Housing Youth White Paper

CORPORATION for SUPPORTIVE HOUSING
HOUSING YOUTH
KEY ISSUES IN
SUPPORTIVE HOUSING
September 2003
Prepared by Kate Durham, DPM Consulting, with the Corporation for Supportive Housing
Special thanks to Benjamin Kerensa, Gennero Moore, Tiffany Davis, Marie Moore, Jose Ortiz and Nelson Wilson,
Jr., young people who shared their wise and helpful insight into designing the ideal supportive
housing project for youth and young adults.
Corporation for Supportive Housing September 2003

Table Of Contents
Page
I. The Purpose of this Guide 1
II. The Need for Permanent Supportive Housing for Youth and 1
Young Adults
► Youth homelessness 2
► Systems and non-systems youth 4
► Transitional versus permanent supportive housing 4
III. Designing Supportive Housing for Youth and Young Adults 6
► Infuse an understanding of adolescent development into 6

program design and practice
► Recognize tenants as young adults with full rights and 7

responsibilities
► Embrace a youth development framework 8
► Choose the most appropriate model 8
► Acknowledge that youth are inherently in transition 9
► Anticipate aging in place 10
► Provide a mix of relevant and responsive services 10
Case management/service coordination

Crisis intervention
Life skills education
Education
Job training/career planning/employment
Substance use and positive sex education
► Plan staffing to achieve service objectives 13
Case Manager/Youth Advocates

Peer Advisors

► Establish property management to reflect youth concerns 14
Fair Housing laws

Tenant application, interview and selection process
Tenant move-in plan and education program
House rules
Vacancy loss
► Create venues for ongoing youth input 17
► Welcome youth culture 18
IV. Funding Supportive Housing for Youth and Young Adults 18
► Housing and Urban Development 18
Section 8
Family Unification Program
Supportive Housing Program
Shelter + Care Program
► Temporary Assistance for Needy Families 19
► Foster Care Independence Act of 1999 20
► Low Income Housing Tax Credits 20
► State programs 20
V. Profiles of Existing Permanent Supportive Housing for Youth and 21

Young Adults
► Booth Brown House Services, Minneapolis, MN 21
► Ellis Street Apartments, San Francisco, CA 22
► First Place Fund for Youth, Oakland, CA 24
► Rising Tide Communities, Orange County, CA 26
► Schafer Young Adult Initiative, New York, NY 28
► Seventh Landing, Minneapolis, MN 30
VI. Bibliography 33

I. THE PURPOSE OF THIS GUIDE
This guide is a brief overview designed as a tool for service providers, housing developers and
managers, public and private funders, and other stakeholders interested in supportive housing for
youth and young adults.
While youth supportive housing can benefit tremendously from best practices and lessons learned in
adult and family supportive housing, there are some points of differentiation worth noting. This tool
aims to stimulate thinking about the unique strengths and needs of homeless youth and young
adults, so that these factors can inform decisions about housing models, service packages, staffing,
property management, tenant selection, and funding.
This tool is not meant to be comprehensive, nor is it meant to replicate existing resources.
Therefore, to gain a more in-depth understanding of the building blocks necessary to design and
implement successful supportive housing, it may be best to read this tool in conjunction with several
additional Corporation for Supportive Housing publications.1 Of particular relevance is Supportive
Housing for Youth, also published in 2003, which includes an assessment of the need for housing
youth and overviews of current funding and legislative issues, existing models (especially transitional
housing), and public policy recommendations, along with brief summaries of existing projects.
Intended as a complement to that document, this one is primarily an exploration of issues specific to
permanent housing with an emphasis on the nuts and bolts of designing and operating supportive
housing targeted toward young people.
This tool has been developed in recognition of a social responsibility to offer homeless youth and
young adults the support they need to lead healthy productive lives. Supportive housing offers an
opportunity to provide the housing, services, and community these young people deserve and need
in order to make a successful transition to adulthood.
II. THE NEED FOR PERMANENT SUPPORTIVE HOUSING FOR YOUTH AND
YOUNG ADULTS
Homeless youth and young adults lack parental, foster, or institutional care. As is the case for the
homeless single adult and family populations, there are no hard data that accurately reflect the size
of the homeless youth and young adult population in the United States. National estimates of the
number of runaway and homeless youth (aged under 18 years) range from 500,000 to 1.3 million.2
Youth advocates and providers nationwide contend that the numbers increase each year and far
exceed the estimates that are currently available. In many states, including California, over-age youth,
between 18 and 24, are among the fastest growing segments of the homeless population.
1
Specifically recommended are Supportive Housing for Youth; Between the Lines: A Question and Answer Guide on
Legal Issues in Supportive Housing – National Edition; Developing the “Support” in Supportive Housing; Family
Matters: A Guide to Developing Family Supportive Housing. All publications can be ordered or downloaded from
CSH’s website: www.csh.org. See the bibliography at the end of this document for further detail.
2
See both National Network for Youth website, Runaway and Homeless Youth RHYA Appropriations, and
Department of Health and Human Services (HHS) website, Family and Youth Services Bureau (FSYB)
Corporation for Supportive Housing 1 September 2003

► Youth Homelessness
As iterated by the Department of Health and Human Services Administration for Children, Youth
and Families, the number of youth who run away from home must not be viewed entirely as an
indicator of problem youth behavior but as evidence of society’s inability to develop adequate
support for youth and families troubled by economic difficulties, alcohol or drug use, mental health
issues, sexuality and sexual abuse, and violence. Indeed, many young people leave their family of
origin in a courageous attempt to protect themselves from further physical and sexual abuse,
strained relationships, addiction of a family member, and/or parental neglect. Sixty to eighty percent
of adolescents found in shelters and in transitional living facilities have been physically or sexually
abused by their parents or guardians. Another 20 percent have experienced years of family violence.3
Lesbian, gay, bi-sexual, transgender (LGBT) and questioning youth, fleeing homophobia in their
families and schools, are disproportionately represented in the homeless youth population. A study
of young gay males found that 26 percent of those surveyed were forced to leave home because of
familial conflict over their sexual identity.4 Another study of gay and lesbian youth found that two
out of five had been physically assaulted, with more than three-fifths of the incidents having
occurred in their homes.5 A 2001 survey by the Gay Lesbian and Straight Education Network found
that more than 80 percent of gay, lesbian, bisexual, and transgender students report being verbally,
physically, or sexually harassed at school.6 The gravity of stresses faced by gay and lesbian youth is
underscored by data that document that LGBT youth are two to three times as likely as their
heterosexual counterparts to attempt suicide.7
Youth also become homeless when their families suffer financial crises resulting from lack of
affordable housing, limited employment opportunities, insufficient wages, no medical insurance, or
inadequate welfare benefits. These youth may become homeless with their families but are later
separated from them by shelter, transitional housing, or child welfare policies.8
Those with a history of foster care face a significantly increased chance of becoming homeless at an
earlier age and remaining homeless for a longer period of time.9 The alarming number of youth
aging out of the foster care system who end up homeless is confirmation of the system's failure to
prepare young people adequately for successful transitions to adulthood. A 1999 report of several
states by the General Accounting Office (GAO) indicated that between 25 and 40 percent of foster
care youth become homeless10 after emancipation, with a lack of job and independent living skills
cited as a major cause. As noted by ChildTrends11, it is worth recalling that many of the problems
3
National Network for Youth website (http://www.nn4youth.org), August 2000
4
Gary Remafedi (ed), Death by Denial: Studies of Suicide in Gay and Lesbian Teenagers, 1993
5
Kevin T. Berrill and Gregory M. Herek. Hate Crimes: Confronting Violence Against Lesbian and Gay Men, 1992
6
GLSEN (2001). National School Climate Survey. Available at: GLSEN. Accessed October 30, 2001.
7
National Mental Health Association website (www.nmha.org). "Bullying in Schools: Harassment puts Gay Youth
at Risk".
8
Marybeth Shinn and Beth Weitzman. "Homeless Families Are Different," in Homeless in America, 1996.
9
Nan P. Roman and Phyllis B. Wolfe. Web of Failure: The Relationship Between Foster Care and Homelessness,
1995.
10
C.M. Fagnoni. “Foster Care: Challenges in Helping Youths Live Independently,” Testimony before the
SubCommittee on Human Resources, Committee on Ways and Means, House of Representatives, United States
General Accounting Office, May 13, 1999.
11
ChildTrends. Research Brief. Youth who Age Out of Foster Care: Trouble Lives, Troubling Prospects.
www.childtrends.org

evidenced by young people emancipating from foster care have their roots in traumatic early-
childhood experiences that occurred before they even entered the foster care system. Like other
homeless youth if unassisted, many may turn to illegal activities such as drug dealing or prostitution
to survive. Not surprisingly, a large number end up in prison or on welfare.
For young people engaged in the children’s mental health system, homelessness may be a result of
poor coordination and transfer from youth services to adult programs. Neither system claims
responsibility for helping these young people move from child to adult services, so they remain
largely “unclaimed,” falling through the cracks that exist between the systems.12 Furthermore,
placement within a traditional mental health setting for adults may be completely inappropriate for
this age group.
For many youth graduating from substance-abuse treatment programs (court-ordered or voluntary)
and released from the juvenile justice system, family reunification is not a healthy option as it
reconnects them with an environment that may have contributed to their drug use or criminal
involvement.
Not only do homeless youth (including those who have aged out of the foster care, juvenile justice,
or the children’s mental health systems) face multiple life challenges without the adult guidance and
financial support that others their age typically receive, they do so at a critical juncture in their
development—the transition from childhood to adulthood. One researcher pointed out how
unreasonable this expectation is, noting that nearly 22 million young adults nationally live at home
with one or both parents because they cannot support themselves, given the high cost of housing
and the low wages available in entry-level jobs.13 From an economic standpoint, many homeless
youth are so behind their peers academically as a result of stress, instability, frequent school changes,
and unidentified learning disabilities that they do not have access to a career track that will provide a
livable wage. Developmentally, the transition from living at home to living on one’s own is difficult
for any young person, and it is absurd, even negligent, to expect young people who have
experienced significant trauma in their lives to handle this on their own.
Permanent supportive housing offers an alternative. It is a model that has proven successful and
cost-effective with homeless adults and families, and could contribute enormously to a reduction in
youth and adult homelessness if developed for youth and young adults aged between 18 and 24
years. When provided with decent, safe, and affordable rental housing, along with access to an array
of relevant, flexible, and responsive services, young people can begin to heal past traumas, create
community, and build the skills needed to live more stable, productive lives. By refining and creating
new approaches, our actions will speak tenfold to young people who may then begin to feel valued
and understood, necessary conditions if they are to thrive. By investing in young people now, we can
reduce their long-term dependence on service systems and increase their possibilities for good
health, well being, and sustained self-sufficiency.
12
Davis, M. and A. Vander Stoep. The Transition to Adulthood Among Adolescents Who Have Serious Emotional
Disturbances, Delmar, NY: The National Resource Center on Homelessness and Mental Illness, Policy Research
Associates, Inc., April 1996.
13
M. Kroner, Housing Options for Independent Living Youth, CWLA Press, DC, 1999.

► Systems Youth and Non-Systems Youth
Because young people become homeless for a variety of reasons, it is difficult to define homeless
youth and young adults as a homogenous population. For institutional, legal, and funding purposes,
however, there are two main categories of homeless youth: “systems” youth and “non-systems”
youth. “Systems” youth include those who have been placed in state custody and are involved in the
child welfare, juvenile justice, mental health, or chronic healthcare systems. “Non-systems” youth
refers primarily to runaway and homeless youth living outside mainstream systems. Generally “non-
systems” youth have ‘voluntarily’ left their parents’ custody, as opposed to being removed. Services
for these two categories are often financed from different funding streams.
► Transitional versus Permanent Supportive Housing
Supportive housing differs from other kinds of residential programs for youth. Through the Juvenile
Justice and Delinquency Prevention Act of 1974, the federal government provides funding for
emergency shelter programs that promote family reunification and address the immediate needs of
“non-systems” runaway and homeless youth and their families. For those youth for whom family
reunification is not a healthy option, Congress created the Transitional Living Program (TLP) for
Older Homeless Youth as part of the 1988 Amendment to the Runaway and Homeless Youth Act
(RHYA). Programs funded as a result of this act are designed to help young people who are
homeless, including those who have been in foster care, avoid long-term dependency on social
services and make a successful transition to self-sufficient living.
Transitional programs for systems youth are called Independent Living Programs (ILPs) and are
typically designed for parenting youth, young people preparing to emancipate from the foster care
system, and those diagnosed with serious emotional disturbances. Like TLPs, ILPs are time-limited
and aim to help young people negotiate a successful transition to adulthood.
While transitional programs are effective for many young people, increasing numbers report that
success is impeded by the lack of safe, decent, affordable housing for youth to transition to.
Furthermore, some youth may need more time in transitional housing than the limit allows. Other
youth who may prefer greater autonomy but still benefit from support services would thrive in a
more independent environment.
In the continuum of critically needed housing and services for youth and young adults, permanent
supportive housing offers a more independent option without funding-imposed time limits. Like
transitional housing, permanent supportive housing recognizes the value of combined housing and
services, but affords its residents the rights and responsibilities of tenancy. Supportive housing
provides young people with the chance to experience and explore ‘real world’ independence
without taking away their safety net completely. It allows young people to determine what kinds of
service and what level of engagement are best for them. The chart below further delineates the
distinguishing characteristics of the two models.

DISTINGUISHING CHARACTERISTICS OF TYPICAL TRANSITIONAL AND
PERMANENT SUPPORTIVE HOUSING FOR YOUTH
Transitional Housing Programs: Permanent Supportive Housing

TLPs and ILPs Programs
Goal Combine temporary housing with Combine stable, long-term,
mandatory services to assist homeless affordable housing with voluntary
youth and young adults in stabilizing services to assist homeless youth and
their lives and developing the skills young adults in stabilizing their lives
and resources they need to make a and developing the skills and
successful transition to independent, resources they need to maintain
self-sufficient adulthood housing and achieve and sustain self-
sufficiency
Populations TLPs target youth aged 16–21 who Typically targets homeless youth and
Served are homeless, aging out of the foster young adults aged 18-24 including
care system, transitioning from the those who have aged out of the foster
juvenile justice or mental health care system, transitioned from the
system, pregnant and/or parenting, juvenile justice system or children’s
and who would benefit from a service- mental system, and/or are pregnant
rich environment and parenting, and who would thrive
in a more independent setting
ILPs typically target youth aged 18–21
aging out of foster care
Time Limits TLP: Typically 18 months 14 Tenant has a lease or occupancy
ILP: Offered until 21st birthday agreement and there are no limits on
length of tenancy as long as he/she
abides by conditions of lease or
agreement
Tenancy Program-based; housing is tied to Lease-based; housing is tied to
participation in program upholding lease agreement. A tenant
with a current and valid lease can
only be evicted for lack of rent
payment, illegal activities on
premises, or other serious violations
(Click to sample lease.)
Services Services are generally mandatory; high Services are voluntary; levels of
level of engagement expected of all engagement vary
residents
Primary TLP: HHS RunAway and Homeless • HUD: Section 8, Supportive
Federal Youth Act Funding Housing, Shelter + Care and
Funding Family Unification Program,
Sources ILP: Chafee Independent Living Housing for Persons with AIDS
Program • Low Income Housing Tax
14
The National Alliance to End Homelessness, Corporation for Supportive Housing, and AIDS Housing of
Washington are currently advocating extending the period of services for Transitional Living Programs for youth
who have not reached majority age.

Credits
• TANF
(Section IV of this tool offers more detail on

funding sources
III. DESIGNING SUPPORTIVE HOUSING FOR YOUTH AND YOUNG

ADULTS
Youth supportive housing presents challenging contradictions. A helpful over-arching objective,

therefore, is for supportive housing for youth and young adults to achieve the same kind of balance
for which parents strive when raising their own adolescents: providing enough guidance and support
to ensure a sense of safety and security while also promoting healthy separation and independence.
The following considerations are recommended as the basis for creating a supportive housing
environment that promotes both the project and the individual youth’s success. These
recommendations have been informed both by staff in youth supportive housing, as well as by
young people.15.
► Infuse an understanding of adolescent development into program design and

practice
► Recognize tenants as young adults with full rights and responsibilities
► Embrace a positive youth development framework
► Choose the most appropriate model
► Acknowledge that youth are inherently in transition
► Anticipate aging in place
► Provide a mix of relevant and responsive services
► Plan staffing to achieve service objectives
► Establish property management to reflect youth concerns
► Create venues for ongoing youth input
► Embrace youth culture
Some detail about each of these eleven considerations follows:
► Infuse an understanding of adolescent development into program design and practice
While their issues will differ, most homeless youth and young adults will present concrete
psychological needs and some will present developmental delays that require the kind of nurturing
and safe environment that supportive housing can provide. For many homeless youth—whether
“systems” or “non-systems” youth—their development was stunted because of (often unaddressed)
traumatic experiences and lack of adult nurturing, guidance, and support.
According to the American Academy of Child and Adolescent Psychiatry, the following is a non-
inclusive list of normal feelings and behaviors experienced in early adolescence. Many homeless
15
A focus group was held in San Francisco with youth and young adults living in supportive housing, transitional
housing and shelters to learn their perspective on the ideal supportive housing project.

young adults, aged between 18 and 24 years, are still at this developmental stage, so it is important to
anticipate these behaviors in a supportive housing environment:
• struggle with sense of identity

• moodiness
• tendency to return to childish behavior, particularly when stressed
• primary interest is focused in the present
• rule and limit testing
• experimentation with sex and drugs
While many young people have the benefit of supportive parents or guardians who can provide the
emotional and physical safety needed to take the kinds of risks normally associated with moving
from early to late adolescence, homeless youth and young adults have typically lacked that presence
in their lives. Positive and consistent support from adults can, however, assist these youth in getting
back on a path of healthy development. Like good parenting, this support should encourage
experimentation and allow for mistakes as long as youth are not being harmful to themselves or
others, nor, in the case of housing, jeopardizing their tenancy.
As youth are developmentally ready, supportive housing environments can promote:
• increased independent functioning

• examination of inner experiences
• increased concern for the future
• greater capacity for setting goals
• greater capacity to use insight and think critically
• increased emphasis on personal dignity and self-esteem
Program practices should be inherently structured to promote healthy development. For youth who
have grown up in the system, for example, critical thinking is often numbed because they learn very
early that it can be meaningless in their situation. There is often no logical explanation for the callous
ways in which they are removed from their families, separated from their siblings, and passed from
home to home, social worker to social worker, and school to school. When they do think critically,
ask important questions, and challenge decisions, they are often labeled as anti-social, troubled, or
displaying behavioral problems. The supportive housing environment can provide tremendous
opportunities to re-cultivate critical thinking and care should be taken to do so throughout youths’
experience—from the housing application stage to move-out.
► Recognize tenants as young adults with full rights and responsibilities
While it is critical to create environments and relationships that allow for the kind of normal
development that many homeless youth have not experienced, it is also important to recognize that
youth aged 18–24 are young adults and as such have the full rights and responsibilities of adults.
These rights should be embraced and not seen as administrative or service barriers.

