 10

homeless can cost taxpayers $30,000-$50,000 per person each year (2017). These costs are
related to jail/prison, emergency room visits, homeless shelters, and psychiatric services. With
parenting youth who have aged out of foster care costs such as child care and additional medical
costs for their children, taxpayers are looking at over $50,000 each year versus the $20,000 it
costs to provide supportive housing (USICH, 2017). “For the 20,000 youth who age out of foster
care each year, pregnancy and parenthood can compound the already difficult process of finding
housing and a job or continuing education” (Comlossy, 2013). Without necessary supports,
homeless youth become chronically homeless adults- adding to the growing social issue of
homelessness and annual taxpayer costs (nn4youth.org).
Despite the gravity of these problems, prevention of homelessness has made minimal
progress programmatically; however, research shows that homelessness prevention is vital and
should be looked at closely. Research shows that the greatest psychological distress on children
who experience homelessness happens at the beginning of the process (Goodman, Messeri, &
O’Flaherty, 2016). “Homelessness prevention programs intervene with households apparently in
imminent danger of becoming homeless, and try to keep them housed” (Goodman, Messeri, &
O’Flaherty, 2014). Literature suggests that this simple formula for homelessness prevention is
not as effective as one would think. In one study, Goodman, et al. (2016) shared that over a 4-
year period in neighborhoods where a homeless prevention program was operating, 5-11% of
families that accessed the services available averted shelter entry; 89-95% were unable to avoid
entry into a temporary shelter. In another study, completed two years prior, the impact of
homelessness prevention on the length of shelter spells (the amount of time an individual or
family stays in a shelter) was examined (Goodman, et al., 2014). From this study, it was
determined that while homelessness prevention programs are beneficial in preventing shelter
Capstone Proposal 11

entry, it has no effect on the length of time an individual or family stays in a shelter (Goodman,
et al., 2014).
Temporary financial assistance has been a vital part of homelessness prevention. Evans,
Sullivan, and Wallskog (2016) determined that when homelessness prevention programs only
use temporary financial assistance as a means of preventing homelessness, it is ineffective. “A
common criticism of programs that aim to prevent homelessness through financial assistance is
that emergency funds tend to be poorly targeted; resources to those who would not end up
homeless even in absence of the assistance” (Evans, et al., 2016). While literature suggests that
temporary financial assistance as a means to prevent homelessness is not effective, a
homelessness prevention program that is more intensive can be and would provide great benefit
to communities who access the services provided. Homelessness is expensive for the government
and “…even a small reduction in homelessness can generate substantial cost savings” (Evans, et
al., 2016).
One current attempt to address homelessness in the United States is permanent supportive
housing. Permanent supportive housing is housing that is subsidized and provides ongoing
support (whether it be related to addiction, domestic violence, etc.) to tenants who need and/or
wish to have them. “…The underlying theory is that the residential stability provided by
permanent housing is essential to clients’ success in all dimensions of their lives” (Byrne, Fargo,
Montgomery, Munley, & Culhane, 2014). Permanent supportive housing has no time limitations
on how long tenants are able to live at their place of residence and there are also no limits on
sources of support they accept.
A popular model that is often used and successful with addressing housing in conjunction
with permanent supportive housing is Housing First. This program connects homeless
Capstone Proposal 12

individuals and families to permanent housing without preconditions that may disqualify them
from housing otherwise (legal issues, credit, etc.). Housing Firsts’ approach to permanent
supportive housing is in the name. This model supports that everyone is ready to be housed, no
matter where they currently are. “Permanent supportive housing models that use a Housing First
approach have been proven to be highly effective for ending homelessness, particularly for
people experiencing chronic homelessness who have higher service needs” (Parsell, 2017).
Permanent supportive housing is a promising attempt to address chronically homelessness and
research has shown “that communities that add relatively more PSH units show steeper declines
in chronic homelessness over time” (Byrne et al., 2014).
Conceptual Framework with Logic Model Showing Theory of Change. Housing First
has been researched and examined by many teams in an effort to increase its accessibility to
those in need of it and in order to enhance it programmatically so that it continues to be an
effective resource for ending homelessness with individuals and families. Reaching families will
assist in with efforts to house adults who have small children; however, there has been little to
address transitional aged youth. Where Housing First has not been examined is its possible
effectiveness with youth who may be unaccompanied and in need of such a service. “Permanent
supportive housing and Housing First programs, which are considered the gold standard for
improving outcomes among chronically homeless adults, have not been widely implemented
among transition-aged youth experiencing homelessness. Existing Permanent Supportive
Housing and Housing First Programs for transition-aged youth have not been systematically
studied; therefore, this is an important area for future research” (Henwood, et al., 2015).
In Calgary, Canada the Boys and Girls Club of Calgary organized a program, in response
to their 10 Year Plan to End Homelessness, for youth who are in need of housing. Named the
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Infinity Project, this program for youth between the ages of 16 and 24 using intensive supports
and following the Housing First model helps youth locate permanent housing. They serve up to
30 youth who are on the homeless continuum for up to 2 years. Since 2009 the Infinity Project
has collected data to show evidence that using permanent supportive housing is effective in
ending homelessness with youth. Out of 37 youth who participated in their program for 2 years,
32 of them remained housed. The remaining 5 youth’s whereabouts were unknown- meaning that
they could have moved into new housing (ighhub.org, n.d.). According to the Infinity Project,
63% of youth who have been in the program for 6 months or more and are over the age of 18
have stable income and 100% of youth participants have accessed community supports (n.d.).
Additionally, during the Infinity Project’s pilot, the average cost per day for youth during their
first month was $143.94 per day for each youth and after 6 months the cost was $23.96 per day
for each youth (ighhub.org, n.d). This demonstrates the cost effectiveness of permanent
supportive housing for youth versus the $82 per day for shelter costs or $250 per day for
detention center costs per youth (Raising the Roof, 2009).
Stephen Gaetz stated, “The question is not ‘Does Housing First work for youth?’,
because the research shows it works for anybody. Rather, we need to ask, “How can Housing
First be adapted to meet the needs of young people who experience homelessness?” (2014).
According to Stephen Gaetz there are 5 principles of Housing First for Youth: 1. Immediate
access to housing with no preconditions, 2. Youth choice and self-determination, 3. Positive
youth development orientation, 4. Individualized and client-driven supports, and 5. Social and
community integration (2014).
As research related to homeless youth of transitional age has been examined, it is
apparent that while housing is vital in giving youth a sense of stability and permanency, it is
Capstone Proposal 14

connected to much more than a place to live. Housing represents where one takes medication,
prepares for work or school, and the place where children are able to grow with their parents.
Having a permanent place of one’s own builds self-esteem and self-worth. Additionally,
intensive supports are necessary to ensure that youth are provided the tools that will aid the youth
and their minor children in avoiding homelessness. Additionally, intensive supports such as
parenting education with in-home visitation assists with preventing youth and their minor
children from re-entering the child welfare system.
Permanent supportive housing that uses core principles of Housing First for Youth with
supports tailored specifically for transitional aged youth who are aging out of foster care and are
parenting is not only innovative, but necessary in the fight against homelessness. With the above-
mentioned research showing the importance of housing on infants’ and toddlers’ development,
not only will innovative programs and practices for this population end homelessness-it also
ensures the healthy development of youth. The following section that describes the proposed
capstone project will, in detail, delineate modifications and additions to Housing First for Youth
demonstrating the importance of such an innovation for this specific population.
AREA 3: PROBLEMS OF PRACTICE AND SOLUTIONS/INNOVATIONS
Proposed Innovation and Its Effect on the Grand Challenge. The capstone project that is
being proposed is Addison’s Neighbor. Addison’s Neighbor will be a program of Christian
Services for Children in Alabama (CSCA) which is a 501c3 located in Selma, Alabama. CSCA
has been in existence since 1991 and currently provides services to the community and
surrounding areas through 2 programs: Therapeutic Foster Care and Intensive In-Home Services.
Because of CSCA’s therapeutic foster care program, they have the capacity to pilot and later
Capstone Proposal 15

