An aftercare program for the homeless youth - Research Paper Example

? An aftercare program for homeless youth al affiliation An aftercare program for homeless youth Organizations involved insocial work generally work for specific groups of people with specific needs or general populations. Mostly, this work involves facing social issues that have been a problem to the community for some time. According to Kirst-Ashman & Lull (2011), most of the social problems involve coming up with a process of macro change that is going to solve the social issue at hand. At a youth shelter, six youths are preparing to leave for foster homes. These youths are aged between the ages of sixteen to twenty one. During their stay at the youth shelter, these homeless youth have been living in two houses, each accommodating three of them. In an ideal scenario, the shelter is supposed to have an aftercare program but it does not. Therefore, the youths have to be taken to another place in which the aftercare program will be conducted. After they have left the youth shelter, an after care program, which is grants funded is needed to ensure their smooth transition from life at the shelter to life at the different proposed areas. This essay is, therefore, a case study of these youths and the process of executing an after care program for a period of ninety days. According to Kirst-Ashman & Lull (2011), the proposed macro change needs to undergo a process which ensures the proper implementation of macro change within an organization. The first step involves coming up with an innovative idea. In this case study, Maxwell, the social worker in charge of the follow up program decides to have the three youths aged between 16-17 years placed in foster homes. The rationale for this is that since the youths are homeless, it is most probable that they had major differences with their next of kin, and there is no chance of them going back home. Secondly, Maxwell does not feel that the youths are ready as yet to live independently without supervision. The idea of a foster home best suits these youths at the moment, since they will have someone to look after them and guide them as they prepare to start a life of their own. For the three youths aged between 18-21 years, Maxwell decides that they are old enough to start life on their own. Now that Maxwell has determined that foster homes are the best option for the younger youths, while the older ones are going start their independent lives, he needs to muster support for his ideas. This support comes form his managers at the youth shelter, the community, and the government which is providing the grants. These are the people that Maxwell needs to convince of the benefits of the two age groups living in the proposed areas. To begin with, Maxwell needs to convince the management and supervisory team at the youth shelter to go along with his idea. This proves to be a daunting task at the beginning but thanks to Maxwell’s oratory skills, coupled with the numerous advantages of placing the youths in their respective areas, the management is soon convinced of the idea. Once Maxwell is assured of the support of the shelter’s management, he uses this to his advantage by asking them to help him convince the community to adopt these youths. Apart form the community, the management also seeks the support of the government to ensure rapid and proper documentation for adoption for the youth going to foster homes, and the provision of grants and housing for those going to start life independently. Maxwell already knows that his oratory talent is an asset, as well as the good relationship he has with majority of the management team. With the larger part of the management on his side, Maxwell now needs his colleagues to be involved in the process, as well as other influential people outside the confines of the shelter. Therefore, among his colleagues, Maxwell tries to avoid soliciting the services of the confrontational people and goes for the flexible members of staff. This does not necessarily mean his friends or people who are in total support of the idea, rather people who are capable of airing their opinions and challenging those of others for the good of the project. In his team, Maxwell decides to include Patrick, the human resource officer known for his hardworking trait. In addition, Maxwell enlists the services of William, the human resource manager whose ability to talk to people and convince them easily is an asset to the implementation of the program. Lastly, Maxwell has the support and services of Jessie, the accounting officer at the shelter, who will be in charge of managing the grants from the government. Outside the agency, Maxwell seeks the help of the local politicians, who will ensure smooth documentation or even give funds for the implementation of the program. Maxwell will need the services of the local landlords who will rent out their houses to the youths aged 18-21, apart from the politicians. Lastly, the local population will be influential in welcoming the youths back to the society. According to Ammerman, et al. (2004) after the youths are unconfined form the youth haven, the neighborhood is very influential in providing the required support to the youths. Maxwell can now move on to the next stage in the implementation of the aftercare program after having identified his assets in terms of pertinent natives. Kirst-Ashman & Lull (2011) indicates that this step involves categorizing the aims and objectives for the aftercare program. The chief goal in the aftercare program, for Maxwell’s case is to ensure that once the youths leave the shelter, they will have a comfortable life. To ensure this, Maxwell spells out the exact objectives for the aftercare program. One of the objectives is to conduct a background check with the help of the local authorities, on interested foster parents for the 16-17 year olds. This will ensure that the people who will be given the assigned the duty of taking care of the youths is well capable of performing. Secondly, yet another objective is to acquaint them with the youths they would like to foster by having a meeting with the qualified foster parents to explain to them what their responsibilities. In the case of the 18-21 year olds, Maxwell’s objective is to find good, affordable, and secure housing. Additionally, one more objective for Maxwell is to ensure that the finances provided for the execution of the program are well utilized and the youths are well satisfied whilst in their homes. In as far as the background check on the potential foster parents is concerned, Maxwell entrusts that responsibility to Patrick, to go to the local authorities and get the authorization for interested and qualified foster parents to take care of the younger youths. This has to be done by the end of the month. For the meeting with the potential foster parents, William will be in charge. This meeting will have to be conducted during the first week of the next month. On her part, Jessie is charged with the responsibility of first of all negotiating with the local landlords to provide good and affordable housing. Jessie also contacts the local housing programs engaging in aftercare. According to New England Network for Child & Youth and Family Services (2004), these housing programs teach young people on how to live independently. Secondly, Jessie will be charged with ensuring that the funds provided for the aftercare program are well utilized by the end of the three months after the departure of the youths from the shelter. After all the preparation, the implementation phase is what follows (Sullivan, 2002). Maxwell is now ready to implement the