► Embrace a positive youth development framework
Successful youth supportive housing builds on the principals of youth development and therefore
emphasizes skill building. In contrast to deficit models—which focus only on problem solving—a
youth development framework assumes that young people will make good choices if they have the
opportunities to develop social, moral, emotional, physical, and cognitive competencies. These are
best developed in environments that promote:
• safety and structure

• belonging and membership
• self-worth and an ability to contribute
• independence and control over one's life
• closeness and several good relationships
• competence and mastery16
Service design, staffing patterns, property management functions, and the tenant application and
selection process should all be informed by a commitment to youth development.
► Choose the most appropriate model
Typically, supportive housing is designed using a scattered site, single site or set aside unit model.
Some advantages and disadvantages of the each of these three models are presented in the chart
below.
Scattered Site Single Site Set Aside Units

Definition Housing dispersed Single, multi-unit building Units or entire floors
throughout the community dedicated to youth and set aside specifically for
and usually rented from a young adults youth and young adults
private landlord (Click to in affordable housing
sample third party developments
agreement)
16
A New Vision: Promoting Youth Development, Testimony of Karen Johnson Pittman, Director, Center for Youth
Development and Policy Research, before the House Select Committee on Children, Youth and Families, September
30, 1991

Advantages • Feels less like a • Conducive to building • May be more
program community amongst financially feasible
• Having adult neighbors staff and peers; this than single site
is a normalizing force advantage was • May not have to
• May offer important particularly valued by deal with siting
skill-building youth focus group challenges – or may
opportunities for youth participants be able to deal with
who have grown up in • Project has more them in partnership
institutional settings influence over living • Can address aging in
• Can make long-term environment place concerns if
tenancy an attractive • Stronger ability to adult units are
option influence building available in same
design building
Disadvantages • Isolation can be a • Can feel too much • Mixing
problem; have to create like a program youth/young adult
intentional • Aging in place has and adult
opportunities to build specific challenges in populations may
community single-site settings cause real safety
• Less influence over concerns
living environment • Different age
• There may be a lack of groups may not
affordable housing in share same
the community tolerance for noise,
• Challenges of finding late night hours, etc.
and managing the units
While all three models can incorporate roommates into housing and program design, the scattered
site model, given its flexibility around unit size and layout and its advantages around long-term
tenancy, perhaps best lends itself to roommate situations. Some youth focus group participants
noted the advantages of a roommate model. From their perspective, a roommate would help them
to learn from others, provide a venue for peer support, make it possible to share costs, and mean
they wouldn’t have to be alone at night.
► Acknowledge that youth are inherently in transition
While housing may be structured as permanent, young people are in a transitional phase of their
lives. Thus, unlike adult or family supportive housing where long-term stabilization of individual
residents and the community may be a key priority, youth supportive housing may be designed to
move young people, when appropriate, beyond the housing project and towards greater self-
sufficiency and independence. Again, successful implementation requires a commitment to creating
an environment that is nurturing and stabilizing, and that also encourages young people to be as
independent as is feasible and healthy for them.
While good projects will recognize tenants' rights and certainly not force youth to move out
prematurely, they may be intentionally designed to be less attractive to youth as they age. Over time,
for example, youth living alone may want to live with housemates, partners, or children and that may

create healthy incentives to move on from a studio apartment in supportive housing after two, three,
four, or five years.
The fact that youth are inherently in transition requires that youth supportive housing programs
look at turnover statistics and service outcomes differently than adult or family supportive housing
projects do. High turnover rates, for example, may not necessarily reflect an unstable community,
but rather indicate a project’s success at moving young people into longer-term situations that are
healthy for them. Equally, youth projects need to be mindful of vacancy loss resulting from turnover
when calculating operating revenues.
One strategy to promote stabilization and long-term tenancy while ensuring that services are
directed towards the young people who need them most is to structure the program in such a way
that the housing is permanent but that the rental subsidy and services go away after an appropriate
and pre-designated time period, two to five years, for example. This works particularly well in a
scattered site setting. Leases can transfer from sponsor to tenant when the subsidy expires. This is a
good strategy for housing security when dealing with tight housing markets characterized by low
vacancy rates and minimal affordability.
► Anticipate aging in place
While promoting independence, supportive housing projects for youth should also anticipate the
possibility of some tenants aging in place. This can happen in communities with little affordable
housing and in programs that are so successful in building community that people do not want to
move out. Aging in place may be a particularly relevant issue for projects working predominantly
with young people with long-term disabilities and fixed incomes who may not be able to afford
market rate housing.
It is important to think about the reality of aging in place and how that might impact a program's
mission, funding sources, and project design. While an intergenerational building may create great
community-building and mentorship opportunities, it may also present differences amongst tenants
in areas like noise tolerance and, more seriously, raise safety concerns due to mixing vulnerable
young adults with older adult populations.
► Provide a mix of relevant and responsive services
In supportive housing, services are designed to help tenants maintain housing stability and attain
their goals. Generally, supportive housing programs do not require tenants to participate in services
in order to retain their housing. The challenge then for the service provider is to develop and offer
services that are relevant and responsive and that elicit voluntary engagement. While the service
package will differ project to project, the design of all youth supportive housing services should be
driven by the following objectives:
• support young people in their healthy development

• promote critical thinking
• build the life and vocational skills needed to secure and sustain self-sufficiency
• address and manage untreated trauma in their lives
• address mental health and substance use concerns without mandating specific solutions

• create a community that provides opportunities for building positive relationships with
adults and peers
• if parenting, build their capacity to nurture and care for their children17
Meeting these objectives should inform decisions such as:
• What services will be provided on site as a benefit of tenancy? What community-based

services will be used as referral sources?
• What are the goals for on-site and off-site service usage?
• What are the hours of services? How many hours of services will be available?
If school and employment are priorities, for example, will services be available in the
evenings or on weekends?
• What will be done to stimulate involvement/engagement in services?
Is there a plan for outreach? Will there be peer staff? Are there community-building and
recreational activities to engage tenants? Will incentives be offered for service
engagement?18
• How are tenants involved in the design and delivery of services? How are they involved in
the creation and enforcement of housing policies and procedures?
• What is the grievance procedure for tenants?
When making decisions about service design, it will be helpful to create a profile of the target
population and the anticipated referral sources. Young people may enter the project with specific
financial entitlements that will inform the service package. Generally speaking, however, youth
supportive housing programs should consider providing the following core services—either on-site
or through an off-site referral—regardless of sub-population specialties.
Case Management/Service Coordination
Case management involves assessment, service planning, service coordination, and advocacy.
Youth and service providers may prefer the term "youth advocate," "youth advisor" or “service
coordinator” to "case manager," reflecting an orientation towards involving youth in full
partnership in all assessment and service coordination. Similarly, the terms "life plans" or “action
plans” may be preferred to "service plans." Plans with youth should be goal-oriented and
delineate time-limited accomplishments to help youth develop a sense of achievement and
progress.
Crisis Intervention
While crisis intervention services should always be available, projects should anticipate a high
level of need for these services when youth first move into housing. Homeless adolescents often
suffer from severe anxiety and depression, poor health and nutrition, and low self-esteem. In
17
While many of the recommendations in this guide could apply to supportive housing for parenting youth, this
population raises additional issues that require more attention than is possible here. Suffice it to say, there is a strong
and compelling need for supportive housing for parenting youth.
18
Youth focus group participants strongly recommended using incentives such as gift certificates or food coupons,
as a service engagement strategy

one study, the rates of major depression, conduct disorder, and post-traumatic stress syndrome
were found to be three times as high among runaway youth as among youth who have not run
away.19 Youth with untreated trauma may fall apart within the first six months or so after
moving in, particularly if they feel safe enough to reveal the symptoms of their trauma. Life
plans are therefore likely to progress from being crisis-oriented to being goal-oriented as youth
settle into housing.
Life Skills Education
Youth may move into housing with few tenancy or life skills. Many, for example, have never
done laundry or cooked a meal for themselves. It is just as likely, if they’ve been in long-term
foster care, that they have cooked for entire households, but have not had good training in
grocery shopping, financial management, personal hygiene, or self-care. Projects should
anticipate a range of skills and provide opportunities for skill building in all of these areas.
Services should also include opportunities and training in taking public transportation, conflict
resolution, benefits advocacy, and credit counseling. Youth focus group participants particularly
urged the need for skill building in money management—particularly with young people who
have had their money managed for them through institutional care or a rep payee.
Education
Studies of 16–25-year-old youth who aged out of foster care found that 40 to 50 percent had not
completed high school.20 Projects should anticipate widely varying levels of literacy and high
school education, and therefore be prepared to connect tenants with a range of opportunities
from basic literacy to GED preparation to post-secondary education. In regard to higher
education, demystifying the application and financial aid process is key.
Note that projects relying on tax credits will have imposed restrictions on student status: tenants
living in projects receiving tax credits cannot go to school full-time. Rather than making
education less of a priority; this puts the onus on staff to help tenants meet their educational
goals without jeopardizing their housing.
Job Training/Career Planning/Employment
For youth who can work, helping them prepare for livable wage employment is a service critical
to supportive housing and to young people’s ability to achieve and sustain self-sufficiency.
Identifying their career interests is an important first step to connecting them with helpful
resources offered on-site or in the community. These resources may include vocational training
programs, transitional employment opportunities, stipended internships, or paid positions.
To support job search, projects should consider providing on-site or off-site access to a
computer resource center. One project, profiled later in this document, provides a business
19
Marjorie Robertson. Homeless Youth on Their Own, 1996. Alcohol Research Group, Berkeley, CA
20
C.M. Fagnoni, “Foster Care: Challenges in Helping Youths Live Independently,” Testimony before the
SubCommittee on Human Resources, Committee on Ways and Means, House of Representatives, United States
General Accounting Office, May 13, 1999.

center on site, staffed by a youth advisor and equipped with computers, a fax machine, and
internet access. Another has an on-site digital library. In addition to meeting a real need, access
to technology often opens the door to young people’s further engagement with services.
Substance Use and Positive Sex Education – A Harm Reduction Approach to Services
While it may be appropriate for some projects to focus on abstinence from alcohol and drugs,
supportive housing for youth and young adults should anticipate alcohol and drug
experimentation and use as behavior developmentally consistent with this age group. Young
people, therefore, should be provided with in-depth, up-to-date and factual information about
alcohol and drugs so that they can make informed decisions about their use. Substance use
education, provided in groups or one-on-one, should be designed and delivered to acknowledge
the different relationships that youth tenants will have to substance use: some will choose to
abstain, others will use recreationally, and some will use to a degree that may interfere with their
health and the achievement of their goals and that will require intervention. Education,
therefore, should not make assumptions; it should be comprehensive and current, and delivered
non-judgmentally. A harm reduction approach to education will ensure access to a full range of
information about risks associated with use, as well as about how to maximize safety and health
if using alcohol or drugs. (Click to sample policy on drug and alcohol use.)
Likewise, regardless of whether residents are celibate or sexually active, all should have access to
a full range of information about how to lead healthy sex lives, if they choose to, and avoid
STDs, HIV and pregnancy. Information will help them to develop their values, sense of
responsibility, and sense of dignity around their own sex lives. The best model for education
should cover all aspects of positive sexuality including celibacy, birth control, safe sex and
sexually transmitted diseases, diverse sexual orientation and identification, and sexual and
romantic relationships, and communication tools regarding sexuality. Medical care, HIV/AIDS
services, mental health counseling and substance abuse treatment services should also be
available on site or through off-site referral.
► Plan staffing to achieve service objectives
Case Manager/Youth Advocates
While the number of tenants and the kind of case management services provided on site will
inform the number of staff that are needed, this decision should also be shaped by the level of
service engagement the project hopes to achieve.
It may be helpful to think first about how staff will make themselves available to tenants.
• Will they be available on site during specific hours each day? Will they be on call?
• If they live on site will they have office hours? Will staff see tenants in an office or in
their homes?
• Will tenants need to make appointments? Will staff have walk-in hours or will staff–
participant interaction be flexible and based on need?

Non-traditional interaction strategies should be considered with youth, particularly in a housing
environment. Typically, homeless youth have had few positive experiences with adults in their
lives and they may be understandably wary of more traditional staff–client approaches to
services.
Peer Advisors
In keeping with youth development practices, creating peer position(s) is recommended for
housing projects. One proven model that can inform the design of peer positions, particularly in
project-based settings, is that of Resident Advisors in college and university dormitories.
Resident Advisors typically live in dorms with students and serve as peer resources. Often, their
priority is to help build community between students. They have knowledge about students’
concerns and an understanding of campus resources, policies, and procedures. Most receive
training in conflict resolution, crisis intervention, and information and referral.
Peer Advisors in youth supportive housing could serve many of the same functions. Certainly,
peer staff positions raise questions about confidentiality, appropriate pay, training, boundaries,
and so on, and projects interested in exploring this type of position could benefit from campus
learnings. (Click to sample resident advisor job description.)
Other positions will be determined by the kinds of services offered on site. Youth focus group
participants urged 24-hour access to a staff person—even if it is via the telephone—for crisis
counseling and support. Most youth supportive housing projects recommend a fairly high staff-
to-tenant ratio, and in fact several increased their staffing over time after gaining a better sense
of youth needs. Drawing from the projects profiled, a minimum recommended ratio of service
staff to youth/young adults in supportive housing (non-inclusive of property management) is 1
staff for every 12 youth, and many projects have a higher ratio.
► Establish property management to reflect youth concerns
As in all supportive housing, the property management function should be mission driven and
concerned not only with the physical and fiscal management of the property but with the health
and well being of the tenants as well.
The following sections focus on property management issues through the lens of youth
housing.
Fair Housing laws
Often, projects’ missions can best be met by targeted marketing and tenant selection criteria.
This must be done, however, in the context of federal and state fair housing laws. These laws
were developed to prevent discrimination against protected groups of people and must be
negotiated and complied with by all who seek to provide housing for youth and young adult
populations. It is possible for supportive housing providers to serve specific populations, but fair
housing laws do present some limitations and implications that must be understood.

As urged in Between the Lines: A Question and Answer Guide on Legal Issues in Supportive Housing21, the
following questions should be explored when considering a youth supportive housing project.
The answers will inform marketing strategies as well as tenant screening and selection processes.
1. Which fair housing laws apply to this project?