expand a program that provides permanent supportive housing to youth aging out of foster care.
Addison’s Neighbor will be the program to provide those services.
Addison’s Neighbor will provide permanent supportive housing to transitional aged youth
who have emancipated out (or have aged out) of foster care and are parenting. It will be the first
program in the United States to provide permanent supportive housing to youth of this age group
who are parenting. Addison’s Neighbor will provide services on four levels to ensure that wrap-
around services not only “wrap-around” the target client (youth who are parenting), but also
wrap around the entire family.
• Level 1: Target Client
o Permanent Supportive Housing
o Basic Living Skills (using ARISE evidenced based curriculum)
o Parenting Skills (using Nurturing Parenting Program)
o School and/or Employment Preparation
o Support Group Meetings
o Case Management
• Level 2: Minor Child of Target Client
o Permanent Supportive Housing
o Licensed Childcare Center
o Play Groups
o Case Management
• Level 3: Non-Custodial Parent
o Mothers
§ Parenting Skills (using Nurturing Parenting Program)
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§ Support Group Meetings
§ Referrals
o Fathers
§ Parenting Skills (using Nurturing Parenting Program)
§ Support Group Meetings
§ Referrals
o Level 4: Family Connections
§ Family Counseling
§ Support Group Meetings
Target clients, referred to as neighbors, will be referred by the Department of Human
Resources (DHR) as well as other agencies who have contact with former foster youth of
transitional age who are parenting and in need of housing. The referral packet will include an
application and the youth’s most recent psychological assessment (to ensure that the youth is
capable of maintaining their housing). Once accepted into the program, the neighbor and their
family will be assessed for appropriate housing to suit their needs. Using the Housing First
Model for Youth, housing will be low barrier. This means that youth who have little to no credit
history, have evictions, or other infractions that would normally prevent them from obtaining
housing will be housed quickly and without issue. Housing will be scattered site so once
appropriate housing is located, the landlord, neighbor, and case manager will meet with the
landlord to view the housing and sign their lease. Rent for neighbors will be 30% of the client’s
income as this is HUD’s current standard for subsidized housing. “Neighbors” enrolled in the
program will be provided a furniture package (beds, chest of drawers, couch, and dining table)
after move-in. Neighbors will also receive case management services which will include the
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housing case manager meeting the client in their home weekly to provide basic living skills and
parenting skills with the minor child(ren) present. Neighbors will also participate in support
group meetings.
Non-custodial parents of the minor children will be provided parenting skills according to
their needs in either group or individual settings. They will also receive bi-weekly case
management as needed to encourage engagement and active parenting. The non-custodial parent
may or may not be the minor child’s biological parent.
Lastly, Addison’s Neighbor will encourage permanency through family connections.
Family counseling will be encouraged and provided to the target client and their biological
family members and/or former foster family members if needed. This is necessary to ensure that
neighbors maintain (or establish) healthy relationships with family members as they learn to
grow their circle of support.
Neighbors will remain participants for 2 years. At the point of disengagement, neighbors
will be responsible for full rent and will be able to keep their housing for as long as they like. At
that time, neighbors will also become members of the Mom and Dad Alumni Network where
they will continue to foster relationships with peers. Additionally, alumni members will mentor
neighbors who are in the program as an additional layer of peer support.
Permanent supportive housing using the Housing First for Youth Model has not been
used to address transitional aged youth who are parenting and exiting from foster care. A
program such as Addison’s Neighbor will help to end homelessness in an area that is currently
not being addressed. Additionally, with the youth’s minor children being stably housed, provided
Capstone Proposal 18

with quality child care and health care, and being assessed weekly for child abuse and neglect
further aids efforts being extended to ensure the healthy development of all youth.
Views of Key Stakeholders. There are many external stakeholders that will be affected
by Addison’s Neighbor. The most important stakeholders of the organization are the clients.
Clients will be positively affected by the organization as they will directly receive needed
services. Landlords will have a symbiotic relationship with the agency as a stakeholder as they
will be necessary to the organization and will also benefit from the agency as they are able to
rent their homes to us. The United States Department of Housing and Urban Development
(HUD), a government program, will be an external stakeholder that will reap the benefit of
positive outcomes as they will be a funder of the organization. Because using principles from the
Housing First for Youth model in conjunction with permanent supportive housing for transitional
aged youth who have aged out of foster care and are parenting has not been offered in the United
States, nor studied in a way that has provided HUD with the necessary research and statistics to
reproduce such a program, HUD will rely greatly on Addison’s Neighbor to provide quality data
reports that show the success of the program and its effect on homelessness with this particular
population.
Homeless shelters in the area will be affected in both positive and negative ways.
Because the number of homeless youth will decline due to Addison’s Neighbor providing
permanent supportive housing, shelters will have more space to house more people who are in
need of shelter. This will be positive for both the homeless shelters and individuals and families
who are not in the target population and are in need of immediate shelter. On the other hand,
because Addison’s Neighbor is a program of a local non- profit agency that is providing housing,
they will be vying for some of the same grant funding that area homeless shelters are hoping to
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receive. As a new program of an agency that has proven capacity, Addison’s Neighbor is a good
candidate to receive grant funding from a variety of sources. Addison’s Neighbor receiving grant
funding from the same organizations as area homeless shelters could lessen the grant funding
that the shelters will receive. Therefore, homeless shelters may see Addison’s Neighbor as both a
benefit to the community and threat to other shelters working with the homeless population.
Clients of Addison’s Neighbor who are eligible for Medicaid will be applied for
Medicaid. Medicaid will be billed for a variety of services including mental health. For this
reason, Medicaid would be considered an external stakeholder. Addison’s Neighbor will use
evidenced based programs to ensure that adequate service is being provided to neighbors
regarding the teaching and retention of life skills. Nurturing Parenting and ARISE are the
evidenced based curriculums that will be used and will benefit from the agency purchasing their
program and trainings that will be provided for staff. Another major external stakeholder of the
organization is Alabama Department of Human Resources (DHR). Neighbor referrals will
primarily come from DHR. DHR will be affected positively because they measure positive and
negative outcomes, and foster youth transitioning from foster care to permanent supportive
housing is a positive outcome. DHR will directly affect the organization’s budget planning as
their forecast of how many clients will be served over the course of a year will affect the revenue
that is needed and the expenditures that can be expected. Area mental health clinics, emergency
rooms, and local jails can expect to see a decrease in the amount of homeless youth who seek
services or are mandated to receive services due to not being housed. This will not only benefit
these agencies who need the space to serve others in need, but it also benefits the community
who access these services, and tax payers who will also see savings in terms of the amount of
money that will be saved from youth being housed.
Capstone Proposal 20