plan of transferring the youths to their respective homes. On the day that the youths are to leave the shelter, Maxwell, in the presence of other staff members holds a farewell meeting with the youths. Jessie, Patrick, and Maxwell advice the younger youths on the benefits of being placed temporarily in foster homes. They remind the youths that their stay at the foster homes will be to their advantage, and it is only for short period of time before they can start their independent lives. This is very important, considering that majority of these youths are in the shelter due to rejection by family members. The youths receive advice and counseling concerning life outside the shelter. Maxwell invites an aftercare counselor to refer the youth to places within the community where they can receive various services to make sure that the youths feel at home in the community. Maxwell and his colleagues give the youths their contacts incase the youth would want to talk to them afterwards. Finally, the youths are made aware that they are always welcome back to the shelter if need be. Jessie then gives the youths a small token for transportation and food. Once the foster parents start arriving, Sally the receptionist is at hand to receive them and have them do some bit of paperwork to identify themselves as the legal guardians of the youths for a temporary period of three months. After the paperwork the foster parents, the administration, and the youths hold a final meeting during which, the administration spells out the responsibilities of each party and the conditions for release. According to Citizens' Committee for Children of New York (2011), it is the duty of the aftercare counselor to spell out the conditions for release of the youths. Afterwards, the foster parents are allowed to take the younger youth’s home. For each youth leaving, there is a member of staff accompanying them to their new home, to make sure they are well settled, and then report back to the shelter. This is especially so for the older youths who are taken to their rented houses and assisted to settle in. The member of Staff then ensures that the youths know where to find the basic social amenities, such as shops, libraries and hospitals, not forgetting the places they are most likely to find employment. For the next three months, Maxwell and his colleagues conduct routine visits to the youths’ respective areas of residence to check on the progress of the youths and to determine whether they are in need of anything. Incase there are emerging differences or conflicts between the foster parents and the youths, or the society at large, the shelter’s administration tries to iron them out to reduce the chances that the youths might be brought back to the shelter. Members of the local community are also asked to give their opinion regarding the progress of the youths. During this period, the accounting department also reconciles the funds given, with the money used in the execution of the program. Normally, each idea has its critics and Maxwell’s is no exception. Some people in the management, members of staff, as well as some community members have been very vocal in criticizing the idea of placing leaving the older youths to live independently in the community. They argue that such youth might be tempted to engage in vices such as, theft and substance abuse (Wiebush, McNulty & Le, 2000). Maxwell and his supporters have, however, taken it upon themselves to defend the youths and ask the community to give the youths a chance to prove their worth. During their routine visits to the youths’ homes, the staff members have brought along some of the critics to witness the progress of the youths. Majority of these critics have turned around and offered their support to the program after witnessing the progress of the youths, in as far as the latter’s social, educational and financial lives are concerned. When the ninety days probation period for the follow-up program is almost over, Maxwell and others involved in the realization process conduct an assessment of the program. The first change they note is that there has been a noteworthy increase in people supporting the idea of placing the youths in different homes based on their ages. This is a good sign as it indicates that more people are now wiling to foster younger ones and also accommodate the young adults back into the society. The shelter’s members of staff also visit the foster homes and interview the foster parents as well as the youths to determine whether the program has been effective or not. The results are very encouraging, as two out of the three placed in foster homes have been able to settle comfortably, while one has had a few challenges in settling in. The administration together with other stakeholders in the aftercare program decide to give that one youth some more time until the three months are over and see the progress in settling in their foster home. If the situation does not change, then the one who did not settle in will have to be brought back to the shelter to re-evaluate which intervention suits them best. As for the youths aged between 18-21 years, two of them with the help of the local community have been able to secure employment. One has been unsuccessful in securing a job so far, but Maxwell and colleagues have been there to encourage them and ensure that they do not become resentful. The youth shelter has also continued to provide financial assistance to them. This is critical in ensuring that they do not engage in any criminal acts or drug abuse. In general, however, Maxwell can confidently say that the process of transferring the youths from the shelter to the foster homes and independent living was successful. Consequently, in future, the shelter would consider foster homes for youths aged below 18 years and independent living for youths aged above 18 years. The success of the aftercare program has been gauged in terms of the positives offsetting the negatives. Among the positives, there are more and more people interested in supporting the aftercare program. Secondly, two thirds of the youths have been able to adapt easily to life outside the shelter and be integrated into the society. In conclusion, the case study of the aftercare program for the homeless youth discussed in the foregoing essay clearly indicates that these youths can be integrated and fit into the society. The only major challenge is for the youths going to live independently, who often lack money to pay for services. If only the government would increase the funds and prolong the period of the aftercare program, then the youths would be able to fully support themselves five months after leaving the shelters. References Ammerman, et al (2004). Homeless Young Adults Ages 18–24: Examining Service Delivery Adaptations. Nashville: National Health Care for the Homeless Council. Citizens' Committee for Children of New York, Inc. (2000). Returning Home: A Look at Aftercare Services Provided to Delinquent Youth. New York: Citizen’s Committee for Children. Kirst-Ashman, K. & Hull, G. (2011).Generalist Practice with Organizations and Communities. London: Cengage Learning. New England Network for Child & Youth and Family Services. (2004). Innovative Housing Programs for Homeless Young Adults Leaving TLPs. Where to Now? London: New England Network for Child, Youth & Family Services. Sullivan, K. (2002). Community Organizing Strategies to Reduce Risk and Increase Capacity. The 9th Annual Governor’s Conference on Child Abuse & Neglect. Baltimore. Wiebush, R., McNulty, B. & Le, T. (2000). Implementation of the Intensive Community Based Aftercare Program. New York: Macmillan. Read More