2. What funding is received by the project and does the funding source either prohibit or
authorize reserving the housing for a specific population of tenants?
3. Is a disability issue involved?
One way to avoid prohibitions against age restrictions as mandated through the Age
Discrimination Act is to use selection criteria other than age to market projects. An example of
non-age specific criterion useful for youth housing is the requirement that applicants have lived
in foster care or been a runaway or homeless youth within the last five years. Although the Age
Discrimination Act does prohibit the use of such non-age based criteria if they result in the
disproportionate exclusion of people in particular age groups, this prohibition may be overcome
by a showing that the criterion is necessary to achieve the objectives of the housing program.
Programs designed to serve former foster or runaway and homeless youth that are careful not to
use explicitly age-based admission criteria should be able to meet this requirement.22
In California, in an effort to create affordable housing that specifically and legally targets youth
and young adults aged between 18 and 24 years old and younger emancipated youth, the
community successfully organized to propose a state assembly bill that establishes that creating
housing specifically targeting homeless youth and young adults that is either administered by the
State or has received any state funds is hereby authorized and will not be considered unlawful
discrimination on the basis of age. AB 2972, which was signed into law, creates a statutory
objective as needed under federal law and provides that such housing will not violate state and
local age discrimination laws. It also assists the State in its implementation of federal laws
promoting independence and self-sufficiency among foster care, runaway and exploited youth.
Currently AB2972 is being reviewed by the Department of Housing and Urban Development to
determine whether or not it can override Fair Housing laws for HUD-funded permanent
supportive housing projects targeting youth in California. Other communities may want to
advocate for similar legislation.
Anecdotally, some projects have employed aggressive marketing strategies to manage the tension
between adhering to Fair Housing Laws and preserving the integrity of their project. One for
example, that rents on a first-come, first-serve basis, encouraged eligible and targeted applicants
to line up the night before the opening was publicized to ensure that the first applicants would
be youth and young adults from the population for which the project was specifically designed.
Since the issues of fair housing are so complex, it is impossible to fully explore them in this brief
document. Readers may want to obtain a copy of Between the Lines through the Corporation for
Supportive Housing’s web site, and/or to seek the services of an attorney familiar with local and
state housing laws.
21
Between the Lines: A Question and Answer Guide on Legal Issues in Supportive Housing, National Edition;
Prepared by the Law Offices of Goldfarb & Limpan for Corporation for Supportive Housing, March 2001
22
Ibid

Tenant application, interview, and selection process
While the tenant application and interview process must be guided by fair housing standards, it
can also be informed by the goal of introducing positive youth development practices from the
start. From the first point of contact, supportive housing can differentiate itself from
institutional care by making it clear to youth applicants that it is their choice whether or not they
apply for tenancy.
Family Matters: A Guide to Development Family Supportive Housing23 suggests four essential components
of a good tenant interview.
1. The applicant must know what supportive housing is and be sure that they want it.
2. The environment of the interview should encourage safety and honesty.
3. The interviewing process should be well formulated with legal questions that are asked
of all applicants consistently.
4. The interviewing should encourage the applicant to ask questions and explore fully the
opportunity of supportive housing so that they can make the most informed decision
possible about whether or not to apply for tenancy.
Tenant selection criteria should be pre-determined by a team of property management and

service staff and should help determine which young people could thrive in an independent (as
opposed to a more program-based, transitional) setting. Criteria could include, for example:
1. ability to pay rent (based on income)

2. ability to live independently
3. interest in achieving stability
4. demonstrated willingness to accommodate the terms of the lease
Tenant move-in plan and education program
For most youth moving into supportive housing, this will be their first time as lease holders and
they will need to be clearly informed of their rights and responsibilities as tenants. They should
also be informed of what they can expect from property managers. The terms of the lease
should be clearly explained, including the causes for eviction.
Homeless youth, both those with street experience and those who grew up in institutional care,
may be accustomed to living marginally, often in sub-standard conditions. They may need to be
encouraged to notify their property manager when something in their unit breaks down. Low
expectations can be elevated by creating a responsive property management function that
emphasizes that physical property be kept in good repair.
House rules
House rules in supportive housing are tied to conditions of the lease. In general, there are three
categories of behaviors governed by house rules: 1) compliance with rental and other payments;
23
Family Matters: A Guide to Family Supportive Housing, Written by Ellen Hart Shegos for the Corporation for
Supportive Housing, April 2001.

2) compliance with the legal expectations of maintaining the unit and property; and 3) tenancy
behaviors which could interfere with other tenants' rights to a safe, healthy, respectful and
peaceful community. House rules under all categories must also be mindful of, and not
compromise, the rights of individual tenants.
Visitor policies have particular relevance to the young adult population. A liberal overnight
visitor policy, for example, can both validate the importance of young people’s peer relationships
and allow them to lead sexual lives with dignity. At the same time, however, given the potential
housing needs of tenants’ peers, staff should be aware of the possibility of tenants providing
shelter to friends in crisis, which may include underage runaway youth. A policy that, for
example, limits overnight guests, without approval, to no more than three consecutive nights, or
one that requires all overnight guests to sign in through property management, may help mitigate
these concerns.
House rules may also address the project’s drug and alcohol policies. They may stipulate, for
example, that the building be drug and alcohol free. Or they may specify that drinking of
alcoholic beverages is not allowed in the lobby, hallways, stairs, common areas, or front of the
building. Given that tenants in youth supportive housing will likely include both underage and
legal age youth, it makes good sense to provide the reminder in house rules that drinking of
alcoholic beverages is illegal for persons under 21 years of age. (Click to sample house rules and
policy on drug and alcohol use.)
Vacancy loss
Vacancy loss is rent lost due to tenant turnover or under-occupancy. The standard vacancy loss
calculation is five percent for subsidized units and seven to ten percent for unsubsidized units in
a typical single site project. Though this is certainly not always the case, youth supportive
housing projects should be prepared for vacancy loss of three to five times the industry
standard, particularly early in the project’s existence, as the community stabilizes.
► Create venues for ongoing youth input
Youth and young adults are their own best advocates. New projects should think about creative and
meaningful ways to involve young people—both formally and informally—in pre-housing
development planning and in service design and delivery. A focus group with youth aging out of
foster care or living in transitional housing, held early in the planning process, will provide insight
that will help prioritize resources. A great way to engage tenants on an on-going basis is to establish
a tenant council to inform community rules and policies, coordinate ongoing community-building
activities, and give feedback to support services and property management staff. Regular community
meetings with tenants and staff can provide a forum to share information, dispel rumors, solve
problems, promote mutual understanding, and maximize cooperation. While hiring tenants may
initially present some human resource challenges, it is well worth adapting personnel policies and
practices to allow for peer positions, particularly if they are adequately resourced, not just in terms of
salaries/stipends, but also in terms of sound training and consistent supervision.

► Welcome youth culture
Projects should certainly anticipate and welcome diversity with regard to tenants' ethnicity, race,
sexual orientation, gender, and disabilities. In fact, supportive housing can provide an ideal
environment to facilitate tenants’ abilities to live with and appreciate diversity. It is also important
that projects embrace and be competent in their understanding of youth culture. Commitment to
youth culture can and should be evident in numerous ways, for example providing on-site access to
current technology, including the internet; creating house rules that tolerate music and guests;
engaging youth in decorating/designing community space to make it their own; and/or providing
space that is inviting to youth gatherings such as a rooftop garden, living room or on-site fitness
facility. It is important that staff be familiar with the local street culture, including the current drug
and sex trade scene, so that they can help young people navigate the world that they move in day-to-
day.
Peer relationships are a key facet of youth culture, and fostering relationships with and among
tenants will enhance the overall stability of the project. Holding monthly or bi-monthly cultural
events and/or social activities determined and organized by the youth themselves will provide
opportunities for tenants to get to know one another and build community.
IV. FUNDING SUPPORTIVE HOUSING FOR YOUTH AND YOUNG ADULTS
Unfortunately there is no single funding source for youth supportive housing. Funding streams must
be pieced together to cover housing development costs and ongoing operating and services
expenses. While projects can and do successfully patchwork different funding sources, it is
important to be aware that each source brings its own criteria and eligibility requirements for
populations served.
In an attempt to narrow the field, the following is a list of federal funding sources that have been
successfully applied to supportive housing. For more information, please link to Corporation for
Supportive Housing’s Financing Supportive Housing, an on-line guide to funding program summaries
and resources. Since the landscape of financing is both challenging and ever-changing, it may be
helpful to check in regularly with this guide. Additionally, the National Alliance to End
Homelessness and the Child Welfare League of America are jointly conducting research in the area
of financing youth supportive housing and expect to publish a tool kit in 2004.
► U.S. Housing and Urban Development (HUD)
The U.S. Department of Housing and Urban Development is the principal federal source of capital
financing and operating subsidies for supportive housing development. It is important to be aware
of two local planning processes and documents that guide the prioritization and allocation of HUD
funding in each locality: the Consolidated Plan and the Continuum of Care Plan.
Section 8
Section 8 is a rental subsidy program that has been a main source of ongoing support for
supportive housing. Typically administered by the local public housing authority (PHA), Section
8 subsidies can be both tenant-based and project-based.

Family Unification Program’s (FUP) Foster Youth Transition Program (FYP)
Youth aging out of the foster care system are now eligible to receive housing assistance through
the Family Unification Program’s new youth component, the Foster Youth Transition Program
(FYT). In terms of legislation passed by Congress in October 2000, youth aged 18–21 who left
foster care at age 16 or older are now eligible for housing assistance under the FUP. Much like
FUP families, youth need to be referred and certified as eligible by a local child welfare agency.
Although these vouchers are available through HUD’s FUP, they are somewhat different than
the FUP vouchers for families. First, while FUP vouchers for families are renewed yearly, youth
vouchers are time-limited to 18 months. Second, the agency that refers a young person to this
program is required to provide aftercare services promoting successful transitions to adulthood
for each youth receiving a voucher24.
Supportive Housing Program (SHP)
The Supportive Housing Program (SHP) is a key source for the development of permanent
supportive housing and for the provision of ongoing supportive services. Capital funds, which
can be used for acquisition, rehab and new construction, are limited to $200,000 per project
($400,000 in higher cost areas), and must be matched dollar-for-dollar. While clearly not a
significant source of capital, SHP funds are widely used for the provision of services and
operating and leasing expenses.
SHP funding is accessed through HUD’s annual SuperNOFA which can only be applied to
through eligible public agencies. Typically each community engages in a Continuum of Care
Planning process which informs its application. Many communities are now struggling with
significant renewal burdens, which may be prioritized over new projects.
Shelter Plus Care Program (S + C)
The Shelter Plus Care Program (S +C) is a rental subsidy intended for homeless persons with
chronic disabilities, typically mental illness, substance use or AIDS. The subsidy can be tenant-
based, project-based or sponsor-based. Like supportive housing funds, these subsidies are
accessed through HUD’s annual SuperNOFA.
► Temporary Assistance for Needy Families (TANF)
The Temporary Assistance for Needy Families block grant (TANF) and TANF maintenance of
effort (MOE) funds represent possible sources of operating and service dollars (not capital) for
supportive housing for youth and young adults. Two aspects of the TANF legislation allow funding
for youth supportive housing. First, under the “reducing out-of-wedlock pregnancies” purpose, the
federal government has allowed states broad discretion to create programs that engage those “at
high risk of out-of-marriage pregnancy” in educational, vocational and/or recreational activities.
Programs under this purpose are not limited by the age of the participants. The second part of the
TANF legislation that may be of assistance in funding youth supportive housing is a little-known
24
Child Welfare League of America www.cwla.org

clause that allows children in foster care to be considered a family of one for the purposes of
receiving TANF-funded services. Through this clause, youth aging out of foster care may be eligible,
depending on each state’s definition of foster care. Like all funding, however, TANF comes with
multiple strings attached. For a detailed analysis of how the restrictions of TANF and MOE
spending can be met in the context of supportive housing, readers are encouraged to review Using
TANF Funds to Finance Essential Services in a Supportive Housing Program for Homeless Families and Young
Adults.25
► Foster Care Independence Act of 1999
This act increased funds to states’ child welfare agencies to assist youths to make the transition from
foster care to independent living and self-sufficiency. Funds can be used for education, vocational
and employment training; independent living skills programs; mentoring; substance abuse
prevention; pregnancy prevention and other preventive health activities. States must use some
portion of their funds for assistance and services for older youths who have left foster care but have
not reached age 21; they can use up to 30 percent of their Chafee Independent Living Program
funds for room and board for youths aged between 18 to 21 years who have left foster care. The
program leaves the definition of room and board to each state to define.
► Low-income Housing Tax Credits
Most supportive housing projects will be eligible for Low-income Housing Tax Credits that can help
finance the development or renovation of housing. Through this program, investors on the capital
side of the project can receive a credit against their federal taxes in exchange for development
funding.
It should be noted that units in which all occupants are full-time students are generally not eligible to
receive low-income housing tax credits. Possible exceptions include those where the student is
receiving TANF assistance, the student is enrolled in a job training program which receives
government assistance under the Job Training Partnership Act or similar laws, or the unit with the
full time student includes a single parent and no else can claim that parent or child as dependents.
Providers are advised to obtain professional tax advice if seeking to design programs to fit under
one of these exceptions.26
► State Programs
There are some state-level funding opportunities that can be used together with federal funding to
finance supportive housing.
25
Using TANF Funds to Finance Essential Services in a Supportive Housing Environment for Homeless Families
and Young Adults. Doreen Stake, Constance Tempel, and Karen Lipson. Corporation for Supportive Housing and
Kalkines, Arky, Zall and Bernstein LLP. November 2001.
26 26
Between the Lines: A Question and Answer Guide on Legal Issues in Supportive Housing, National Edition;
Prepared by the Law Offices of Goldfarb & Limpan for Corporation for Supportive Housing, March 2001.

V. PROFILES OF EXISTING PERMANENT SUPPORTIVE HOUSING FOR
YOUTH AND YOUNG ADULTS
Booth Brown House Services, Minneapolis, MN
The Salvation Army’s Booth Brown House Services will be among the first Foyer27 housing
programs in the United States. Scheduled to open in November of 2003, it will provide housing,
support and employment training to young people aged between 16-21 years (upon intake) who are
striving to achieve independent living. The goal of Booth Brown is to provide an affordable living
arrangement, which fosters independence, self-sufficiency, self-esteem and employment
opportunities, so that when young people move on, they will have the skills to sustain independence.
The project is sited in a building owned by the Salvation Army (SA), which serves as the developer,
primary service provider and property manager for Booth Brown. The Salvation Army’s shelter for
underage youth is co-located in the same building. Booth Brown is currently comprised of ten
efficiency apartments, complete with kitchenette and bath. In the future, the SA has an eye towards
adding eight additional units to the project, all of which are located in an adjoining building.
Tenants will sign a month-to-month lease and will be responsible for paying 30% of their gross
income in rent. Upon moving in, each tenant will work together with their case manager to develop
and implement a career and independent living plan. Program requirements will include 1)
upholding the responsibilities of the lease; 2) abiding by house rules; 3) and making progress on their
independent living plan. There are no time limits on the program; youth may stay in the program as
long they are fulfilling their program requirements. Likewise, they may leave when they are ready to
do so.
Target Population Booth Brown is designed to serve the following: young people leaving home
for the first time, youth who have not stabilized in out of home placement, youth from broken or
dysfunctional homes, youth aging out of foster and/or shelter care, youth lacking parent/family
support systems and homeless youth. It may be an ideal program for youth who must exit a
transitional living program due to time limits, but who may benefit from ongoing support. Youth in
crisis or high need; i.e. youth with serious behavior problems, antisocial behavior or
ongoing/untreated substance abuse are not appropriate referrals for this project
Referrals and Eligibility Criteria Referrals to the project can be made from county agencies,
community-based organizations and schools. Booth Brown will also take family and self-referrals.
Eligible applicants must have: 1) an ability to maintain housing with minimal supervision; 2) a desire
to create healthy support systems for themselves; 3) demonstrated potential to increase income,
engage in education or training or pursue employment; 4) a desire to live in a drug and alcohol free
apartment building; and 4) willingness to work with staff to plan and achieve goals. While
motivation will be common criteria for all tenants, Booth Brown will strive to select tenants with
varying levels of need for services. A primary characteristic of the foyer model is to integrate youth
who are considered to be low, medium and high functioning and who need a range of support, from
27
The Foyer movement is one of the UK’s largest providers of youth housing. By integrating training and job
search, personal support and motivation with a place to live, foyers provide a bridge to independence and a chance
for young people to realize their full potential.