Evidence and Current Context for Proposed Innovation. Addison’s Neighbor is a
transformative program that uses current housing models and evidenced based curriculums to
prevent youth homelessness that occurs with former foster youth who are parenting. It is the first
organization in the United States to provide permanent supportive housing using Housing First
for Youth with this specific population. Addison’s Neighbor is not a hand out, but rather a hand
up for youth who otherwise have no hands to hold during their transition into independence.
Addison’s Neighbor is also ensuring that the youth’s minor child (or children) receives the
necessary services and interventions to aid in their healthy development. Our program is not only
touching the lives of a single client; however, we are using the Person- in- Environment
perspective to provide services to everyone around both the target client and their minor children
to establish an environment that is conducive for proper growth both physically and mentally.
Addison’s Neighbor is providing more than a home, but true permanency for youth who have
been members of the foster care system.
Traditionally, transitional aged youth have been able to secure housing through homeless
shelters, group homes, and transitional housing. While any housing provided to youth during
periods of homelessness is important, there have been no programs formed that provide
permanent supportive housing for former foster youth who are parenting. Permanent supportive
housing is an evidenced based model that has been used with chronically homeless adults.
Research has shown that this model is highly successful because it not only provides affordable
housing, but also provides wrap-around services and case management (endhomelessness.org,
2019). Because Addison’s Neighbor is providing permanent supportive housing in a way that has
been individualized for a specific population, it is not only innovative and the first of its kind, but
it is also a necessary perfect fit for communities as they seek to end homelessness for all.
Capstone Proposal 21

Comparative Assessment of Other Opportunities for Innovation. Addison’s
Neighbor will provide housing in a scattered site fashion. This means that housing will be rented
from local landlords throughout the city of Montgomery. (As the program grows, housing can be
purchased by the organization.) A scattered site housing model allows neighbors of the program
to live in the community. Having neighbors live in various areas in the community allows them
to have several options as they select housing for their families and also helps to alleviate the
barrier of NIMBY (Not in My Backyard).
There is an opportunity to use congregate housing to provide apartment style living for
neighbors. This would involve renting or purchasing an apartment building with a variety of
apartment styles within the building. This option could be a one-stop-shop that could include
space for group meetings or space for a daycare center and other supports to be housed on the
premises of Addison’s Neighbors. Congregate housing presents more of a risk for NIMBY
because youth will be housed in one place and visible to the public. This may also be
unappealing to youth who are seeking housing because they may not want to be identified as
receiving services. On the other hand, congregate housing could be an additional entity of
Addison’s Neighbor. An apartment building that houses families of mixed incomes (some being
neighbors of the program and others being open apartments for the community) adds affordable
housing to the community, enables youth to live among their community, and adds additional
income into the program.
Addison’s Neighbor will be accessing evidenced based curricula to provide quality
service to our neighbors. As neighbors and their families’ needs are assessed there may be space
to create a curriculum that is inclusive of all skills (job skills, parenting skills, personal hygiene,
etc.) needed by neighbors of the program. After development and implementation the curriculum
Capstone Proposal 22

could be researched with other programs providing similar services and become evidence based.
While there are several curricula available that are evidenced based, this would be the first to be
inclusive for a specific type of housing program, making it innovative.
Additionally, as the program grows there will be opportunities to provide housing to
transitional youth aging out of foster care who are non-custodial parents and youth who are not
pregnant or parenting at all. Addison’s Neighbor maintains that permanent supportive housing is
one of the most essential items needed for permanency at all stages of life, but especially during
the transitional age. As growth and capacity are developed within CSCA and Addison’s
Neighbor opportunities for innovation will continue to be explored and as gaps in service
delivery for youth continue to be discovered we will seek to close those gaps.
How Innovation Links to Proposed Logic Model and Theory of Change. On the
continuum of innovation, this program is between the transformation and upheaval stages. While
permanent supportive housing as a means to end homelessness is not a new idea, using it
specifically to end youth homelessness is currently not being done in the United States.
Addison’s Neighbor will be transforming how we look at the importance of permanency in the
life of youth by not only applying it to familial and other supports, but by also applying it to
housing. Permanent supportive housing using aspects from the Housing First for Youth model to
house youth of the transitional age group (18-24 years of age) who are parenting is what makes
this program innovative. Addison’s Neighbor holds the belief that housing is the base for other
supports. When youth have stable housing, they have a place to take their medication, to study
for tests and complete school work, a place to prepare meals, and a place to keep their children
safe. Addison’s Neighbor’s logic model (see Appendix A) explains that permanent supportive
housing, education surrounding basic living skills and effective parenting skills provided by
Capstone Proposal 23

confident, capable, and trained staff will immediately result in youth being housed and having
access to needed supports. Over time, youth will implement the skills that they have learned so
that they are able to maintain their housing. Because youth have been housed and actively
engaged in pro- social activities that aid them in having good physical and mental health their
children will also have good physical and mental health. This includes being academically
successful and reaching developmental milestones. As Addison’s Neighbor continues to serve
youth and their minor children youth homelessness will decrease as well as youth incarceration
and drug use helping the fight to eradicate homelessness. Addison’s Neighbor will also help to
ensure the healthy development in all youth as the inter-generational cycle of adverse childhood
experiences will be broken through the services provided to youth who are parenting.
AREA 4: PROJECT STRUCTURE, METHODOLOGY, AND ACTION COMPONENTS
Description of Capstone Deliverable/Artifact. Addison’s Neighbor is proposing that its
model be accepted as a functioning program of Christian Services for Children in Alabama. In
order to gain recognition as a program of CSCA, the organization’s Board of Directors will have
to approve a program proposal. The artifact that accompanies this capstone proposal is a program
proposal for the CSCA Board of Directors. This program proposal will be formatted to addresses
what board members will need to make an informed decision regarding adding Addison’s
Neighbor to CSCA’s current programs. CSCA’s Board of Directors includes members from a
variety of professional disciplines who may not have knowledge of (or be concerned with) the
clinical areas of this program. Instead, board members are tasked with oversight of the
organization; therefore, the program proposal will address how Addison’s Neighbor can meet an
important need innovatively in a way that does not negatively affect CSCA as an organization.
Capstone Proposal 24