minimal to intensive services. Experience has shown that youth and young adults in such an
integrated setting can positively affect each other’s healthy growth and development.
Service Package The service package will emphasize case management, vocational training, job
placement, education and independent living skills development. It will also include health and legal
services; cultural, spiritual and recreation services and aftercare. Youth may be involved in peer-to-
peer mentoring relationships; they may also participate on a tenant’s council.
Staffing The program will be staffed 24 hours a day, 7 days a week by a team of 7-8 fulltime staff
including several Resident Assistants, a Rent Administrator/Property Manager, a Case Manager and
a Program Director. Once the 8 additional units are added to the project, the Salvation Army hopes
to add 2 additional positions: A Vocational/Educational Specialist and a Youth Developer, the latter
of whom will focus on independent living skills training.
Financing The Salvation Army received private funding from an anonymous donor that has
covered the full cost of building renovation, with a sufficient amount remaining to cover the cost of
operating the project for two years. While there is a possibility that the donor may continue
supporting the project beyond this initial generous investment, the SA has been exploring funding
sources to pick up operating and service costs in year three and beyond. Potential sources include
Section 8 vouchers, and private foundations, including United Way. While 100% private financing
to date has meant that Booth Brown has had to deal with few funder-imposed restrictions, its
potential reliance on public sources of funding has made it critical for the SA to be aware of the
requirements of these sources should they need to turn to them in the future.
Ellis Street Apartments, San Francisco, CA
Developed through a partnership between Larkin Street Youth Center and Tenderloin
Neighborhood Development Corporation Ellis Street apartments provide permanent affordable
housing, coupled with an array of support services, to 24 homeless youth and young adults many of
whom are dually or triply diagnosed, and many of whom only recently exited street life. Six of the
24 studio units are set aside for youth who are diagnosed with HIV/AIDS. The mission of Ellis
Street is to provide young people with a supportive, safe environment in which to build assets,
advance their careers and fully prepare themselves for independent living.
The Site The property was an un-reinforced masonry building, which sustained a fire in 1997 and
was rehabilitated by the Tenderloin Neighborhood Development Corporation. In addition to the
24 studio units, the ground floor houses a service staff office and the Resource Center. The
building was open for occupancy in December 2001.
Service Package and Service Environment On-site services include case management,
employment services, residential guidance and independent living skills training. Off-site services,
many of which are provided through Larkin Street, include education, medical care, HIV/AIDS
services and recreation. An on-site resource center, modeled after a job search or business center, is
equipped with computers, fax machines and Internet service. Resident Advocates staff the resource
center; the Vocational/Educational Specialist also spends a portion of his/her two-thirds time hours

in the center 2-3 times per week. In addition to meeting practical needs, the resource center has
proven to provide an entry to more intensive service engagement for many tenants.
Ellis Street is based on a voluntary service model and the level of service engagement varies
tremendously from tenant to tenant. While all tenants engage in service, some do so on an
infrequent, as needed basis and others engage intensively. Highly individualized treatment plans,
developed in partnership between staff and tenants, focus on goal-oriented, time-limited
accomplishments in order to help youth develop a sense of achievement and progress.
The project uses a harm reduction approach to substance use and does not require abstinence from
drugs or alcohol to maintain tenancy. House rules do specify however, that the drinking of
alcoholic beverages is not allowed in the lobby, hallways, stairs, any common area or in front of
building. They also remind tenants that the drinking of alcoholic beverages is illegal for persons
under 21 years of age.
In keeping with Section 8 criteria, if a tenant does not have income, they pay $8 in rent. There is
concern that for some youth, particularly those who move into Ellis Street directly from the streets,
this creates a system of dependency and disincentive to work. Thus far, approximately 60% of Ellis
Street tenants do work and approximately 85% have income through employment or entitlements.
While some tenants have demonstrated less incentive to secure or maintain jobs, for others a “need
more” phenomenon eventually kicks in. Tenants learn that in order to get the things they want, like
clothes and hi-tech equipment, they do need an income. Nevertheless, given the fact that the
current rental structure is for some counter-productive to the intention of the program to support
tenants as they move towards self-sufficiency, many project staff members would prefer a minimum
rent requirement that is more in keeping with reality, but still affordable for young people.
Staffing Staff include 1 on-site Property Manager, 1 full-time Case Manager,1 part-time HIV Case
Manger, 1 two-thirds time Vocational/Educational Specialist and 2 part-time Resident Advocates.
The resident advocate positions are time-limited (1-year) peer positions filled by tenants living in the
project. Their job responsibilities include: advocating for their peers, staffing the on-site resource
center, facilitating community meetings and peer groups, creating a resource guide, and coordinating
events and outings.
Project Outcomes While there are no time limits for tenancy, Ellis Street was designed to house
youth and young adults for 1-5 years, or as long as needed to build the skills necessary for achieving
and sustaining independent living. The project’s experience with turnover illustrates the importance
of re-redefining the interpretation of turnover rates in youth supportive housing. In its 21 months
of operation, Ellis Street has seen a 37% turnover rate. Only three of these turnovers, however,
resulted in ‘negative’ outcomes; most were connected to ‘positive’ outcomes: young people left the
project to go to school, move back home, or move in with friends. ‘Positive’ turnovers have been
experienced most consistently with youth who come to Ellis Street from transitional living
programs.
In addition to informing an understanding of ‘positive’ turnover, Ellis Street’s experience has also
made it clear that it is very important to take into consideration the impact of turnover and rent-up
on rental income.

Financing Services at Ellis Street are funded through the State of California Supportive Housing
Initiative Act (SHIA). Rental subsidies are in place through the McKinney Section 8 Moderate
Rehabilitation Program. Additional financing came from Housing Opportunities for Persons with
AIDS (HOPWA) and the Low Income Housing Tax Credit Program.
The Partners Larkin Street, the service provider, has over 19 years experience developing and
providing services and programs that meet the immediate and long-term needs of homeless and
runaway youth . In addition to Ellis Street, Larkin’s housing programs include an emergency shelter
for under-age youth, a shelter for over-age youth and young adults, a licensed group home, a
transitional living program and the nation’s first and only licensed residential care program for young
people living with disabling HIV disease. Additionally, Larkin Street operates a full continuum of
non-residential direct services, including education and employment services; health care, mental
health and substance abuse services and a community arts program.
Tenderloin Neighborhood Development Corporation (TNDC), the housing developer and on-site
property manager, has over 17 years experience in affordable housing development, property
management and social service delivery. TNDC has acquired and completed major rehabilitation of
15 buildings, comprising over 1,060 units, and provides technical assistance to other nonprofits in
developing low-income housing. TNDC currently manages 12 properties, totaling nearly 700 units.
First Place Fund for Youth, Oakland, CA
Founded in 1998, First Place Fund for Youth aims to reduce the rates of homelessness and poverty
among youth making the difficult transition from foster care to independent living. First Place’s
supportive housing program is designed to provide emancipated foster youths with access to safe,
affordable housing, where they have the opportunity to develop and practice the life skills needed to
achieve long-term self-sufficiency. Forty-five young people, including fifteen parenting youth, live in
scattered site apartments with a decreasing rent subsidy over a two-year period. After two years,
services end and the tenant has the option of taking over the lease and paying market-rate rent.
The Model First Place’s master leases individual rental units and subleases them to its participants.
The scattered site model is intentional; it counters the experience of institutionalization that many of
the young people have lived with their entire lives and helps to integrate youth into the community.
To address the potential isolation that may result from this model, the program has integrated the
following practices: 1) young people receive 4 to 6 hours of intensive supportive services weekly; 2)
young people enter the program in cohorts of 4-6 youth; 3) staff hold at least one social activity each
month for their caseload; 4) youth are encouraged to access the organization’s Emancipation
Training Center which provides educational and vocational services and hosts a monthly social
event.
As stated earlier, while services are transitional, the housing is designed as permanent. Over two
years, tenants have a gradually reducing rent subsidy. When youth enter the program, they pay 30
percent of their income towards rent and First Place pays the remainder. As their participation in the
program continues, however, participants pay an increasingly greater percentage of the market-rate
rent. By the end of the two-year program period, the participant pays the full market-rate rent, and

the First Place subsidy is removed entirely. Upon entering housing, tenants are provided with a 24-
month rent schedule so that they can plan their finances accordingly.
The Approach To support young people’s self determination, a primary tenet of First Place is to
make a distinction between foster care and supportive housing. Program practices are designed to
make it very clear to young people that their institutional care has ended. They are also designed to
encourage the development of residents’ critical thinking skills, skills so often unutilized in the foster
care system.
Outreach and intake practices are conducted in such a way to promote the orientation that
supportive housing is an option for youth that they can choose to access if they want to. Initial
outreach is conducted by peer educators who go into group homes, foster families and independent
living skills classes to talk about the supportive housing and to answer any questions young people
may have. For those interested, an intake is conducted that is framed as a mutual selection process
between the potential resident and staff. Before even being accepted into housing, young people
must complete an 8-week long economic literacy program that is designed to develop their tenancy
skills, promote critical thinking and build community.
Young people must also qualify for a housing micro-loan, which can be up to $1,400, which pays
their first month's rent and security deposit. The housing micro-loan is based on the peer-lending
model, first developed in 1983 by the Grameen Bank in Bangladesh and later successfully replicated
in 30 countries, including the United States. The guiding principles of the peer lending model are
reciprocal responsibility and mutual support among the individuals who form a lending circle, or a
"loan class," in First Place parlance. Each youth is required to complete a rigorous certification
process before they receive their loan and must also agree to cosign the other youths' loans. Over
the two-year program, the loan class is collectively responsible for the loan repayment of each youth
and for preventing loan default by exerting both peer pressure and peer support. To date, First
Place youth have repaid over $15,000, which is reissued to new participants.
Once requirements have been met, participants are eligible to live in shared two-bedroom
apartments that are selected based on their accessibility to public transportation and community
amenities, including commercial areas, county service centers, community-based organizations, and
educational services, such as GED classes, community colleges or vocational training. Parenting
youth may live in a one-bedroom apartment.
The project’s service component is strong; it is designed to effectively respond to the crises that
young people will inevitably encounter while in housing. First Place ensures that its highly qualified,
highly trained staff has small caseloads. Youth Advocates, a title preferred over case manager,
anticipate that tenants’ untreated trauma will reveal itself at some point in their tenancy.
While in housing, all young people are provided with a comprehensive network of support services
to ensure that their first experience of independent living is successful. Staff are required to spend
4-6 hours a week with each young person on their caseload. This time includes a weekly one-to-one
case management meeting, a weekly meeting between roommates that is facilitated by staff, and a
weekly support group which focuses on building practical life skills as well as on exploring family of
origin issues and on coming to terms with growing up in foster care.

Tenants must be in school while in the program. The project values education and expects that
young people will take advantage of financial and service support as an opportunity to focus on their
education. To further emphasize this value, in addition to subsidizing rent, each tenant who is in
compliance with the program is provided with a $200 move-in stipend, a $50 monthly grocery
voucher, and monthly transportation assistance. Tenants are exempted from the student criteria if
they are working at a job that pays a living wage, as defined by the Oakland Living Wage ordinance.
Tenants are evaluated monthly based on eight criteria. To be in compliance with the program, they
must meet 6 of the 8 criteria each month. Examples of criteria include meeting weekly with their
Youth Advocate, attending the weekly transition support group, maintaining employment and
complying with housing policies.
Eviction can occur for two reasons: the first is non-payment of rent; the second is non-program
compliance. The average length of stay has been 20 months. Eighty percent of young people leaving
the project move into safe, affordable situations upon exit.
Financing First Place’s supportive housing is funded through diverse sources, which include
government grants, private foundations and community supporters.
Rising Tide Communities, Orange County, CA
Orangewood Children’s Foundation, Mariners Church Lighthouse Ministries and a group business
people operating under the name Rising Tide have created and implemented an innovate strategy to
meet the critical housing and service needs of youth emancipating from foster care in Orange
County.
Rising Tide is designed to be an intermediate step between the foster care system and independent
living. The project addresses youths’ needs holistically – providing a range of options, which include
housing, employment assistance, transportation assistance, training in day-to-day life skills,
counseling, mentoring and spiritual life development. The core strategy is to provide motivated
young people with affordable, quality housing and a caring supportive community to help them
grow emotionally, intellectually and spiritually. While in the program, each youth develops a unique
plan for their future. Higher education, junior college and trade school attendance is encouraged, as
is their search for meaningful, livable wage employment.
Housing Strategy Rising Tide has developed a strategy that not only creates affordable housing
for youth and young adults, but also provides a funding stream to support the program. The Rising
Tide strategy is to purchase multi-family apartment complexes of approximately 80+ units using tax-
exempt bond financing. Very low-income residents must occupy 10%-20% of the units. Another
50% must be reserved for people of low to moderate income. Typically, 25% can be rented to
tenants in any income bracket. In this model about 10% of the total units are rented to youth
residents, counting toward the total very low-income set-aside units. Even with this rental structure,
the building produces revenue in excess of expenditures required to retire the debt and operate the
complex. This is possible through effective property management, savings on financing costs, and a
partial exemption from property taxes. The revenue in excess of expenditures subsidizes operating
and services costs including salaries of an on-site Coordinator and Case Manager as well as reduced

rental rates.
The complexes have a mix of tenants resulting in a normalized environment for young people.
Youth have the option to remain in the complex, even in the same apartment, upon graduation from
the program; this offers the possibility for long-term tenancy and stable community.
Critical Partnerships In designing this partnership consideration was given to the need for
differentiation between the roles of Property Developer, Property Manager and Service Provider.
The overall management of the project is directed by a board that meets bi-monthly and is
comprised of representatives from the participating organizations.
Rising Tide, Property Developer brings particular expertise in the development of housing resources as
well as the financial means necessary to make this a reality. Rising Tide guides the development of
the joint venture and enhances the services provided to emancipating youth.
Orangewood Children’s Foundation, Service Provider, has been providing services to emancipating foster
youth for over 10 years and has been designated by the County as a central point of contact for this
population. The Foundation is responsible for day to day operations and for ensuring that all
partners work effectively together to provide the best possible services to youth.
Mariners Church Lighthouse Ministries, Service Partner. Their unique contribution to this partnership
includes one-on-one mentoring, independent living skills training, counseling, and spiritual
development. With a 10,000-member congregation Mariners brings a large pool of
volunteers, experience, and resources to the partnership.
Young Life, Service Partner, is a youth/young adult ministry that offers a weekly group to youth
residents. They also provide access to their camps and other programs that tenants can attend
voluntarily.
Current Status Currently Rising Tide owns and operates 2 complexes, together consisting of 162
units, 10% of which are available to youth aging out of foster care. The project presently houses 20
young people aged between 18-22 years who reside in double occupancy units. The roommate
model is ideal for cost effectiveness. Additionally, in the future most young people will have to live
with roommates for economic reasons, so this model keeps the program close to reality. Youth sign
a lease and initially pay $150-$200 a month in rent, a percentage of which goes into savings that is
returned to them upon move-out. While the program is designed to be 12-24 months, the project is
open to extensions if youth are positively progressing.
Referrals to the project come from social workers, foster parents, group home providers, and
Orangewood’s independent living skills program. Applicants are assessed based on two primary
criteria: 1) their fundamental willingness to move forward; and 2) their personal capacity to do so.
Current tenants participate in the interview process with new candidates.
The project has no set service requirements; youth voluntary engage in what the program has to
offer. Staff employ a ‘good parent’ model, asking ‘what would a good parent do’ when responding
to youth needs, requests and crisis’s. Recently Orangewood implemented a scholarship fund that
will cover living expenses and tuition for youth attending junior college. 80-90% of current youth
tenants have taken advantage of this fund and are now in school.

Service staff includes 1 full-time Case Manager, 1 part-time Mentor Coordinator and an on-site
Resident Advisor position, preferably filled by a married couple, who lives in each building. While
the buildings, as designed, generate funding for services, this funding is supplemented with private
and philanthropic dollars.
Going to Scale The Rising Tide Program is committed to expanding to meet the housing need for
emancipated youth. The pace of development will depend on the continuing level of need, the
ability of the service component of the program to maintain quality during the expansion process,
and the availability of suitable properties and capital. More specifically, the project articulates the
following ingredients as critical for developing new sites:
1. An equity contribution of adequate capital to fund a transaction’s escrow deposits,

underwriting costs, financing commitment, etc., and ultimately the down payment that is
necessary to close escrow.
2. A city, county or other municipality to act as the issuer.
3. A lender willing to underwrite and fund a multi-family property for a “bridge loan” that will be
owned by a non-profit and shortly refinanced with tax-exempt bond debt.
4. A major investment banker to underwrite and place the bonds.
5. A non-profit agency or collaborative effort of multiple agencies with knowledge and

experience in youth residential programs and mentoring programs.
6. A property management firm capable of effectively balancing the needs of the complex with
the needs of the program.
7. Commitment from all parties to work together and trust the knowledge, instincts, and intuition
of very different disciplines.
Schafer Young Adult Initiative, New York, NY
Located in East Harlem, the Schafer Young Adult Initiative (SYAI) is the first permanent supportive
housing program in New York City to include among its tenants young adults who have aged out of
foster care. The project is housed in a newly constructed 91-unit apartment building. Twenty-five
furnished studio units are specifically reserved for young adults, 18-23 years old, who have recently
been discharged from the child welfare system. The remaining units are dedicated to individual
adults and families living with HIV/AIDS. The building has been fully occupied since May 2002.
The goal of the Young Adult Initiative is to assist residents who have recently aged out of foster care
to gain the tools and resources they need to maintain permanent housing, continue their education
and achieve economic stability through employment. Accordingly, residents are provided with case
management, education, vocational and employment assistance, independent living skills training,
and mental health and substance use counseling and referrals. A key component of the SYAI is that

tenants receive tenant-based Section 8 vouchers through a special federal set aside program for
youth aging out of foster care, enabling them to pay 30% of their income towards rent. The project
has no time limits; youth are leaseholders and can reside at Schafer Hall as long as they abide by the
agreements set forth in their lease.
The Residents All referrals to the Initiative are 18-23 year olds who have aged out of foster care.
Most come directly to Schafer Hall from the City’s Administration for Children’s Services (ACS)
foster care system where they were living in group homes, kinship placements or with foster
families. Youth who have left foster care within the last two years are also eligible. All prospective
tenants are required to have a Section 8 voucher (obtained through ACS) and a work history of at
least three months. The program is geared to young adults who understand that transitional
support services are necessary to meet the challenges of independent living.
The young people living at Schafer Hall are facing independent living for the first time. They bring
to this experience long-term exposure to numerous stressors, including poverty, abuse,
abandonment and neglect, and as a result may present multiple problems, including mental health
challenges and behavioral issues.
Staffing and Services The program is staffed by a full-time Program Coordinator and a full-time
Employment Specialist who provide a range of targeted services that support youths’ transition to
self-sufficiency and assist them in meeting their self-determined education, employment and
socialization goals. Staff are assisted by consultants and collaborating community-based
organizations. A Mental Health Consultant, for example, may provide individual counseling and
psychiatric evaluations when needed.
The Initiative has been fully operational since April 2003. While the project initially had a moderate
service approach, the service component has been enriched over time in direct response to tenants’
needs and experiences. Services are voluntary, but structured, and they are now being fully accessed.
Health education groups, focusing on topics such as stress reduction, safe sex practices, and
pregnancy prevention are offered on-site, as are money management workshops. The building’s
property management staff makes monthly apartment visits to offer training in the use and
maintenance of unit appliances and utilities and to ensure proper upkeep. Individual substance use
education and counseling are offered on site, and referrals are made, when appropriate, to more
intensive substance abuse programs based in the community. Cultural, social and community-
building activities are planned regularly. In addition to the vocational, job preparation and career
building services provided directly by the Initiative, residents can be referred to Support for Training
and Education Program Services (STEPS), an on-site education program that provides educational
testing, basic adult education, literacy classes, GED preparation and parenting education.
Engagement Strategies The Initiative uses a non-traditional, dynamic service model, integrating
the need for both intensive intervention and informal service modalities. Engagement strategies
include an open door and drop-in format, recreational activities, informal support groups,
appointment escorts and a focus on listening, non-judgement, validation and creating safe space.
Services are provided during non-traditional hours; evening and weekend hours are available. Staff is
supportive and compassionate, yet direct. They provide structure and consistency combined with
limit setting and expectations and have found this stance to be a critical and effective motivator.

The Set-Aside Model Apartments for youth are located on two floors at Schafer Hall. Ground
floor apartments are for youth only; the second floor has mixed youth, adult and family units.
Current thinking is that the latter is a better model with this particular population. A building
and/or floor that is populated by youth, adults and families can help move young people beyond
their perception and experience of foster care and its ‘program mentality’. It also offers a
normalizing force by providing young people with the opportunity to interact with neighbors of
various ages and experiences.
Expected Outcomes The SYAI strives to achieve the following outcomes: 1) employment and
consistent income; 2) improved independent living skills and social stability; 3) improved educational
achievement including GED, college and/or trade school preparation and enrollment; 4) mental
health stability and substance abuse recovery; and 5) the ability to maintain housing.
The Housing Developer and Project Sponsor The Lantern Group, which operates 333 units of
housing primarily for homeless individuals and families living with HIV/AIDS, is both the
developer and the service provider for the Schafer Young Adult Initiative.
Financing Capital financing for Schafer Hall was provided through the New York City
Department of Housing, Preservation and Development’s SRO Loan Program and the federal Low
Income Tax Credit program. Ongoing service funding for the Schafer Young Adult Initiative is
provided through the New York State Office of Temporary Disability Assistance. Housing
subsidies come from the HUD Section 8 voucher program.
Seventh Landing, Minneapolis, MN
The mission of Seventh Landing is to provide safe and stable supportive housing for young adults at
least 18 years of age, helping them to realize their potential and contribute to the community.
Priority is given to youth who have been in foster care or a group home within three years prior to
application. These youth are targeted because they are vastly over-represented in the homeless
population. Additionally, youth referred must meet disability, income and homelessness eligibility
requirements.
Single Site Model The project consists of 12 subsidized, permanent housing units located in a
single site. The site is a newly constructed, mixed use, two story building with commercial space on
the first floor and tenant space on the second. Youth in foster care participated in the design phase
of the building, meeting with architects to share their thoughts on apartment and building amenities
that would help them feel supported in their efforts to live independently. In addition to its
commercial space, the first floor houses common space including a community room with a kitchen
for use by tenants and neighborhood organizations; a Resource Center, with computers and internet
connections; office space for support services staff; a laundry room for tenants; and the on-site
Tenant Manager’s apartment. Youth units, which include 11 studios and 1 one-bedroom, are
located on the second floor. All units have a full kitchen and bath and all have been granted project-
based Section 8 certificates.

Residency Requirements All tenants at Seventh Landing must sign a lease addendum which
commits them to the following: 1) Maintaining approximately 25 hours of productive, meaningful
activity (school, work, treatment, volunteer or a similar structured activity) per week.
2) Supporting an alcohol and drug free environment and remaining alcohol and drug free. There
are no time restrictions on occupancy as long as a tenant continues to be eligible for housing at
Seventh Landing and continues to meet all lease obligations.
Services Package Services, designed to help tenants build the skills necessary to maintain their
housing permanently, are provided directly on-site or coordinated through off-site referrals. On-site
services are built on a positive youth development model, which maintains that the role of adults is
to facilitate or create opportunities for youth to gain mastery and control of their lives. Staff, for
example, do not mandate particular services for youth, nor do they make decisions regarding a
tenant without the tenant’s participation.
A model for understanding positive youth development that is embraced by Growing Home, the
service provider, is called the Circle of Courage, which uses an American Indian medicine wheel to
illustrate a balanced and holistic approach to the developmental needs of youth. Four principles:
belonging, knowing, becoming and giving summarize the values and direct many practices at
Seventh Landing.
In keeping with this philosophy, acceptance of services is not a requirement of tenancy. During the
initial lease meeting, however, each new tenant must sign a Service Agreement that delineates the
basic expectations of Seventh Landing and confirms their willingness to accept services as needed to
help them meet the expectations required to maintain housing. Subsequently, a support plan is
developed with each tenant within one week of his/her move in.
Because services are voluntary, the onus is on staff to design and implement engagement strategies
that are attractive, accessible and meaningful to tenants.
Tenants may choose not to accept services if they are meeting the expectations of tenancy; however,
if a tenant is experiencing problems that might interfere with his/her housing, he/she may be
assertively encouraged to use services. Self-determination is an important value at Seventh Landing.
The Support Services Manager is expected to have at least weekly contact with all tenants who have
elements of their support plan in need of work. She is also expected to assertively attempt to engage
tenants who do not have active support plans. In practice, this means that the Support Services
Manager checks in informally anytime she sees tenants in the building, and checks in formally at
least twice a month.
A basic needs fund administered by the Support Services Manager provides financial resources to
tenants, through no interest loans, for supplies or books they may need for training programs or for
school.
The service model also includes a mentoring program; all tenants have the opportunity to work with
staff to identify a mentor to support them on their life path.

Staffing On site staff includes: 1 full-time Support Services Manager, 1 on-site Tenant Manager,
and a .25 FTE Youth Development Director. The Program Director and Vice President at
Growing Home provide supervision.
Leadership by Tenants Tenants participate in the community life of the building and play a key
role in helping to maintain a positive, healthy environment. The tenants themselves plan regularly
scheduled building-wide events. They also have the opportunity to participate on a tenant council to
represent issues important to them. Tenants are encouraged to participate in community events and
service opportunities in the broader community.
The Partners Seventh Landing is collaboration between RS Eden and Growing Home. Growing
Home has served the needs of homeless and potentially homeless youth, focusing specifically on
adolescents with serious mental health concerns, since 1980. RS Eden, which owns and manages
Seventh Landing, has acted as a developer in many community projects and is currently acting as
general partner with Alliance Housing, Inc., to build 26 units for sober families in Minneapolis. RS
Eden also owns and manages three transitional housing projects for homeless women and children,
two residential facilities housing 70 men, two administrative buildings, and a drug-testing laboratory.
Financing Capital financing was secured from HUD-SHP, the Federal Home Loan Bank, MHFA,
Ramsey County Endowment Fund, Star Program and the City of St. Paul. Project-based Section 8
has been granted for all 12 of the units, and is the primary source of operating funds. Services are
financed through HUD-SHP and foundation grants from the Butler and Bremer Foundations.

Bibliography
Corporation for Supportive Housing Publications
► Between the Lines: A Question and Answer Guide on Legal Issues in Supportive
Housing – National Edition
This manual offers some basic information about the laws that pertain to supportive housing and
sets out ways to identify and think though issues so as to make better use of professional
counsel. It also offers reasonable approaches to resolve common dilemmas.
► Developing the Support in Supportive Housing

A guide to providing services in housing. This manual addresses core housing tenancy and service
delivery issues, with details on employment, mental health, HIV/AIDS and substance use services,
as well as chapters on community building and facing crisis and conflict.
► Family Matters: A Guide to Developing Family Supportive Housing

This manual is designed for service providers and housing developers who want to tackle the
challenge of developing permanent supportive housing for chronically homeless families. This
manual will provide information on the development process from project conception through
construction and rent-up. It also discusses alternatives to new construction such as leased housing. It
contains practical tools to guide decision making about housing models, picking partners, and
service strategies.
► Supportive Housing for Youth

This report offers a background of issues in the design and development of supportive housing for
homeless youth. It includes the need for youth supportive housing, available funding sources,
relevant legislation, an overview of existing housing models, recommendations for change and case
studies.
► Using TANF to Finance Essential Services in a Supportive Housing Program for

Homeless Families and Young Adults
This report sets forth a legal and policy analysis to support a model approach to using federal and
state welfare funds to finance essential services for homeless families, families at risk of becoming
homeless, homeless youth and young adults aging out of foster care, who face multiple barriers to
stability and self-sufficiency.
Relevant Websites
► Corporation for Supportive Housing www.csh.org
► ChildTrends www.childtrends.org
► Child Welfare League www.cwl.org
► Community Network for Youth Development www.cnyd.org

► First Place Fund for Youth www.firstplacefund.org
► Growing Home www.growinghome.org
► Harm Reduction Coalition www.harmreduction.org
► Larkin Street Youth Center www.larkinstreetyouth.org
► National Center for Youth Law www.youthlaw.org
► National Clearinghouse on Family and Youth www.ncfy.com
► National Network for Youth www.nn4youth.org
► National Resource Center for Youth Services www.nrcys.ou.edu
► Office of Juvenile Justice and Delinquency Prevention National Youth Network

www.ojjdp.ncjrs.org
► U.S. Department of Health and Human Services, Administration for Children and Families,
The Family and Youth Services Bureau www.acf.dhhs.gov/programs/fysb
► Western States Youth Services Network www.wsysn.org

This site includes links to training and technical assistance providers around the country as well as state
networks/coalitions.

PROFILES OF EXISTING PERMANENT SUPPORTIVE HOUSING FOR
YOUTH AND YOUNG ADULTS – an excerpt from “Housing Youth”
Booth Brown House Services, Minneapolis, MN
The Salvation Army’s Booth Brown House Services will be among the first Foyer1 housing
programs in the United States. Scheduled to open in November of 2003, it will provide
housing, support and employment training to young people aged between 16-21 years (upon
intake) who are striving to achieve independent living. The goal of Booth Brown is to
provide an affordable living arrangement, which fosters independence, self-sufficiency, self-
esteem and employment opportunities, so that when young people move on, they will have
the skills to sustain independence.
The project is sited in a building owned by the Salvation Army (SA), which serves as the
developer, primary service provider and property manager for Booth Brown. The Salvation
Army’s shelter for underage youth is co-located in the same building. Booth Brown is
currently comprised of ten efficiency apartments, complete with kitchenette and bath. In the
future, the SA has an eye towards adding eight additional units to the project, all of which
are located in an adjoining building.
Tenants will sign a month-to-month lease and will be responsible for paying 30% of their
gross income in rent. Upon moving in, each tenant will work together with their case
manager to develop and implement a career and independent living plan. Program
requirements will include 1) upholding the responsibilities of the lease; 2) abiding by house
rules; 3) and making progress on their independent living plan. There are no time limits on
the program; youth may stay in the program as long they are fulfilling their program
requirements. Likewise, they may leave when they are ready to do so.
Target Population Booth Brown is designed to serve the following: young people leaving
home for the first time, youth who have not stabilized in out of home placement, youth
from broken or dysfunctional homes, youth aging out of foster and/or shelter care, youth
lacking parent/family support systems and homeless youth. It may be an ideal program for
youth who must exit a transitional living program due to time limits, but who may benefit
from ongoing support. Youth in crisis or high need; i.e. youth with serious behavior
problems, antisocial behavior or ongoing/untreated substance abuse are not appropriate
referrals for this project
Referrals and Eligibility Criteria Referrals to the project can be made from county
agencies, community-based organizations and schools. Booth Brown will also take family
and self-referrals. Eligible applicants must have: 1) an ability to maintain housing with
minimal supervision; 2) a desire to create healthy support systems for themselves; 3)
demonstrated potential to increase income, engage in education or training or pursue
employment; 4) a desire to live in a drug and alcohol free apartment building; and 4)
willingness to work with staff to plan and achieve goals. While motivation will be common
1
The Foyer movement is one of the UK’s largest providers of youth housing. By integrating training and
job search, personal support and motivation with a place to live, foyers provide a bridge to independence
and a chance for young people to realize their full potential.

criteria for all tenants, Booth Brown will strive to select tenants with varying levels of need
for services. A primary characteristic of the foyer model is to integrate youth who are
considered to be low, medium and high functioning and who need a range of support, from
minimal to intensive services. Experience has shown that youth and young adults in such
an integrated setting can positively affect each other’s healthy growth and development.
Service Package The service package will emphasize case management, vocational training,
job placement, education and independent living skills development. It will also include
health and legal services; cultural, spiritual and recreation services and aftercare. Youth may
be involved in peer-to-peer mentoring relationships; they may also participate on a tenant’s
council.
Staffing The program will be staffed 24 hours a day, 7 days a week by a team of 7-8 fulltime
staff including several Resident Assistants, a Rent Administrator/Property Manager, a Case
Manager and a Program Director. Once the 8 additional units are added to the project, the
Salvation Army hopes to add 2 additional positions: A Vocational/Educational Specialist
and a Youth Developer, the latter of whom will focus on independent living skills training.
Financing The Salvation Army received private funding from an anonymous donor that
has covered the full cost of building renovation, with a sufficient amount remaining to cover
the cost of operating the project for two years. While there is a possibility that the donor
may continue supporting the project beyond this initial generous investment, the SA has
been exploring funding sources to pick up operating and service costs in year three and
beyond. Potential sources include Section 8 vouchers, and private foundations, including
United Way. While 100% private financing to date has meant that Booth Brown has had to
deal with few funder-imposed restrictions, its potential reliance on public sources of funding
has made it critical for the SA to be aware of the requirements of these sources should they
need to turn to them in the future.
Ellis Street Apartments, San Francisco, CA
Developed through a partnership between Larkin Street Youth Center and Tenderloin
Neighborhood Development Corporation Ellis Street apartments provide permanent
affordable housing, coupled with an array of support services, to 24 homeless youth and
young adults many of whom are dually or triply diagnosed, and many of whom only recently
exited street life. Six of the 24 studio units are set aside for youth who are diagnosed with
HIV/AIDS. The mission of Ellis Street is to provide young people with a supportive, safe
environment in which to build assets, advance their careers and fully prepare themselves for
independent living.
The Site The property was an un-reinforced masonry building, which sustained a fire in
1997 and was rehabilitated by the Tenderloin Neighborhood Development Corporation. In
addition to the 24 studio units, the ground floor houses a service staff office and the
Resource Center. The building was open for occupancy in December 2001.

Service Package and Service Environment On-site services include case management,
employment services, residential guidance and independent living skills training. Off-site
services, many of which are provided through Larkin Street, include education, medical care,
HIV/AIDS services and recreation. An on-site resource center, modeled after a job search
or business center, is equipped with computers, fax machines and Internet service. Resident
Advocates staff the resource center; the Vocational/Educational Specialist also spends a
portion of his/her two-thirds time hours in the center 2-3 times per week. In addition to
meeting practical needs, the resource center has proven to provide an entry to more
intensive service engagement for many tenants.
Ellis Street is based on a voluntary service model and the level of service engagement varies
tremendously from tenant to tenant. While all tenants engage in service, some do so on an
infrequent, as needed basis and others engage intensively. Highly individualized treatment
plans, developed in partnership between staff and tenants, focus on goal-oriented, time-
limited accomplishments in order to help youth develop a sense of achievement and
progress.
The project uses a harm reduction approach to substance use and does not require
abstinence from drugs or alcohol to maintain tenancy. House rules do specify however, that
the drinking of alcoholic beverages is not allowed in the lobby, hallways, stairs, any common
area or in front of building. They also remind tenants that the drinking of alcoholic
beverages is illegal for persons under 21 years of age.
In keeping with Section 8 criteria, if a tenant does not have income, they pay $8 in rent.
There is concern that for some youth, particularly those who move into Ellis Street directly
from the streets, this creates a system of dependency and disincentive to work. Thus far,
approximately 60% of Ellis Street tenants do work and approximately 85% have income
through employment or entitlements. While some tenants have demonstrated less incentive
to secure or maintain jobs, for others a “need more” phenomenon eventually kicks in.
Tenants learn that in order to get the things they want, like clothes and hi-tech equipment,
they do need an income. Nevertheless, given the fact that the current rental structure is for
some counter-productive to the intention of the program to support tenants as they move
towards self-sufficiency, many project staff members would prefer a minimum rent
requirement that is more in keeping with reality, but still affordable for young people.
Staffing Staff include 1 on-site Property Manager, 1 full-time Case Manager,1 part-time
HIV Case Manger, 1 two-thirds time Vocational/Educational Specialist and 2 part-time
Resident Advocates. The resident advocate positions are time-limited (1-year) peer positions
filled by tenants living in the project. Their job responsibilities include: advocating for their
peers, staffing the on-site resource center, facilitating community meetings and peer groups,
creating a resource guide, and coordinating events and outings.
Project Outcomes While there are no time limits for tenancy, Ellis Street was designed to
house youth and young adults for 1-5 years, or as long as needed to build the skills necessary
for achieving and sustaining independent living. The project’s experience with turnover
illustrates the importance of re-redefining the interpretation of turnover rates in youth
supportive housing. In its 21 months of operation, Ellis Street has seen a 37% turnover rate.
Only three of these turnovers, however, resulted in ‘negative’ outcomes; most were