The program proposal will also include a Powerpoint presentation (10-slide “pitch deck”) to
appeal to board members who are engaged by visuals.
Comparative Market Analysis. According to a report generated by the Alabama
Department of Human Resources, in 2016 there were 560 youth in foster care who were of
transitional age. This same report showed an anticipated number of 0 youth that would receive
housing as an aftercare service.
In the state of Alabama there are a few organizations that are currently addressing youth
homelessness through a variety of services. Youth Towers, located in Birmingham, Alabama is
an organization that provides an 18- month mentorship program in addition to temporary housing
while assisting youth aged 19-26 locate and secure permanent housing. This program is only
available to single youth with no children. Another program located in Birmingham, Alabama,
Project Independence, is a program of Children’s Aid Society. Project Independence is an 18-
month program for young women aged 16-22 who are pregnant or parenting and homeless. This
program provides transitional housing for up to 8 young women and 12 children with the goal of
helping participants secure permanent housing upon completion of the program. Project Hope is
a homeless shelter for youth in Birmingham, Alabama that serves youth ages 16-22. Lastly, there
is a transitional living program that is a project of Safe Harbor Youth located in Huntsville,
Alabama. This program is also for youth aged 16-22 who are single with no children.
Because Addison’s Neighbor’s specific target population consists of transitional aged
youth who have been emancipated or aged out of foster care and are parenting minor children, it
would be not only the first of its kind in the state, but it would be the first of its kind in the
country. This places the program in a unique position to be chosen not only by former foster
youth who are seeking permanency, but also by child welfare case workers who are seeking to
Capstone Proposal 25

connect their clients with services that are tailored to their needs. While the market in Alabama
for social services addresses youth homelessness in the general sense, Addison’s Neighbor is
addressing specific service needs for a specific population which adds to its unique value
proposition. There is a need in Montgomery, Alabama (and the River Region) for supportive
housing to aid youth during their transitional years of age which will, in turn, prevent them from
being homeless as adults. Addison’s Neighbor will have many collaborators but no direct
competition on the market because it is the only program specifically aiming at breaking the
cycle of intergenerational homelessness and trauma that is created when foster youth who are
parenting age out of care without true permanency.
Project Implementation Methods. As stated previously, Christian Services for Children
in Alabama (CSCA) is located in Selma, Alabama; however, Addison’s Neighbor will be located
in Montgomery, Alabama. This will allow neighbors of the program to have access to resources
such as public transportation and Family Guidance Center (for childcare), which are not
available in Selma. The referral process to Addison’s Neighbor, begins with a referral being
made to the office and accepted by the property manager (in other settings may be called an
administrative assistant.) Referrals may come from any agency and youth may also self-refer.
The property manager will determine if the referral meets certain criteria to become a recipient
of services. Criteria is as follows:
1. Youth has been emancipated from or aged out of foster care.
2. Youth is aged 21-24.
3. Youth has custody of at least 1 minor child or is pregnant.
Capstone Proposal 26

4. Youth has an IQ of at least 70, as evidenced by a recent (completed no more than
2 years ago) psychological evaluation and has the ability to live and parent
independently.
5. Youth is homeless or at risk of homelessness as evidenced by a score of 4 or
higher on the TAY Triage Tool (see Appendix B).
Once it has been determined that the youth referred is a potential client (referred to as
neighbor), the referral will be given to the program supervisor. The program supervisor will
determine what services the client is eligible for and will assign the client a housing case
manager. If it is determined that the youth is not in need of permanent supportive housing
through Addison’s Neighbor, the youth will be referred for appropriate services. Once a case
manager receives a neighbor’s referral, the case manager will make contact with the youth and
assist the youth in selecting appropriate housing for their family’s needs. Once admitted,
neighbors will be given a series of assessments:
1. Casey Life Skills Assessment (CLS) to assess basic living skills that neighbors
need assistance gaining or strengthening.
2. Child and Adolescent Needs and Strengths Assessment (CANS) to assist with
individualized treatment planning.
3. Patient Health Questionnaire (PHQ-9) to assess neighbors for depression.
4. Nurturing Skills Competency Scale (NSCS 3.0) to assess neighbors’ parenting
abilities and needs.

Following strengths of the model of Housing First for Youth, Addison’s Neighbor will
provide affordable, permanent housing quickly and with low barriers. Youth will be admitted
Capstone Proposal 27

into the program regardless of credit score and sobriety; however, youth who are not sober will
be required to participate in alcohol or drug treatment. All youth participants will be required to
receive weekly in- home visitation by a case manager. This deviation from the standard Housing
First model is due to minor children being placed in the home and in an effort to prevent child
welfare services involvement because of negligence or inability of the youth to appropriately
care for their children.
Addison’s Neighbor’s housing will be scattered site. Neighbors of the program will
always be placed in a home that includes at least 2 bedrooms. Children who are over the age of 6
and are of the opposite sex will have their own bedrooms in accordance with DHR’s minimum
standards for child placing (DHR, 2016). Rent for clients will be 30% of the client’s income as
this is HUD’s current standard for subsidized housing. Clients will be provided a furniture
package (beds, chest of drawers, couch, and dining table) after move-in. Furniture will remain
with the neighbor, even if they choose to move away from the apartment upon completion of the
program.
Neighbors will receive weekly, in home visits from their case managers. These visits will
include lessons from Nurturing Parenting Program curriculum. Nurturing Parenting Program is
an evidenced based program that was created to assist parents in developing positive parenting
behaviors. This program was created in 1983 and since then has been restructured in several
ways to meet the specific needs of various populations of parents. This program can be group or
home based. The setting (group or home) will determine how many sessions/the length of the
program. Research has proven that Nurturing Parenting Program positively affects parents who
are engaged and actively participate in the program for its duration. Because of the intensity of
the program and the flexibility to choose from several curriculums based on specific needs, the
Capstone Proposal 28

program has become popular with child welfare agencies and organizations that provide home
visiting or group therapy services. The minor children of neighbors will be referred to Family
Guidance Center where they will receive subsidized, income- based daycare for children who are
not school aged. After school services for children who are school aged will also be provided
through Family Guidance Center.
Non-custodial parents of the minor children will be provided parenting skills according
to their needs in either group or individual settings using the Nurturing Parenting Program
curriculum. They will also receive bi-weekly case management as needed to encourage
engagement and active parenting. The non-custodial parent may or may not be the minor child’s
biological parent and is identified by the participating neighbor. Lastly, Addison’s Neighbor will
encourage permanency through family connections. Family counseling will be encouraged and
provided to neighbors and their biological family members and/or former foster family members
if requested. This is necessary to ensure that clients maintain (or establish) healthy relationships
with family members which aids in true permanency.
At the point of disengagement, clients will be responsible for full rent and will be able to
keep their housing for as long as they like. At this time, client’s will also become members of the
Mom and Dad Alumni Network where they will continue to foster relationships with others and
mentor current clients if they desire to do so.
Implementation of Addison’s Neighbor will not be possible without a capable staff.
Because Addison’s Neighbor is a program of CSCA, it will follow the organizational chart that
has already been established by the agency. CSCA is governed by a Board of Directors who will
make the decision to implement Addison’s Neighbor as a program of the existing agency.
Capstone Proposal 29

CSCA employs a functional hierarchy of authority where each program has a supervisor
and staff that are experienced in the area of the program. The Clinical Director of the agency
manages and leads the program supervisors. The Clinical Director reports to the Executive
Director who manages the administrative functions of the agency. Because Addison’s Neighbor
will be located in another city, it will be necessary to employ an administrative assistant (which
will be called the Property Manager) for the Montgomery office. Addison’s Neighbor will serve
10-12 Neighbors and at least 10 minor children during its pilot; therefore, no less than 2 case
managers and 1 program supervisor will be employed to provide services for the neighbors.
Addison’s Neighbor will provide compensation using annual salaries. These salaries will
be competitive, and all staff will be full-time and eligible for benefits. Social workers who are
hired without licenses and later obtain a license will receive increases in pay as their credentials
have increased. Social workers who are hired with licenses will be compensated accordingly.
Social workers are not required to be licensed to be housing case managers. All employees will
be eligible for merit increases annually. In its first year, percentages of raises will range from 2%
to 5%. This amount will be reviewed and approved (or changed) by CSCA’s board of directors
annually. An employee’s merit raise will be determined by the employee’s direct supervisor at
their annual evaluation. Annual evaluations will be formal and approved by the Executive
Director prior to use. All full-time staff will be given a holiday bonus at the end of the calendar
year as resources permit. The amount will be determined by the board of directors.
As CSCA and Addison’s Neighbor grows, promotion levels will be created. Housing case
managers will have the ability to apply for higher positions. There will eventually be a lead
housing case manager position that will assist in the managing of housing case managers and
Capstone Proposal 30

report directly to the program supervisor. Promotion levels and the compensation and benefits
that accompany them will be determined by the board of directors.
Christian Services for Children in Alabama seeks to provide the best service possible to
clients and this can only be achieved through ensuring employees are motivated. Addison’s
Neighbor will employ this same leadership strategy. The organization will work to create an
atmosphere of excitement, innovation, and learning. There will be an employee selected as
employee of the quarter. The employee of the quarter will receive a half day off vacation leave
and a monetary gift (determined by the board of directors). Other perks of working with this
organization will be the flexibility of the schedule- based upon needs of the clients, an employee
health center (gym area within the office), and the same holiday schedule as the State of
Alabama’s Employee System (generally 13 paid holidays). The programs manager will be a
licensed social worker, so housing case managers will also be able to receive in-house licensure
supervision hours as needed.
Addison’s Neighbor will employ “hiring for fit, training for skill” as human resources
works to recruit new hires. It will be important that all housing case managers have social work
or closely related degrees. Licenses will not be required as the position is entry level; however,
because Addison’s Neighbor uses evidenced based curriculums to deliver services, extensive
training will be conducted for all staff hired. Because Addison’s Neighbor is a program of
CSCA, it will utilize the human resource department that has already been established by CSCA.
Because of the innovative nature of Addison’s Neighbor, an apparent obstacle of the
program would be rejection from the Board of Directors of CSCA. At conception, Addison’s
Neighbor was designed as a nonprofit organization; however, it was determined that partnership
Capstone Proposal 31

with an already standing organization shows capacity to funders and provides an avenue of
relationships and potential partnerships that will further the work of the program. Should
CSCA’s Board of Directors decide not to move forward with Addison’s Neighbor as a program,
Addison’s Neighbor will move forward as its own nonprofit organization. Addison’s Neighbor
has an advisory board that we will describe to the CSCA Board of Directors. This allows the
Board of Directors to have additional support should they feel that taking on an additional
program would be difficult.
Another obstacle of the program as it relates to housing is securing partnerships with
landlords. Addison’s Neighbor has explored congregate housing as an alternative pathway to
house youth if securing housing within the community through landlords becomes an obstacle.
Congregate housing is beneficial for parenting youth as it provides a community within the youth
in a supportive environment; however, scattered site housing is preferred as it places youth in the
community and further provides youth with a home that they are able to continue to comfortably
grow in for many years. Creating community partnerships will be vital to escape this obstacle
and is further discussed in the Communication Strategies and Products section of this area (Area
4).
Financial Plans and Staging. A major source of revenue for the first year of operation
will be grants. It is anticipated that the largest amount of grant funding will be awarded by the
United States Department of Housing and Urban Development (HUD). Other grantors may
include Mid Alabama Coalition for the Homeless (MACH), and the Alabama Department of
Human Resources (DHR). Addison’s Neighbor will also seek funding from local donors and
provide various ways for the community to provide financial donations. The goal Addison’s
Neighbor’s first year of operation is to serve at least 10 neighbors. Addison’s Neighbor will use a
Capstone Proposal 32

line item budget to track revenue and expenses. The budget cycle will begin on July 1 and will
last for 12 full months. (See Appendix C.)
Revenue for the program’s first year is projected to be $550,000. A majority of the
funding will come from The United States Department of Housing and Urban Development
(HUD). $500,000 will come from HUD through grant funding processed via The Mid-Alabama
Coalition for the Homeless. This figure is based off of the most recent awards that have been
awarded to various housing and homelessness entities in the Montgomery, Alabama area. HUD
is a reliable grant funding source as it has been in existence for over 50 years and provides
millions of dollars in grant funding annually to support homelessness and affordable housing.
$30,000 of revenue will come from National Benevolent Association (NBA) of the Christian
Church’s (Disciples of Christ) Mission and Ministry Grant Program. This program will support
organizations who are working with older adults, at-risk children, and youth communities. This
grant, called the Impact Grant, will be dispersed by the local Disciples of Christ Church in
Montgomery: First Christian Church. This grant is reliable and also renewable for additional
funding annually to continue to grow organizations by creating new programs and projects. This
grant requires that the organization work closely with NBA during implementation to so that
they are able to assist with sustainability. CSCA has an existing relationship with NBA as it is
also a Disciples- related organization. Referrals for clients will come from the Alabama
Department of Human Resources (DHR). Addison’s Neighbor will bid for a contract with DHR
for no less than $10,000 to assist with the housing needs of clients. This contact may or not may
be available, so this funding is not as reliable as the funding sources that were aforementioned.
We will also apply for $20,000 in grant funding through the United States Maternal and Child
Health Bureau (HRSA). Lastly, because Addison’s Neighbor is a program of a non-profit
Capstone Proposal 33

organization, we will have various fundraisers throughout the year. The goal for fundraising
during year 1 is no less than $15,000. Fundraising will come from galas, donations from the
public, and also contributions from the board of directors and advisory board.
The most expensive line item in the budget is personnel. Personnel costs, including
benefits are estimated to be $205,000 for a total of 5 full time staff members. The program
supervisor who will be responsible for supervising staff, overseeing programs, and enrollment
will have a salary of $50,000. It will be a requirement that staff who accept the position of
program supervisor positions will have a professional license, as appropriate, and at least two
years of experience in a management role. Direct care staff will include 2 housing case
managers. Case managers will be required to have at least a bachelor’s degree in social work or a
closely related field. There will be no requirement for licensure; however, they will need to have
at least one year of case management. Each case manager’s salary will start at $35,000; however,
$40,000 is budgeted as there may be case managers who apply and are more qualified for the
position. We are budgeting for 3 case managers in case we are able to serve additional neighbors.
Also, if staff receive licensure, they will receive a raise. There will be one full time office staff
member: a property manager. The property manager will handle the day to day administrative
tasks of the office. The property manager will work as an assistant to upper management and
assist with scheduling meetings, scheduling maintenance of the office, assisting with scheduling
staff trainings, etc. This position will require a high school diploma, with preference for a
bachelor’s degree. The salary for this position will be $35,000. Benefits will be 30% of the staff
salaries, which will be $61,500. Benefits will include health, dental, vision, and a simple IRA.
Addison’s Neighbor’s office space will be large enough to support a growing staff with
space to house at least 6 offices. Office rent and utilities are estimated to be about $2,000 per
Capstone Proposal 34