connected to ‘positive’ outcomes: young people left the project to go to school, move back
home, or move in with friends. ‘Positive’ turnovers have been experienced most
consistently with youth who come to Ellis Street from transitional living programs.
In addition to informing an understanding of ‘positive’ turnover, Ellis Street’s experience has

also made it clear that it is very important to take into consideration the impact of turnover
and rent-up on rental income.
Financing Services at Ellis Street are funded through the State of California Supportive
Housing Initiative Act (SHIA). Rental subsidies are in place through the McKinney Section 8
Moderate Rehabilitation Program. Additional financing came from Housing Opportunities
for Persons with AIDS (HOPWA) and the Low Income Housing Tax Credit Program.
The Partners Larkin Street, the service provider, has over 19 years experience developing
and providing services and programs that meet the immediate and long-term needs of
homeless and runaway youth . In addition to Ellis Street, Larkin’s housing programs include
an emergency shelter for under-age youth, a shelter for over-age youth and young adults, a
licensed group home, a transitional living program and the nation’s first and only licensed
residential care program for young people living with disabling HIV disease. Additionally,
Larkin Street operates a full continuum of non-residential direct services, including education
and employment services; health care, mental health and substance abuse services and a
community arts program.
Tenderloin Neighborhood Development Corporation (TNDC), the housing developer and

on-site property manager, has over 17 years experience in affordable housing development,
property management and social service delivery. TNDC has acquired and completed major
rehabilitation of 15 buildings, comprising over 1,060 units, and provides technical assistance
to other nonprofits in developing low-income housing. TNDC currently manages 12
properties, totaling nearly 700 units.
First Place Fund for Youth, Oakland, CA
Founded in 1998, First Place Fund for Youth aims to reduce the rates of homelessness and
poverty among youth making the difficult transition from foster care to independent living.
First Place’s supportive housing program is designed to provide emancipated foster youths
with access to safe, affordable housing, where they have the opportunity to develop and
practice the life skills needed to achieve long-term self-sufficiency. Forty-five young people,
including fifteen parenting youth, live in scattered site apartments with a decreasing rent
subsidy over a two-year period. After two years, services end and the tenant has the option
of taking over the lease and paying market-rate rent.
The Model First Place’s master leases individual rental units and subleases them to its
participants. The scattered site model is intentional; it counters the experience of
institutionalization that many of the young people have lived with their entire lives and helps
to integrate youth into the community. To address the potential isolation that may result
from this model, the program has integrated the following practices: 1) young people

receive 4 to 6 hours of intensive supportive services weekly; 2) young people enter the
program in cohorts of 4-6 youth; 3) staff hold at least one social activity each month for
their caseload; 4) youth are encouraged to access the organization’s Emancipation Training
Center which provides educational and vocational services and hosts a monthly social event.
As stated earlier, while services are transitional, the housing is designed as permanent. Over
two years, tenants have a gradually reducing rent subsidy. When youth enter the program,
they pay 30 percent of their income towards rent and First Place pays the remainder. As their
participation in the program continues, however, participants pay an increasingly greater
percentage of the market-rate rent. By the end of the two-year program period, the
participant pays the full market-rate rent, and the First Place subsidy is removed entirely.
Upon entering housing, tenants are provided with a 24-month rent schedule so that they can
plan their finances accordingly.
The Approach To support young people’s self determination, a primary tenet of First Place
is to make a distinction between foster care and supportive housing. Program practices are
designed to make it very clear to young people that their institutional care has ended. They
are also designed to encourage the development of residents’ critical thinking skills, skills so
often unutilized in the foster care system.
Outreach and intake practices are conducted in such a way to promote the orientation that
supportive housing is an option for youth that they can choose to access if they want to.
Initial outreach is conducted by peer educators who go into group homes, foster families and
independent living skills classes to talk about the supportive housing and to answer any
questions young people may have. For those interested, an intake is conducted that is
framed as a mutual selection process between the potential resident and staff. Before even being
accepted into housing, young people must complete an 8-week long economic literacy
program that is designed to develop their tenancy skills, promote critical thinking and build
community.
Young people must also qualify for a housing micro-loan, which can be up to $1,400, which
pays their first month's rent and security deposit. The housing micro-loan is based on the
peer-lending model, first developed in 1983 by the Grameen Bank in Bangladesh and later
successfully replicated in 30 countries, including the United States. The guiding principles of
the peer lending model are reciprocal responsibility and mutual support among the
individuals who form a lending circle, or a "loan class," in First Place parlance. Each youth is
required to complete a rigorous certification process before they receive their loan and must
also agree to cosign the other youths' loans. Over the two-year program, the loan class is
collectively responsible for the loan repayment of each youth and for preventing loan default
by exerting both peer pressure and peer support. To date, First Place youth have repaid over
$15,000, which is reissued to new participants.
Once requirements have been met, participants are eligible to live in shared two-bedroom
apartments that are selected based on their accessibility to public transportation and
community amenities, including commercial areas, county service centers, community-based
organizations, and educational services, such as GED classes, community colleges or
vocational training. Parenting youth may live in a one-bedroom apartment.

The project’s service component is strong; it is designed to effectively respond to the crises
that young people will inevitably encounter while in housing. First Place ensures that its
highly qualified, highly trained staff have small caseloads. Youth Advocates, a title preferred
over case manager, anticipate that tenants’ untreated trauma will reveal itself at some point in
their tenancy.
While in housing, all young people are provided with a comprehensive network of support
services to ensure that their first experience of independent living is successful. Staff are
required to spend 4-6 hours a week with each young person on their caseload. This time
includes a weekly one-to-one case management meeting, a weekly meeting between
roommates that is facilitated by staff, and a weekly support group which focuses on building
practical life skills as well as on exploring family of origin issues and on coming to terms
with growing up in foster care.
Tenants must be in school while in the program. The project values education and expects
that young people will take advantage of financial and service support as an opportunity to
focus on their education. To further emphasize this value, in addition to subsidizing rent,
each tenant who is in compliance with the program is provided with a $200 move-in stipend,
a $50 monthly grocery voucher, and monthly transportation assistance. Tenants are
exempted from the student criteria if they are working at a job that pays a living wage, as
defined by the Oakland Living Wage ordinance.
Tenants are evaluated monthly based on eight criteria. To be in compliance with the
program, they must meet 6 of the 8 criteria each month. Examples of criteria include
meeting weekly with their Youth Advocate, attending the weekly transition support group,
maintaining employment and complying with housing policies.
Eviction can occur for two reasons: the first is non-payment of rent; the second is non-
program compliance. The average length of stay has been 20 months. Eighty percent of
young people leaving the project move into safe, affordable situations upon exit.
Financing First Place’s supportive housing is funded through diverse sources, which
include government grants, private foundations and community supporters.
Rising Tide Communities, Orange County, CA
Orangewood Children’s Foundation, Mariners Church Lighthouse Ministries and a group

business people operating under the name Rising Tide have created and implemented an
innovate strategy to meet the critical housing and service needs of youth emancipating from
foster care in Orange County.
Rising Tide is designed to be an intermediate step between the foster care system and
independent living. The project addresses youths’ needs holistically – providing a range of
options, which include housing, employment assistance, transportation assistance, training in
day-to-day life skills, counseling, mentoring and spiritual life development. The core strategy
is to provide motivated young people with affordable, quality housing and a caring

supportive community to help them grow emotionally, intellectually and spiritually. While in
the program, each youth develops a unique plan for their future. Higher education, junior
college and trade school attendance is encouraged, as is their search for meaningful, livable
wage employment.
Housing Strategy Rising Tide has developed a strategy that not only creates affordable
housing for youth and young adults, but also provides a funding stream to support the
program. The Rising Tide strategy is to purchase multi-family apartment complexes of
approximately 80+ units using tax-exempt bond financing. Very low-income residents must
occupy 10%-20% of the units. Another 50% must be reserved for people of low to
moderate income. Typically, 25% can be rented to tenants in any income bracket. In this
model about 10% of the total units are rented to youth residents, counting toward the total
very low-income set-aside units. Even with this rental structure, the building produces
revenue in excess of expenditures required to retire the debt and operate the complex. This
is possible through effective property management, savings on financing costs, and a partial
exemption from property taxes. The revenue in excess of expenditures subsidizes operating
and services costs including salaries of an on-site Coordinator and Case Manager as well as
reduced rental rates.
The complexes have a mix of tenants resulting in a normalized environment for young
people. Youth have the option to remain in the complex, even in the same apartment, upon
graduation from the program; this offers the possibility for long-term tenancy and stable
community.
Critical Partnerships In designing this partnership consideration was given to the need for
differentiation between the roles of Property Developer, Property Manager and Service
Provider. The overall management of the project is directed by a board that meets bi-
monthly and is comprised of representatives from the participating organizations.
Rising Tide, Property Developer brings particular expertise in the development of housing
resources as well as the financial means necessary to make this a reality. Rising Tide guides
the development of the joint venture and enhances the services provided to emancipating
youth.
Orangewood Children’s Foundation, Service Provider, has been providing services to emancipating
foster youth for over 10 years and has been designated by the County as a central point of
contact for this population. The Foundation is responsible for day to day operations and for
ensuring that all partners work effectively together to provide the best possible services to
youth.
Mariners Church Lighthouse Ministries, Service Partner. Their unique contribution to this
partnership includes one-on-one mentoring, independent living skills training, counseling
and spiritual development. With a 10,000-member congregation Mariners brings a large
pool of
volunteers, experience, and resources to the partnership.

Young Life, Service Partner, is a youth/young adult ministry that offers a weekly group to youth
residents. They also provide access to their camps and other programs that tenants can
attend voluntarily.
Current Status Currently Rising Tide owns and operates 2 complexes, together consisting
of 162 units, 10% of which are available to youth aging out of foster care. The project
presently houses 20 young people aged between 18-22 years who reside in double occupancy
units. The roommate model is ideal for cost effectiveness. Additionally, in the future most
young people will have to live with roommates for economic reasons, so this model keeps
the program close to reality. Youth sign a lease and initially pay $150-$200 a month in rent,
a percentage of which goes into savings that is returned to them upon move-out. While the
program is designed to be 12-24 months, the project is open to extensions if youth are
positively progressing.
Referrals to the project come from social workers, foster parents, group home providers,
and Orangewood’s independent living skills program. Applicants are assessed based on two
primary criteria: 1) their fundamental willingness to move forward; and 2) their personal
capacity to do so. Current tenants participate in the interview process with new candidates.
The project has no set service requirements; youth voluntary engage in what the program has
to offer. Staff employ a ‘good parent’ model, asking ‘what would a good parent do’ when
responding to youth needs, requests and crisis’s. Recently Orangewood implemented a
scholarship fund that will cover living expenses and tuition for youth attending junior
college. 80-90% of current youth tenants have taken advantage of this fund and are now in
school.
Service staff includes 1 full-time Case Manager, 1 part-time Mentor Coordinator and an on-
site Resident Advisor position, preferably filled by a married couple, who lives in each
building. While the buildings, as designed, generate funding for services, this funding is
supplemented with private and philanthropic dollars.
Going to Scale The Rising Tide Program is committed to expanding to meet the housing
need for emancipated youth. The pace of development will depend on the continuing level
of need, the ability of the service component of the program to maintain quality during the
expansion process, and the availability of suitable properties and capital. More specifically,
the project articulates the following ingredients as critical for developing new sites:
1. An equity contribution of adequate capital to fund a transaction’s escrow deposits,

underwriting costs, financing commitment, etc., and ultimately the down payment that
is necessary to close escrow.
2. A city, county or other municipality to act as the issuer.
3. A lender willing to underwrite and fund a multi-family property for a “bridge loan”
that will be owned by a non-profit and shortly refinanced with tax-exempt bond debt.
4. A major investment banker to underwrite and place the bonds.

5. A non-profit agency or collaborative effort of multiple agencies with knowledge and
experience in youth residential programs and mentoring programs.
6. A property management firm capable of effectively balancing the needs of the complex
with the needs of the program.
7. Commitment from all parties to work together and trust the knowledge, instincts, and
intuition of very different disciplines.
Schafer Young Adult Initiative, New York, NY
Located in East Harlem, the Schafer Young Adult Initiative (SYAI) is the first permanent
supportive housing program in New York City to include among its tenants young adults
who have aged out of foster care. The project is housed in a newly constructed 91-unit
apartment building. Twenty-five furnished studio units are specifically reserved for young
adults, 18-23 years old, who have recently been discharged from the child welfare system.
The remaining units are dedicated to individual adults and families living with HIV/AIDS.
The building has been fully occupied since May 2002.
The goal of the Young Adult Initiative is to assist residents who have recently aged out of
foster care to gain the tools and resources they need to maintain permanent housing,
continue their education and achieve economic stability through employment. Accordingly,
residents are provided with case management, education, vocational and employment
assistance, independent living skills training, and mental health and substance use counseling
and referrals. A key component of the SYAI is that tenants receive tenant-based Section 8
vouchers through a special federal set aside program for youth aging out of foster care,
enabling them to pay 30% of their income towards rent. The project has no time limits;
youth are leaseholders and can reside at Schafer Hall as long as they abide by the agreements
set forth in their lease.
The Residents All referrals to the Initiative are 18-23 year olds who have aged out of
foster care. Most come directly to Schafer Hall from the City’s Administration for
Children’s Services (ACS) foster care system where they were living in group homes, kinship
placements or with foster families. Youth who have left foster care within the last two years
are also eligible. All prospective tenants are required to have a Section 8 voucher (obtained
through ACS) and a work history of at least three months. The program is geared to young
adults who understand that transitional support services are necessary to meet the challenges
of independent living.
The young people living at Schafer Hall are facing independent living for the first time.
They bring to this experience long-term exposure to numerous stressors, including poverty,
abuse, abandonment and neglect, and as a result may present multiple problems, including
mental health challenges and behavioral issues.
Staffing and Services The program is staffed by a full-time Program Coordinator and a
full-time Employment Specialist who provide a range of targeted services that support

youths’ transition to self-sufficiency and assist them in meeting their self-determined
education, employment and socialization goals. Staff are assisted by consultants and
collaborating community-based organizations. A Mental Health Consultant, for example,
may provide individual counseling and psychiatric evaluations when needed.
The Initiative has been fully operational since April 2003. While the project initially had a
moderate service approach, the service component has been enriched over time in direct
response to tenants’ needs and experiences. Services are voluntary, but structured, and they
are now being fully accessed. Health education groups, focusing on topics such as stress
reduction, safe sex practices, and pregnancy prevention are offered on-site, as are money
management workshops. The building’s property management staff makes monthly
apartment visits to offer training in the use and maintenance of unit appliances and utilities
and to ensure proper upkeep. Individual substance use education and counseling are offered
on site, and referrals are made, when appropriate, to more intensive substance abuse
programs based in the community. Cultural, social and community-building activities are
planned regularly. In addition to the vocational, job preparation and career building services
provided directly by the Initiative, residents can be referred to Support for Training and
Education Program Services (STEPS), an on-site education program that provides educational
testing, basic adult education, literacy classes, GED preparation and parenting education.
Engagement Strategies The Initiative uses a non-traditional, dynamic service model,

integrating the need for both intensive intervention and informal service modalities.
Engagement strategies include an open door and drop-in format, recreational activities,
informal support groups, appointment escorts and a focus on listening, non-judgement,
validation and creating safe space. Services are provided during non-traditional hours;
evening and weekend hours are available. Staff is supportive and compassionate, yet direct.
They provide structure and consistency combined with limit setting and expectations and
have found this stance to be a critical and effective motivator.
The Set-Aside Model Apartments for youth are located on two floors at Schafer Hall.
Ground floor apartments are for youth only; the second floor has mixed youth, adult and
family units. Current thinking is that the latter is a better model with this particular
population. A building and/or floor that is populated by youth, adults and families can
help move young people beyond their perception and experience of foster care and its
‘program mentality’. It also offers a normalizing force by providing young people with the
opportunity to interact with neighbors of various ages and experiences.
Expected Outcomes The SYAI strives to achieve the following outcomes: 1) employment
and consistent income; 2) improved independent living skills and social stability; 3) improved
educational achievement including GED, college and/or trade school preparation and
enrollment; 4) mental health stability and substance abuse recovery; and 5) the ability to
maintain housing.
The Housing Developer and Project Sponsor The Lantern Group, which operates 333
units of housing primarily for homeless individuals and families living with HIV/AIDS, is
both the developer and the service provider for the Schafer Young Adult Initiative.