month. Supplies (including copiers, desks, etc.) will be about $10,000 for the year. Technology
will include laptops, cellular phones, and software for staff members. This is estimated at $8,000
for the year. Addison’s Neighbor is using evidence-based curriculums to assist clients with
obtaining necessary life skills to maintain their housing. The curriculum that will be used is
Nurturing Parenting Program. $3,500 will be budgeted to purchase these curriculums and $5,000
will be used for staff training and $3,000 for travel. Another large line item in the budget is the
rent and utilities for clients. These clients will live in scattered site housing that will cost no more
than $100,000 for the year. Rent for each client’s home will vary based upon the needs of the
client. The additional $20,000 will be used to secure the building and for other client needs.
Plans to purchase property will be explored after Addison’s Neighbor’s pilot. An example of
housing that Addison’s Neighbor would provide for youth would be a duplex with each side
having 2 bedrooms and 1 bathroom. According to Zillow.com, such a home- located in
Montgomery can range in cost from about $600-$700 per month.
Addison’s Neighbor is projected to receive $580,000 and expenses are estimated to be
$478,000. This leaves an estimated surplus of $100,000. This surplus will be needed as the
organization seeks to expand moving forward and can be used to obtain resources and supports
that were not available during the first year of operations.
Project Impact Assessment Methods. Assessment of Addison’s Neighbor’s impact on
neighbors will be measured using several tools. Neighbors will complete a self-reporting tool
that measures the number of pro social activities that the youth has participated in prior to the
admission and after. They will also complete a Casey Life Skills Assessment, which assesses
their independent living skills and feelings of permanency. This assessment has 113 items and
can be completed in about an hour. Neighbors will complete a Child and Adolescent Needs and
Capstone Proposal 35

Strengths Assessment (CANS) which allows them to self-assess their needs and strengths. The
motor and social-emotional development of children aged 3 and under will be tracked using the
Ages & Stages Questionnaire (ASQ-3 and ASQ-SE). CANS will be completed for minor
children who are school aged and will submit report cards as they receive them. Report cards
will be used to measure academic success. Additionally, the neighbors will be given a Patient
Health Questionnaire every 12 months. This questionnaire is a 9-item self-reporting tool that
screens for depression. Participants will also complete the Nurturing Parenting Program’s
Nurturing Skills Competency Scale which assesses parenting abilities. As youth complete the
program, we will follow them for a minimum of 4 years to assess their ability to maintain their
housing and avoid child welfare involvement with their minor children. We are looking for
success in the following areas using the above tools:
1. Increase of knowledge in
independent living skills.
2. Increase in strengths and
decrease in needs of the
client.
3. Decrease in rates of
depression.
4. Increase in knowledge of
parenting skills.
5. Healthy motor and social-
emotional development of
minor children.
6. Increase in academic success
with minor children.
7. Number of pro-social
activities.
8. Ability to maintain housing.

Capstone Proposal 36

Stakeholder Engagement Plan. One of the most important tasks throughout the
implementation of this capstone project is to actively engage and involve stakeholders. During
the exploration phase of implementation, we will have several focus groups with potential
participants in an effort to ensure that the services and incentives provided to neighbors while
they are in the program are the needs and desires that they have. Another aspect of engaging
consumers will be providing incentives for participants as they advance through the program.
Incentives are a strategy to keep participants engaged in actively participating in their weekly, in-
home sessions and completing the program in its entirety. For every 5 sessions that a participant
completes, they will receive $50. Upon completion of the curriculum, clients will receive $200.
Training and education of stakeholders will be necessary in order for implementation to be
successful. Training and education will include information being disseminated in print format
(newsletters, etc.), creating a strong social media presence, and also having several “town hall”
meetings. Meetings throughout the community that educate not only those directly involved in
implementation but will also help with buy-in of others in the community. Because DHR will be
the main referral source for Addison’s Neighbor, we will intentionally schedule meetings in their
agency offices throughout the year to explain the services that we provide to new DHR workers
and show appreciation to DHR for their referrals.
Communication Strategies and Products. There are several audiences that we are
targeting in our communications strategy:
• Christian Services for Children Board of Directors
o CSCA’s Board of Directors will make the decision to “greenlight”
Addison’s Neighbor as a program of CSCA.
Capstone Proposal 37

• The Department of Human Resources (DHR)
o DHR will be a major referral source for Addison’s Neighbor.
• Parenting Foster Youth Aging Out of Foster Care
o This group is the population that will be the target client for the
organization.
• Community Partners
o Community partners include members of the community and other
agencies that the organization may access as referral sources to provide
services to the targeted population.
For each targeted audiences we will individualize the message that we are trying to
convey. For the CSCA Board of Directors the most important messages that will need to be
conveyed are messages of need and sustainability. As an agency that has existed for 30 years
with a majority of those years housing two programs: Therapeutic Foster Care and Intensive In-
Home Services, we anticipate that there will be some resistance to change. The Board of
Directors is committed to serving the community so it will be important to stress to them how
necessary Addison’s Neighbor is to both the local and larger community. Additionally, because
oversight of the organization is the focus of CSCA board members, knowing that the program is
sustainable and will not disrupt the organization in a way that will negatively affect other
program areas will be a message to convey as we seek approval from the Board of Directors to
add Addison’s Neighbor to the services the agency provides.
Addison’s Neighbor will rely heavily on referrals from the DHR. DHR is the child
welfare agency that will emancipate and disengage youth from the child welfare system as they
Capstone Proposal 38

age out of foster care. CSCA is a child placing agency through two contracts with DHR. These
contracts dictate the services provided by the two programs. Because CSCA has this existing
relationship with DHR the messaging theme when discussing Addison’s Neighbor will be
partnership. As we explain the need from the community for our program, we will further
explain the need from DHR and how a partnership with us will help to fulfill that need. This will
not only ensure that we are able to receive referrals on a continuous basis from DHR, but will
also present opportunities for Requests for Proposals (RFPs) and additional contracts furthering
capacity and sustainability for the program and the organization.
One of the most important audiences to consider messaging for is the target client
population. Transitional aged youth who are aging out of foster care and are also parenting minor
children will also receive a message of need; however, the message of the necessity of the
program will be tailored specifically for them. This means that the message being conveyed to
the youth will be one of why THEY need the program. Most messaging to this age group will
include “What’s in it for me?” While youth will be referred by DHR, they will have exited from
foster care and will need to be engaged in their future in the program. By having messaging that
shows all youth will be able to reach their goals with full participation in the program, Addison’s
Neighbor will have program participants who have buy-in and do not look at the program as
“just another DHR referral.”
It is important for Addison’s Neighbor to have community engagement. In order to gain
community partners it will be vital to communicate to the community messages of partnership
and being “neighborly” without burden or obligation. Addison’s Neighbor understands that Not
in My Backyard (NIMBY) is a potential threat to the program; therefore, community buy-in will
Capstone Proposal 39

help to eliminate this barrier. If community members truly feel that they are partners of this
organization and true neighbors to the population that we are serving, this potentially creates
opportunities for partnerships through volunteering, fundraising, other agency connections, and
additional referrals.
As we develop our communication strategy for the Board of Directors we will appeal to
board members’ connections to the work that the agency is doing as well as the mission of the
agency. We will also use the authority principle as we develop this messaging. This same
principle will be used as a technique for message development with DHR as well; however, it
will be framed differently. DHR is an authority source on child welfare. So, while we are
highlighting the authority that DHR has on the subject of child welfare, we will also demonstrate
Addison’s Neighbor’s place as the authority on the subject of youth as they exit child welfare as
young parents at risk of homelessness. Appealing to the targeted population’s hope for their
growing family’s future will be one technique that we use when developing messaging for youth.
Because we are engaging transitional aged youth social proof would be an important compliance
principle to focus on as well. As we enroll youth in the program word-of-mouth from those who
are accessing provided services will be beneficial in getting our name out into the community. In
message development for the community, the most appropriate compliance principle for our
communication strategy would be the commitment principle. Allowing community members to
commit to being neighborly is an example of making community members partners without
burden or obligation.
Addison’s Neighbor will use a variety of media for campaign messaging. Print
information will be used for CSCA’s Board of Directors. Print information will include info
Capstone Proposal 40

graphics, reports, and other program information. Short-form videos, print information, and live
events will be used to capture the engagement of DHR workers as we design messaging to
partner with them in our efforts to house parenting youth exiting foster care. Social media will be
an important media source to use when engaging transitional aged youth. We will use Facebook,
Instagram, and Twitter as well as short videos uploaded to YouTube. Additionally, we will have
print information for distribution and host live events with youth (in conjunction with DHR)
prior to youth aging out of foster care so that they are aware of our program as a resource to
them. Because the community is composed of a variety of individuals from various professional
and personal backgrounds who are engaged in various ways, we will use several forms of social
media when delivering messaging to them. These include, social media, television commercials,
newspaper articles, live events, and printed information.
Ethical Considerations. In working with vulnerable populations such as youth who are
of transitional age, there are ethical considerations that we must account for. Organizations who
have provided housing in the past have had a history of requiring recipients to participate in
certain programs, demonstrate sobriety, or have credit worthiness. The Housing First model
eliminated those barriers, allowing those needing to be housed to receive housing quickly with
no barriers. While Addison’s Neighbor believes that housing is indeed the hub to a stable life, we
also recognize that in order to effectively eliminate inter-generational child welfare involvement,
youth who participate in our program will need to comply with certain requirements. As
mandated reporters, if youth are using illegal substances in the home while caring for children,
they will be reported to the Department of Human Resources. Youth who need assistance with
sobriety will not be turned away for housing.
Capstone Proposal 41

Because we are assisting youth who are parenting their own children, a requirement for
admission into the program is that youth have custody of a minor child or are pregnant. Should a
youth be a neighbor of the program and have a child removed and placed into the care of DHR,
they will not be turned away for housing. Instead, we will assist the youth in accessing services
necessary so that they are able to be reunified with their child(ren).
As we continue to study youth at risk for homelessness, there are ethical considerations
that surround what youth qualify for housing and what youth do not. With a program that is
addressing such a sensitive topic as homelessness and healthy development of youth, it would be
an ethical dilemma to turn any youth away who is in need of services. It will be important for
CSCA and Addison’s Neighbor to provide flexibility within the program so that everyone who is
in need of services is provided those services in an effort to help eradicate homelessness. For
example, if a youth’s portion of rent is $100 per month and they were unable to pay it in its
entirety, the client would not be evicted. The client would be provided additional assistance with
budgeting and an arrangement would be made to assist the client with paying their portion of
rent.

AREA 5: CONCLUSIONS, ACTIONS, AND IMPLICATIONS
Summary of Project Plans. Ending homelessness and ensuring healthy development for
all youth are grand challenges that are in need of innovative solutions that are effective,
sustainable, and tailored for the vulnerable populations who need them. Addison’s Neighbor is
an example of one of those innovative solutions. Transitional aged youth who are parenting and
Capstone Proposal 42

have aged out of foster care is a vulnerable population that is in need of specific, individualized
services that will aid them as they work to achieve permanency and provide stability for their
children. Addison’s Neighbor will provide permanent supportive housing with intensive case
management using evidenced based curriculums and other area resources. Neighbors of this
program will not only be provided with housing and skills to aid them in independence, but
involvement in our program will additionally prevent the inter-generational cycle of child
welfare involvement; thus, ensuring healthy development for all youth.
Current Practice Context for Project Conclusions. As the United States Department of
Housing and Urban Development continue to issue 10-year plans to end homelessness, research
continues in an effort to discuss what best practices are for the eradication of homelessness. As
stated throughout this proposal, Housing First is considered best practice when working with
homeless populations, specifically, chronically homeless adults. Because Housing First has been
one of the most researched and effective models to use with permanent supportive housing,
agencies and organizations are now beginning to look at using the model with a variety of
populations, including youth. Addison’s Neighbor will be the first organization in the United
States to use elements of this model to provide permanent supportive housing to youth who are
aging out of foster care and parenting. The outcomes from our program will help to further the
research being done to address best practices for working with youth who are homeless or at risk
of homelessness, specifically, youth who have aged out of foster care and are parenting their own
children.
Project Implications for Practice and Further Action. We are prepared to present the
attached program proposal to the CSCA Board of Directors in March of 2020. CSCA is currently
Capstone Proposal 43

in an intentional interim year and the permanent Executive Director will be appointed in
February of 2020. During this interim year, the Board of Directors is being developed and it
would be in the best interest of Addison’s Neighbor to begin implementation after the conclusion
of the interim year. During the interim year, Addison’s Neighbor will continue to gather the most
up to date data on transitional aged youth who are former foster youth and are parenting. We will
conduct focus groups with parenting youth who are in foster care to gather information about
youth’s needs and also continue networking with possible partners in the community and funding
arenas during this interim year in preparation for implementation.
Upon approval for implementation of the program, Addison’s Neighbor will immediately
begin to apply for funding. Addison’s Neighbor will be fully functioning as a program of CSCA
by January 2021. In January 2025, Addison’s Neighbor will expand from the River Region area
of Montgomery, Alabama to other areas of the state. As research and outcomes continue to
demonstrate the necessity of this program, it will become a national program that is able to
function within foster care agencies or other resource agencies. Because Addison’s Neighbor is
designed as a program that is flexible and individualized for each and every neighbor served, it is
the perfect program to be scaled for other organizations in all states.
Project Limitations. As an innovative program, Addison’s Neighbor will face
challenges. While homelessness has been a problem in the United States for many years,
effective models and practices that have been researched have been documented to assist adults;
however, there are thousands of homeless youth who are in need of services every day. Because
homeless youth have not been studied in the way that chronically homeless adults have, there is
less research available as we develop Addison’s Neighbor. Further, as we seek funding for such
Capstone Proposal 44

an innovative program, funders may be hesitant to fund a program that has never been
implemented before.
Because we are an affiliate of Christian Services for Children, we will not have the
autonomy to make decisions as a free -standing organization would; rather, we would be
responsible for seeking the guidance and governance of the CSCA Board of Directors before
making certain decisions. Gaining community support will be important to Addison’s Neighbor
as community partners will be some of the most vital neighbors that our program will ever need;
however, we are realistic in the world view of youth who are able-bodied and of transitional age.
It will behoove our program to intentionally work through our communication strategy in an
effort to apprise the community of the necessity of our program in our community and others.
Additionally, we will be flexible as a program within the organization of CSCA. The flexibility
of our program will allow us to work through our limitations and ethical considerations in a way
that will best serve the needs of the neighbors in our program.
Conclusion. As we fight against the grand challenges that face our world every day, it
will be important to use research, best practices, and innovation to develop programs,
organizations, and tangible products to solve the problems that plague the most vulnerable
populations. Homelessness is a large puzzle and each piece is in need of individual attention.
Addison’s Neighbor is a missing piece of the puzzle that will provide services to a population
that is in need of specialized services. This proposal demonstrates the need for such a program
and the capability that we have to serve all of our neighbors.