Financing Capital financing for Schafer Hall was provided through the New York City
Department of Housing, Preservation and Development’s SRO Loan Program and the
federal Low Income Tax Credit program. Ongoing service funding for the Schafer Young
Adult Initiative is provided through the New York State Office of Temporary Disability
Assistance. Housing subsidies come from the HUD Section 8 voucher program.
Seventh Landing, Minneapolis, MN
The mission of Seventh Landing is to provide safe and stable supportive housing for young
adults at least 18 years of age, helping them to realize their potential and contribute to the
community. Priority is given to youth who have been in foster care or a group home within
three years prior to application. These youth are targeted because they are vastly over-
represented in the homeless population. Additionally, youth referred must meet disability,
income and homelessness eligibility requirements.
Single Site Model The project consists of 12 subsidized, permanent housing units located
in a single site. The site is a newly constructed, mixed use, two story building with
commercial space on the first floor and tenant space on the second. Youth in foster care
participated in the design phase of the building, meeting with architects to share their
thoughts on apartment and building amenities that would help them feel supported in their
efforts to live independently. In addition to its commercial space, the first floor houses
common space including a community room with a kitchen for use by tenants and
neighborhood organizations; a Resource Center, with computers and internet connections;
office space for support services staff; a laundry room for tenants; and the on-site Tenant
Manager’s apartment. Youth units, which include 11 studios and 1 one-bedroom, are
located on the second floor. All units have a full kitchen and bath and all have been granted
project-based Section 8 certificates.
Residency Requirements All tenants at Seventh Landing must sign a lease addendum
which commits them to the following: 1) Maintaining approximately 25 hours of productive,
meaningful activity (school, work, treatment, volunteer or a similar structured activity) per
week.
2) Supporting an alcohol and drug free environment and remaining alcohol and drug free.
There are no time restrictions on occupancy as long as a tenant continues to be eligible for
housing at Seventh Landing and continues to meet all lease obligations.
Services Package Services, designed to help tenants build the skills necessary to maintain
their housing permanently, are provided directly on-site or coordinated through off-site
referrals. On-site services are built on a positive youth development model, which maintains
that the role of adults is to facilitate or create opportunities for youth to gain mastery and
control of their lives. Staff, for example, do not mandate particular services for youth, nor
do they make decisions regarding a tenant without the tenant’s participation.
A model for understanding positive youth development that is embraced by Growing Home,
the service provider, is called the Circle of Courage, which uses an American Indian
medicine wheel to illustrate a balanced and holistic approach to the developmental needs of

youth. Four principles: belonging, knowing, becoming and giving summarize the values and
direct many practices at Seventh Landing.
In keeping with this philosophy, acceptance of services is not a requirement of tenancy.

During the initial lease meeting, however, each new tenant must sign a Service Agreement
that delineates the basic expectations of Seventh Landing and confirms their willingness to
accept services as needed to help them meet the expectations required to maintain housing.
Subsequently, a support plan is developed with each tenant within one week of his/her
move in.
Because services are voluntary, the onus is on staff to design and implement engagement
strategies that are attractive, accessible and meaningful to tenants.
Tenants may choose not to accept services if they are meeting the expectations of tenancy;
however, if a tenant is experiencing problems that might interfere with his/her housing,
he/she may be assertively encouraged to use services. Self-determination is an important
value at Seventh Landing.
The Support Services Manager is expected to have at least weekly contact with all tenants
who have elements of their support plan in need of work. She is also expected to assertively
attempt to engage tenants who do not have active support plans. In practice, this means that
the Support Services Manager checks in informally anytime she sees tenants in the building,
and checks in formally at least twice a month.
A basic needs fund administered by the Support Services Manager provides financial
resources to tenants, through no interest loans, for supplies or books they may need for
training programs or for school.
The service model also includes a mentoring program; all tenants have the opportunity to
work with staff to identify a mentor to support them on their life path.
Staffing On site staff includes: 1 full-time Support Services Manager, 1 on-site Tenant
Manager, and a .25 FTE Youth Development Director. The Program Director and Vice
President at Growing Home provide supervision.
Leadership by Tenants Tenants participate in the community life of the building and play
a key role in helping to maintain a positive, healthy environment. The tenants themselves
plan regularly scheduled building-wide events. They also have the opportunity to participate
on a tenant council to represent issues important to them. Tenants are encouraged to
participate in community events and service opportunities in the broader community.
The Partners Seventh Landing is collaboration between RS Eden and Growing Home.
Growing Home has served the needs of homeless and potentially homeless youth, focusing
specifically on adolescents with serious mental health concerns, since 1980. RS Eden, which
owns and manages Seventh Landing, has acted as a developer in many community projects
and is currently acting as general partner with Alliance Housing, Inc., to build 26 units for
sober families in Minneapolis. RS Eden also owns and manages three transitional housing

projects for homeless women and children, two residential facilities housing 70 men, two
administrative buildings, and a drug-testing laboratory.
Financing Capital financing was secured from HUD-SHP, the Federal Home Loan Bank,
MHFA, Ramsey County Endowment Fund, Star Program and the City of St. Paul. Project-
based Section 8 has been granted for all 12 of the units, and is the primary source of
operating funds. Services are financed through HUD-SHP and foundation grants from the
Butler and Bremer Foundations.

Sample Policy on Drug and Alcohol Usei
Addendum to the Lease Agreement
ABC Apartments recognizes that legal and illegal drug use is part of the world in which
we live, and wishes to minimize the harmful effects of drug use on each individual and
the community as a whole. ABC does not condone or condemn drug use; however, the
staff is required to respond directly to any unacceptable behaviors, whether or not the
behaviors are related to substance use.
ABC respects every individual’s right to health and well being, and acknowledges their
ability to take responsibility for their own behavior as it affects them, their loved ones,
and the community. We aim to create an environment where individuals can openly
discuss substance use without fear of judgment, and navigate their own personal path of
choices. This includes discussing one’s choices regarding substance use, and supporting
one’s ability to make decisions regarding their own substance use goals (active use,
recovery, abstinence, etc.). If applicable, the staff of ABC is responsible for engaging
tenants in conversations about their use of drugs, alcohol and prescription medications,
addressing the effects of substances on the tenant’s life and the community.
Because some of the behaviors associated with drug and alcohol use can create harm in a
community, the following policy must be adhered to at ABC Apartments.
Please read and initial each section below
_____ Drug dealing, distribution or manufacturing is not allowed at ABC Apartments.

This includes, but is not limited to, the buying and selling of any illegal drugs or
prescription medication on or immediately surrounding the building by tenants
and their guests/visitors.
_____ Illegal drugs, alcohol, smoking, and public intoxication are not allowed in the
community areas at any time. This includes the lobby, hallways, services area,
elevator, and the area in the front of the building.
_____ All tenants must respect the rights of other tenants and of staff to the peaceful
enjoyment of the premises. Violent or substantially disruptive behavior – whether
or not it is related to substance use – will not be tolerated in public or private
areas. This includes, but is not limited to, threatening other residents or staff and
any other violent behavior towards others, destruction of property, making
excessive noise, knocking on tenants’ doors to borrow or request money, and
having high volume visitor traffic in your unit.
_____ Payment of rent and other financial responsibilities must be met regardless of
substance use. Money management is available as a voluntary option.
Corporation for Supportive Housing August 2003

_____ Tenants are responsible for ensuring that their guests/visitors comply with the
above standards.
_____ If a tenant’s behavior becomes problematic to the community, or if it appears that

substance use is endangering a tenant’s housing status, substance use counseling
may be arranged through Support Services staff in an effort to prevent the
termination of the tenant’s subsidy and/or eviction.
I, the undersigned, understand that Federal law prohibits the use, sale, distribution,
manufacturing, and possession of illegal drugs and the sale of prescription medication. I
understand that violation of any of the rules in this addendum will result in an incident
report and/or other action that will endanger my housing status at ABC Apartments.
My signature below indicates that I have read the above rules, understand them, and
agree to adhere to them.
_____________________________________ ____________
Tenant Date
_____________________________________ ____________
ABC Apartments Representative Date
i
Adapted from a version of the Lyric Hotel’s “Substance Use Policy” (San Francisco, CA), and the Direct
Access to Housing’s boilerplate lease addendum (San Francisco, CA).
Corporation for Supportive Housing August 2003

XXXX HOUSE RULES AND REGULATIONS
1. Regarding RENTS
a. All rents are due and payable on the first day of each month. Payment is to be made in the form
of personal check, cashier’s check or money order only. No cash will be accepted.
b. A late charge of $10.00 will be added to your rent any given month that your rent payment is
not made within five (5) days of the due date. If your rent is paid late on more than one
occasion, you may be subject to eviction.
c. A $15.00 service charge will be made on all checks returned by the bank marked “NSF.” All
rent payments thereafter will only be accepted if paid by money order or cashier’s check.
2. Regarding VISITORS and GUESTS

a. All visitors and guests must be accompanied by a resident host at all times. Unescorted visitors
will not be allowed in the building.
b. Visiting hours are from 8:00 A.M. until 10:00 P.M., seven days a week. No visitors are
allowed in the building at other times.
c. Tenants cannot have more than two visitors at a time per unit.
d. A “guest” is an individual adult or minor staying overnight on the premises whose name does
not appear as a “tenant” or “resident” on the Residential Rental Agreement for the premises.
e. Tenants are permitted a maximum of nine (9) overnight guest visits per calendar month and
only with prior permission from Management. Any visitor staying past the curfew is regarded
as an overnight guest. A guest log will be maintained by the manager.
f. Residents and their guests and visitors are not allowed on the roof at any time.
g. A visitor or guest who violates the House Rules and Regulations will be forbidden entry from
the building.
3. Regarding NOISE and PETS

a. There is to be no boisterous or vulgar conduct or unnecessary loud noise at any time.
Television, radios, stereos, etc. are to be played softly between the hours of 10:00p.m. and
9:00a.m.
b. No pets or animals (including fish) of any kind shall be kept within the unit or on the premises
without prior written permission from the Landlord or authorized agent. Pets owned by your
visitors will not be allowed on the premises.
4. Regarding CHILDREN
a. Children are not to be left unattended. Please supervise your children and your visitor’s
children.
b. Tenants are held solely responsible for the actions of their children and their visitor’s children.
c. Tenants are financially responsible for any damages caused by their children or their visitors’
children.
d. Children are not to play in hallways, passageways or fire escapes at any time.
e. Children are not allowed in the laundry room or television lounge at any time unless
accompanied by a supervising adult.
5. Regarding MAINTENANCE
a. All items in a unit requiring maintenance, excluding emergencies, will be reported to the
manager or maintenance personnel in writing. Maintenance that is performed in accordance
with the rental agreement will be done on a prioritized basis.
b. Maintenance performed due to negligence, abuse or misuse by the tenant will be CHARGED
BACK to the tenant.

c. Please pay attention to how our windows look from the outside looking in. DO NOT replace
drapes and/or blinds that may be furnished. Do not place aluminum or other coverings in the
windows.
d. Fire department regulations forbid the blocking of stairwells and doorways by any object.
No bicycles, boxes, etc. may be stored in the fire escapes.
e. Laundry or other articles may not be hung outside or from balconies.
6. Regarding PEST CONTROL

a. The owner has signed a service agreement with a pest control vendor who will have the right of
entry into the unit after issuing at least 24 hours’ prior notice.
7. Regarding OCCUPANCY
a. Minimum occupancy is one (1.)
b. Maximum occupancy is one (1.)
8. Regarding HEALTH AND SAFETY

a. Tenants should not tamper with smoke detectors, alarm systems, or any building safety or
security equipment.
b. Fire department regulations forbid the blocking of stairwells and doorways by any object. No
bicycles, boxes, personal items, etc. may be stored on fire escapes.
c. Tenants are required to maintain their unit in accordance with all applicable government codes
(health, sanitary conditions, fire department regulations, etc.)
d. No trash is to be thrown outside from windows or into air-wells.
9. MISCELLANEOUS
a. Residents may not alter any lock on any door in the premises without the prior consent of
the management. Management must have a key to any locks installed to ensure access to
the apartment in emergencies and for maintenance.
b. No satellite dishes or television antennas may be installed on any building surface. Any
currently installed antennas/satellite dishes must be removed within 10 days after a written
request from the property owner.
c. No radio or television wires shall be erected on any part of the premises.
d. Waterbeds are not permitted on the premises.
e. No dishwashers will be permitted in any of the units.
f. Any article affixed or driven into the woodwork, walls, floors or ceiling of said premises shall
be the sole responsibility of the tenant. The tenant shall be liable for any and all repairs
necessary during of after residency to resort the premises to original condition. Items installed
on the premises of a permanent nature become part of the realty of the owner and removal must
be inspected by management.
g. Residents should take care not to lock themselves out of their apartments. The first
provision of “lockout” services by management to a household is free, and all subsequent
provisions of this service to a household will result in a $25.00 charge assessed to the
tenant’s ledger. If the household is not current in paying for previous “lockout” services,
management may refuse to provide the lockout service, and the tenant will need to contact
a locksmith to gain entry to his/her unit. This applies to all lockouts, 24 hours a day,
seven days a week.
h. Management is not responsible for delivery of messages, materials, or mail, or for lost or
missing articles.
i. Management is not responsible for damages to tenants’ personal property caused by fire, flood,
theft or vandalism.
j. We strongly recommend that all residents obtain personal property insurance.

k. Smoking is not allowed inside the elevators or any common area of the building at any time.
l. Drinking of alcoholic beverages is not allowed in the lobby, hallways, stairs, any common area
or in front of building. Drinking of alcoholic beverages is illegal for persons under 21 years
of age.
m. There is to be no loitering, hangging-out or smoking in front of the property or adjacent
buildings.
ALL ADULTS (18 years and older) or EMANCIPATED YOUTH OF THE HOUSEHOLD MUST SIGN
BELOW.
We must stress that persons found in violation of any of the above Rules and Regulations will be held
liable and may be subject to court proceedings to terminate tenancy up to and including eviction.
These rules have been established to assure you a pleasant and comfortable place in which to live and to
call your home. Thank you for your cooperation.
I HAVE READ THE ABOVE REGULATIONS AND AGREE TO ABIDE BY THEM.
TENANT:
__________________________ Date: _______________

Signature
__________________________
Print Name
RESIDENT GENERAL MANAGER, Authorized Agent for Landlord:
__________________________ Date: _______________

Signature
__________________________
Print Name

RESIDENTIAL RENTAL AGREEMENT
Name of Project
Address
This Residential Rental Agreement (the "Lease") is made as of __________________

between the Landlord (the "Landlord"), and the following person signing this Lease as the
"Tenant": (the "Tenant"), with reference to
the following facts:
A. The Landlord owns and operates the building at address (the "Building").
B. Pursuant to this Lease, the Landlord will lease to the Tenant Unit ____ within the
Building (the "Unit").
WITH REFERENCE TO THE FACTS DESCRIBED ABOVE, the Landlord and the
Tenant (collectively the "Parties") agree as follows:
1. Term
a. The term of this Lease (the "Term") shall commence at 12:01 a.m. on
_________________________, 2001, and shall continue for one year, and then on a month-
to-month basis thereafter, until either party terminates this lease by delivering to the other
Party a written termination notice thirty (30) days before the termination.
b. Notwithstanding the foregoing, the Term shall not commence until the
satisfaction of the following conditions:
(1) The Tenant must have paid in full the first month's rent pursuant to Section 7
below.
(2) The Tenant must have paid in full the security deposit pursuant to Section 16
below.
(3) The Unit must have been vacated by the previous occupant. The Landlord
hereby represents to the Tenant that to the best of the Landlord's knowledge the
Unit will be vacant on the date set forth in Section 1(a). In addition, the Landlord
shall diligently seek to cause the Unit to be vacant as of the date set forth in
Section 1(a). However, if despite the Landlord's diligent efforts the previous
occupant of the Unit has not moved out of the Unit by the date set forth in
Section 1(a), then the Landlord shall not be in default under this Lease.
2. Lease
As of the commencement of the Term, and for the duration of the Term, the Landlord
hereby leases to the Tenant the Unit.
3. Tenant Household; Tenant Income Recertification
a. The Tenant shall be the sole occupant of the Unit. No other human being is
permitted to occupy the Unit as a member of the Tenant's household.
b. As of the date of this Lease, the Tenant's income, as certified by the Tenant and
verified by the Housing Authority and the Landlord, is not greater than the maximum household
income permissible for initial occupancy in the Building under the regulatory agreements that
govern occupancy in the Building. At least once every year, the Tenant shall re-certify to the
Housing Authority and the Landlord, the Tenant's income, and shall provide such
documentation as the Housing Authority and Landlord may reasonably request to verify such
income recertification. Any misrepresentation of the Tenant's income, whether prior to the date
of this Lease or in the course of an annual recertification, is a violation of this Lease and
constitutes a Tenant Default.
c. It is the Tenant’s obligation to report any changes in Tenant’s household or

employment status to the Housing Authority and Landlord.