Capstone Proposal 45

Capstone Proposal 46

APPENDIX A

CSCA Staff and Board
Support
Program Staff
Evidenced Based
Curriculum
Scattered Site
Housing
Grant Funding
Fundraising
Provide permanent
supportive hoiusing
Provide education
surrounding basic
living skills
Provide education
surounding effective
parenting
# of Youth Served
# of Minor Children
Served
# of Non-Custodial
Parents Served
# of Youth's Families
Served
Youth and their
children are in safe
and stable housing
Youth and ther
children have access
to services needed
Youth will implement
skills learned and
maintain their
housing
Permanency for
former foster youth
and their children is
achieved
Youth are actively
enaged in their
physical health and
mental well-being
Youth's children will
be academically
successful and meet
developmental
milestones
Youth homelessness
is decreased
Decrease in youth
incarceration and
drug use
Decrease in inter-
generational
transimission of child
abuse and neglect
issues by fostering
skills, independence
and self—sufficiency
among the affected
families
Addison’s Neighbor Logic Model

Inputs
Activities
Outputs
Immediate
Outcomes
Intermediate
Outcomes
Long-term
Outcomes
Capstone Proposal 47

APPENDIX B

TAY Triage Tool
1. Have you ever become homeless because: I ran away from my family home,
group home, or foster home;
2. Have you ever become homeless because: There was violence at home between
family members;
3. Have you ever become homeless because: I had differences in religious beliefs
with parents/guardians/caregivers;
4. How old were you when you tried marijuana for the first time?;
5. Before your 18
th
birthday, did you spend any time in jail or detention?;
6. Have you ever been pregnant or got someone else pregnant?

Developed by Eric Rice, Ph.D. (2013)

Capstone Proposal 48

APPENDIX C
Addison’s Neighbor
Line Item Budget for First Year of Operation
Revenue
HUD 500,000
NBA 30,000
DHR 10,000
Fundraising 15,000
HRSA 20,000
Total Revenue 580,000
Expenses
Personnel
Management 50,000 Program Supervisor
Case Managers 120,000 3 @ 40K each
Office Staff 35,000 Property Manager
Sub-Total 205,000
Benefits 61,500 30% of salaries
Total Personnel 266,500

Capstone Proposal 49

Operating Expenses
Client Rent 100,000 10 clients (includes utilities)
Client Furniture 10,000
Client Incentives 6,000
Office Rent 24,000 2K per month
Office Utilities 12,000
Technology 10,000 5 computers & cellular phones
Supplies 10,000 includes office furniture
Training 5,000
Travel 3,000
Curriculums 3,500
Other 30,000 including technical assistance
Total Operating Expenses 213,500
Total Expenses 480,000
Surplus/Deficit +100,000 Reserve

Capstone Proposal 50

References
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between community investment in permanent supportive housing and chronic
homelessness. Social Service Review, 88(2), 234-263. doi: 10.1086/676142
Chamberlain, C., & Johnson, G. (2011). Pathways into adult homelessness. Journal Of
Sociology, 49(1), 60-77. doi: 10.1177/1440783311422458
Evans, W., Sullivan, J., Wallskog, M. (2016). The impact of homelessness prevention programs
on homeless. Science, 353(6300), 694-699. doi: 10.1126/science.aag0833
Foscarinis, M. (2012). Homelessness in America: A Human Rights Crisis. The Journal of Law
in Society, 13, 515-527.
Gaetz, Stephen. (2017). THIS is Housing First for Youth: A Program Model Guide. Toronto:
Canadian Observatory on Homelessness Press.
Goodman, P., Messri, P., O’Flaherty, B. (2014). How effective homelessness prevention impacts
the length of shelter spells. Journal of Housing Economics, 23(2014), 55-62. doi:
10.1016/jj.jhe.2014.01.003
Goodman, P., Messri, P., O’Flaherty, B. (2016). Homelessness prevention in new york city: on
average, it works. Journal of Housing Economics, 31(2016), 14-34. doi:
10.1016/j.jhe.2015.12.001
Capstone Proposal 51

Greer, A., Shinn, M., Kwon, J., Zuiderveen, S. (2016). Targeting services to individuals most
likely to enter shelter: evaluating the efficiency of homelessness prevention. Social
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S., Uretsky, M. (2015). The grand challenge of ending homelessness (Grand Challenges
for Social Work Initiative Working Paper No. 9). Cleveland, OH: American Academy of
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Homebase. (n.d.) Reach Out [Pamphlet]. New York, New York.
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Moulton, S. (2013). Does increased funding for homeless programs reduce chronic
homelessness?. Southern Economic Journal, 79(3), 600-620. doi: 10.4284/0038-4038-
2010.309
National Association for the Education of Homeless Children and Youth. (n.d.). K-12 Education:
The McKinney-Vento Act. Retrieved from http://www.naehcy.org/educational-
resources/m-v
New York City Department of Homeless Services (n.d.). Homebase. Retrieved from
https://www1.nyc.gov/site/dhs/prevention/homebase.page
Capstone Proposal 52

Parsell, C. (2017). Do we have the knowledge to address homelessness?. Social Service Review,
91(1), 134-153. doi: 10.1086/691102
Perlman, S., Willard, J., Herbers, J. Cutuli, J., Eyrich Garg, K. (2014). Youth homelessness:
prevalence and mental health correlates. Journal of the Society for Social Work &
Research, 5(3). 361-377. doi: 2334-2315/2014/0503-0005
Permanent Supportive Housing Brief, (2017). [online] Available at:
https://www.hudexchange.info/resources/documents/Housing-First-Permanent-
Supportive-Housing-Brief.pdf [Accessed 16 Jul. 2017].
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Permanent Supportive Housing. (2013). https://d155kunxf1aozz.cloudfront.net/wp-
content/uploads/2014/02/TAY_TriageTool_2014.pdf
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Capstone Proposal 53

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Running Head: CAPSTONE PROPOSAL

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Asset Metadata

Creator Cochran, Ashley Latrice (author)

Core Title Addison’s Neighbor: permanent supportive housing for parenting youth transitioning out of foster care

School Suzanne Dworak-Peck School of Social Work

Degree Doctor of Social Work

Degree Program Social Work

Publication Date 06/13/2019

Defense Date 04/11/2019

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag ending homelessness,foster care,foster youth,grand challenges,healthy youth,homeless minors,Homelessness,OAI-PMH Harvest,permanent supportive housing,transitional aged youth,youth homelessness

Format application/pdf (imt)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Celis, Olivia (committee member), Enrile, Annalisa (committee member), Southard, Marvin (committee member)

Creator Email alcochra@usc.edu,ashley.cochran87@yahoo.com

Permanent Link (DOI) https://doi.org/10.25549/usctheses-c89-172945

Unique identifier UC11660100

Identifier etd-CochranAsh-7469.pdf (filename),usctheses-c89-172945 (legacy record id)

Legacy Identifier etd-CochranAsh-7469/etd-CochranAsh-7469.pdf

Dmrecord 172945

Document Type Capstone project

Format application/pdf (imt)

Rights Cochran, Ashley Latrice

Type texts

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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 a...

Repository Name University of Southern California Digital Library

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