d. If an annual income recertification reveals that the Tenant's income has risen
above certain thresholds established by the federal low income housing tax credit program, the
McKinney Section 8 program, and/or any regulatory agreements recorded against the Building,
then upon advance written notice of thirty (30) days, the Landlord may increase the amount of
monthly rent payable under Section 7 below to the extent permitted under the federal low
income housing tax credit program, the McKinney Section 8 program, and/or the regulatory
agreements recorded against the Building.
4. Assignment and Subletting
The Tenant shall not assign this Lease or sublet any portion of the Unit without the prior
written consent of the Landlord, which the Landlord may withhold in its sole discretion.
5. Guests / Visitors
The Tenant may receive guests and visitors in the Building and the Unit only in
accordance with the Rules and Regulations attached to this Lease as Exhibit A.
6. Full Time Students
At any given time the unit shall not be occupied in its entirety by full time students. It is
the tenant’s responsibility to report any changes in student status to the landlord immediately.
7. Pets
The Tenant shall not keep any pet animals in the Building or the Unit, and the Tenant
shall not allow any pet animals into the Building or the Unit.
8. Monthly Rent
a. Monthly rent during the Term shall be payable by the first (1st) day of each
month in advance. The monthly rent payment shall be made to the building manager by
personal or cashier's check made out to the Landlord. Payment can also be mailed to
address, or such other place as may be designated by the Landlord from time to time. If the
Term begins later than the first day of a calendar month, then the monthly rent for the partial
month in which the Term begins shall be pro-rated based on the percentage of the month's
days that are included in the Term.
b. The monthly rent obligation shall be in the amount of $_____________________
c. The Tenant shall pay the Landlord Ten Dollars ($10) for each rent payment that
is not made within five (5) days after the due date. This "late charge period" of five (5) days is
not a grace or cure period, and the Landlord is entitled to make a written demand for any
unpaid rent on the day after the due date.
d. The Tenant shall pay the Landlord Twenty-five dollars ($25.00) for each
dishonored bank check by which the Tenant attempts to pay an amount owing under this
Agreement.
e. Any amounts that remain due and payable under this Agreement after the end of
the Term shall accrue simple interest at the lower of (1) one and one-half percent (1.5%) per
month, and (2) the maximum rate allowed by law.
f. The Tenant shall be liable for costs incurred by the Landlord for delinquent rent
collection and eviction.
9. Uses
The Tenant shall use the Unit exclusively as the primary residence of the Tenant.
10. Utilities
The Landlord shall be responsible for arranging and paying for all utility services in the
Unit and the Building, except that the Landlord shall not be responsible for arranging and
Page 2
paying for any of the following utility services in the Unit: electricity, gas, telephone, and cable
television.
11. Compliance with House Rules
The Tenant shall obey and comply with (a) the Rules and Regulations attached to this
Lease as Exhibit A, and (b) any changes to the Rules and Regulations that the Landlord may
adopt with advance written notice of thirty (30) days.
12. Compliance with Laws; Prohibition against Disturbances
a. The Tenant shall comply with all governmental requirements relating to the use
of the Unit and the Building.
b. The Tenant shall not use the Unit or the Building in such a way as to violate any
governmental requirement, including laws prohibiting the use, possession, or sale of illegal
drugs.
c. The Tenant shall not commit waste or cause or permit any nuisance.
d. The Tenant shall not unreasonably annoy, disturb, inconvenience, or interfere

with the quiet enjoyment of any other tenant or nearby resident, including (without limitation)
the use or threat of violence.
13. Maintenance and Repairs; Alterations
a. The Tenant shall cause the Unit, including all equipment, appliances, furniture,
and furnishings (whether the Landlord's Personal Property or the property of the Tenant), to
remain clean and sanitary.
b. The Tenant shall use all equipment and appliances in the Unit (whether the
Landlord's Personal Property or the property of the Tenant) only in the manner intended by the
manufacturer. For example, the Tenant shall not use the stove for heating the Unit, or the
refrigerator for cooling the Unit. In addition, the Tenant shall not tamper with or disable the
smoke alarm in the Unit, as more particularly described in the Rules and Regulations attached
as Exhibit A.
c. The Tenant shall not paint, paper, or otherwise redecorate or make alterations to
the Unit without the prior written consent of the Landlord, which the Landlord may withhold in
its sole discretion.
d. At the end of the Term, the Tenant shall return to the Landlord the Unit and the
Landlord's Personal Property in the same condition as on the first day of the Term, normal
wear and tear excepted.
e. The Tenant shall promptly notify the Landlord whenever the Tenant becomes
aware of a component in need of maintenance or repair in either the Unit or any other part of
the Building.
Page 3
f. The Tenant shall be responsible for the cost of any maintenance or repair of the
Unit, the Building, and/or the Landlord's Personal Property where the need for the
maintenance or repair is caused by the wrongful act or omission of the Tenant and/or their
guests and invitees.
g. In the event rehabilitation or other plans for the Building will require that the
dwelling unit to be leased to the Tenant be vacated or made available to another Tenant during
any portion of the Lease term, the Lease shall contain a provision for substitution of another
dwelling unit and relocation of the Tenant.
h. The Tenant shall be responsible for the expense of replacing keys, at the rate of
$25 after the first event.
14. Pest Control
a. The Tenant shall allow monthly pest control service to be performed in the Unit
upon receiving twenty-four (24) hour notice.
b. If the Tenant requests that the Unit be exempted from monthly pest control
spraying, and if the Tenant provides the Landlord with a written statement from a licensed
medical professional confirming that the Tenant has an allergic or other medical condition that
would be aggravated by pest control spraying, then the Unit will be exempted from monthly
pest control spraying. However, the Tenant shall still allow monthly pest control inspections to
be performed in the Unit upon receiving twenty-four (24) hour notice.
15. Entry and Inspection
a. The Tenant shall not alter or re-key any locks to the Unit, or install any burglar
alarm system, without the Landlord's prior written consent, which the Landlord may withhold in
its sole discretion. At all times, the Landlord must have keys capable of unlocking all locks to
the Unit.
b. The Landlord shall have the right to enter the Unit during regular business hours
and with advance notice of twenty-four (24) hours for the following purposes:
(1) To make necessary or agreed-upon repairs, decorations, alterations, or

improvements, or to supply necessary or agreed-upon services.
(2) To show the Unit to a prospective tenant after either Party has delivered to
the other Party a notice of termination of this Lease.
(3) When the Landlord believes that the Tenant has abandoned the Unit.
c. The Landlord and the Housing Authority shall have the right to enter the Unit
during regular business hours and with advance notice of forty-eight (48) hours to perform an
annual inspection of the Unit.
d. The Landlord shall have the right to enter the Unit in an emergency situation
without advance notice to the Tenant.
16. Indemnification
a. The Tenant shall indemnify, defend, and hold harmless the Landlord (and its
agents and their employees) from and against any claims against the Landlord arising out of
(1) the occupancy of the Building by the Tenant, and/or (2) activities in the Building undertaken
by the Tenant and/or their guests and invitees.
b. The Landlord (and its agents and their employees) shall not be liable to the
Tenant or to any of their guests or invitees as a result of injury to their person or property
occurring in the Building.
c. Notwithstanding the foregoing, the Landlord may be liable in the event of a

Landlord Default, and the Landlord (and/or its agents and/or their employees) may be liable in
the event of the applicable party's intentional or negligent wrongdoing.
Page 4
d. The Landlord recommends that the Tenant obtain renter's insurance.
17. Security Deposit
a. Before the start of the Term, the Tenant shall pay to the Landlord the amount of
$_______________ which constitutes a security deposit. The Landlord may deduct from the
security deposit any amounts due and payable to the Landlord under this Lease, as permitted
by Civil Code Section 1950.5.
b. The Landlord shall disburse to the Tenant interest accrued on the security
deposit on an annual basis.
c. The Tenant shall not have the right to apply the security deposit toward payment
of the last month of rent. Within three (3) weeks after the end of the Term, the Landlord shall
return the security deposit to the Tenant, less any amounts that the Landlord is entitled to
retain (together with an itemized statement of such amounts, as required by Civil Code Section
1950.5).
18. Default
a. The Landlord shall not terminate the Lease except for serious or repeated
violation of the terms and conditions of the Lease; for violation of applicable law; or for other
good cause, including but not limited to: (1) non-payment of rent or any other financial
obligation under the lease. (2) two or more late rent payments, within a 12-month period,
received after the 5th of the month. (3) iIIegal or criminal behavior including the sale of drugs.
(4) a breech which results in damages to the premises or which adversely affects the health,
safety, or quiet enjoyment of any tenant or visitor to the premises. (5) a breech which
interferes with landlord responsibilities. (6) Misrepresentation of medical or student status.
b. Any Tenant violation of this Lease shall constitute a "Tenant Default" for which
the Landlord may exercise remedies. A "Tenant Default" shall also exist in the event of a
misrepresentation in the course of a Tenant income certification, as provided in Section 3(b). *
c. Any Landlord violation of this Lease shall constitute a "Landlord Default" for
which the Tenant may exercise remedies.
19. Discrimination
In the course of the Tenant's occupancy of the Unit, the Tenant shall not engage in any
unlawful discrimination.
20. Approvals
Any changes to the terms of the lease must be in writing and approved by the owner
and the SFHA. All Landlord and Housing Authority approvals under this Lease must be in
writing to be effective.
21. Notices in Writing
Formal notices, demands, and communications between the Parties shall be in writing.
22. Entire Understanding of the Parties
This Lease, including the attached Exhibits, constitutes the entire understanding and
agreement of the Parties with respect to the Tenant's occupancy of the Unit.
23. Legal Actions
If any legal action is commenced to interpret or to enforce the terms of this Lease or to
collect damages as a result of any breach of this Lease, then the Party prevailing in any such
action shall be entitled to recover against the Party not prevailing all reasonable attorneys' fees
and costs incurred in such action (and any subsequent action or proceeding to enforce any
judgment entered pursuant to an action on this Lease).
Page 5
24. Prohibited Lease Provisions
Notwithstanding anything to the contrary contained in the Lease any provision of the Lease
which falls within the classifications below shall be inapplicable.
(1) Confession of Judgment. Prior consent by the Tenant to be sued, to admit guilt, or
to a judgment in favor of the Landlord in a lawsuit brought in connection with the
Lease.
(2) Seize or Hold Property for Rent or Other Charges. Authorization to the Landlord to
take property of the Tenant, or hold property of the Tenant, as a pledge or security
until the Tenant meets any obligation which the Landlord has determined the Tenant
has failed to perform.
(3) Exculpatory Clause. Agreement by the Tenant not to hold the Landlord or Landlord’s
agents legally responsible for any action or failure to act, whether intentional or
negligent.
(4) Waiver of Legal Notice. Agreement by the Tenant that the Landlord may institute a
lawsuit without notice to the Tenant.
(5) Waiver of Legal Proceedings. Agreement by the Tenant that the Landlord may evict
the tenant or hold or sell possessions of the Tenant Family if the Landlord
determines that the Tenant has violated the Lease, without notice to the Tenant or
any court decision on the rights of the parties.
(6) Waiver of Jury Trial. Authorization to the Landlord to waive the Tenant’s right to trial
by jury.
(7) Waiver of Right to Appeal Court Decision. Authorization to the Landlord to waive the
Tenant’s right to appeal a decision on the ground of Judicial error or to waive the
Tenant’s right to sue to prevent a judgment from being put into effect.
(8) Tenant Chargeable with Cost of Legal Actions Regardless of Outcome of Lawsuit.
Agreement by the Tenant to pay lawyer’s fees or other legal costs whenever the
Landlord decides to sue, whether or not the Tenant wins.
BY SIGNING BELOW, the Parties agree to the terms of this Lease:
LANDLORD:
By: ___________________________________
General Manager
TENANT:
By: __________________________________________
Page 6
Job Description
Page 1 of 2
Title: Resident Assistant

Department: Overage Youth Services
Supervisor: Manager of Overage Youth Services
Salary Range: $13.46/hour
Benefits: Generous Benefit Package
Classification: Non-Exempt
Work Schedule: 20 hours per week, some weekends and evenings required
Requirements: One year of previous experience working with homeless and

runaway adolescents and people living with HIV/AIDS. This position will allow
youth to develop their leadership skills in the community and will rotate on a yearly
basis to allow different residents to experience the position.
Primary Responsibilities: Resident Advisors will assist residents with learning

how to manage daily, practical living needs by providing basic residential guidance,
which will include assistance with resolving community conflicts. Resident
Advisors will offer basic information and referrals to social services and community
resources, including basic living information (i.e., where to seek treatment for a
cold, local laundry facilities, where local groceries can be purchased).
Job Duties:
1. Work Assigned shifts daily and overnight
2. Provide recreational and social activities for residents as needed.
3. Help residents manage their daily living needs.
4. Provide counseling and support relating to issues for young adults.
5. Attend weekly team meetings, staff meetings and trainings as needed.
6. Participate in developing, and understand and follow the resident’s Individual
Plan.
7. Attends and participates in case conferences and staff meetings as assigned.
8. Documents residents’ status in residents’ files as instructed.
9. Assists in emergency situations.
10. Maintains resident information and files as confidential.
Professional Performance:
a) Maintain professional standards of performance, demeanor and appearance at all times.
b) Perform tasks and responsibilities in a complete and timely manner, complying with
agency policies and standards and conforming to scheduling requirements of this job
description and program.
c) Maintain a creative, team-building, cooperative approach to job performance and seek to
bring a constructive, problem-solving orientation to all tasks.

d) Maintain an awareness of the agency's mission and work to promote the positive
individual and social change goals it embodies.
e) Exercise discretion and professional judgment at all times keeping with the
responsibilities carried personally and by the agency for the care and welfare of youth
and families.
f) Actively strive to upgrade professional skills through engaging in appropriate
professional training and experience.
g) Ability to work with diverse staff and excel in a multi-cultural environment.
Date Updated: October 8, 2003
Employee currently filling this position:

Name (Please Print)
I have read and acknowledge receipt of my job description:
Date Employee Name (Please Print) Employee Signature
Reviewed and verified by Supervisor:
Date Supervisor Name (Please Print) Supervisor Signature

Agreement
By and Between
Service Provider X And Landlord Y
An agreement is entered into today, (date) between Service Provider X and Landlord
(“Owner”), to work collaboratively to provide housing and support services to youth who
are aging out of foster care.
Service Provider X agrees to:
• Mail directly to Owner rent in the amount of $x,xxx, for address of rental unit for
receipt by the first of each month, commencing on ___________________, on
behalf of occupant(s) _______________. Rent payments will continue for up to 24
months.
• Sign a separate program agreement with _______________ outlining the benefits

she/he will receive as a participant in the Supported Housing Program as well as
her/his program obligations. In the event that ____________ fails to meet her
program commitments, she will be exited from the Supported Housing Program and
all rental payments made on her behalf will cease.
• Provide Owner 30 days’ written notice prior to terminating the rental payment on
behalf of the occupant(s).
• In the event that the Service Provider terminates rental payments for occupant(s),
and occupant(s) subsequently fail(s) to pay full rent directly to Owner, or violates the
rental agreement in any way, Service Provider will reimburse Owner for attorneys’
fees, legal and all other costs incurred in obtaining possession of the premises from
occupant, and/or in enforcing performance of the agreement, and for unpaid rent
and/or rental damages, through the day possession of the unit is returned to Owner.
• Monitor the upkeep of the apartment and the occupant’s compliance with the
obligations of the rental agreement through weekly Youth Advocate meetings
conducted in the apartment.
• Service Provider is responsible for paying Owner for any and all damage to the
premises beyond normal wear and tear, and for any default in the performance of the
agreement beyond the amount of the security deposit.
• Service Provider also acknowledges the rental agreement between the occupant and
Owner, a copy of which is attached hereto.
Signatures:
_____________________________________ __________________
Service Provider Executive Director Date
____________________________________ ___________________
Property Owner/Agent Date

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CORPORATION for SUPPORTIVE HOUSING

Corporation for Supportive Housing September 2003

I. The Purpose of this Guide 1

► Systems and non-systems youth 4

► Transitional versus permanent supportive housing 4

III. Designing Supportive Housing for Youth and Young Adults 6

► Infuse an understanding of adolescent development into 6

► Recognize tenants as young adults with full rights and 7

► Embrace a youth development framework 8

► Choose the most appropriate model 8

► Acknowledge that youth are inherently in transition 9

► Anticipate aging in place 10

► Provide a mix of relevant and responsive services 10

Case management/service coordination

► Plan staffing to achieve service objectives 13

Case Manager/Youth Advocates

Corporation for Supportive Housing September 2003

Fair Housing laws

► Create venues for ongoing youth input 17

► Welcome youth culture 18

IV. Funding Supportive Housing for Youth and Young Adults 18

► Housing and Urban Development 18

► Temporary Assistance for Needy Families 19

► Foster Care Independence Act of 1999 20

► Low Income Housing Tax Credits 20

V. Profiles of Existing Permanent Supportive Housing for Youth and 21

► Booth Brown House Services, Minneapolis, MN 21

► Ellis Street Apartments, San Francisco, CA 22

► First Place Fund for Youth, Oakland, CA 24

► Rising Tide Communities, Orange County, CA 26

► Schafer Young Adult Initiative, New York, NY 28

► Seventh Landing, Minneapolis, MN 30

Corporation for Supportive Housing September 2003

Corporation for Supportive Housing 1 September 2003

Corporation for Supportive Housing 2 September 2003

Corporation for Supportive Housing 3 September 2003

► Transitional versus Permanent Supportive Housing

Corporation for Supportive Housing 4 September 2003

Transitional Housing Programs: Permanent Supportive Housing

Corporation for Supportive Housing 5 September 2003

(Section IV of this tool offers more detail on

III. DESIGNING SUPPORTIVE HOUSING FOR YOUTH AND YOUNG

Youth supportive housing presents challenging contradictions. A helpful over-arching objective,

► Infuse an understanding of adolescent development into program design and

Some detail about each of these eleven considerations follows:

► Infuse an understanding of adolescent development into program design and practice

Corporation for Supportive Housing 6 September 2003

• struggle with sense of identity

As youth are developmentally ready, supportive housing environments can promote:

• increased independent functioning

► Recognize tenants as young adults with full rights and responsibilities

Corporation for Supportive Housing 7 September 2003

• safety and structure

► Choose the most appropriate model

Scattered Site Single Site Set Aside Units

Corporation for Supportive Housing 8 September 2003

► Acknowledge that youth are inherently in transition

Corporation for Supportive Housing 9 September 2003

► Anticipate aging in place

► Provide a mix of relevant and responsive services

• support young people in their healthy development

Corporation for Supportive Housing 10 September 2003

Meeting these objectives should inform decisions such as:

• What services will be provided on site as a benefit of tenancy? What community-based