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- All Subjects: Aging in place
- Creators: Lucio, Joanna
- Member of: Theses and Dissertations
Description
Social impact bonds (SIBs) are a multi-year contract between social service providers, the government, and private investors. The three parties agree on a specific outcome for a societal issue. Investors provide capital required for the service provider to operate the project. The service provider then delivers the service to the target population. The success of the project is evaluated by outside party. If the target outcome is met, the government repays the investors at a premium. Nonprofit service providers can only serve a small community as they lack the funding to scale their programs and their reliance on government funding and philanthropy leads to a lot of time focused on raising money in the short-term and inhibits them from evolving their programs and projects for long-term strategic success. Government budgets decline but social problems persist. These contracts share risk between the government and the investors and allow governments to test out programs and alleviate taxpayer burdens from unsuccessful social service programs. Arizona has a severe homelessness problem. Nightly, 6000 people are homeless in Maricopa County. In a given year, over 32,000 individuals were homeless, composed of single adults, families, children, and veterans. Homelessness is not only a debilitating and difficult experience for those who experience it, but also has considerable economic costs on society. Homeless individuals use a number of government programs beyond emergency shelters, and these can cost taxpayers billions of dollars per year. Rapid rehousing was a successful intervention model that the state has been heavily investing in the last few years. This thesis aimed to survey the Arizona climate and determine what barriers were present for enacting an SIB for homelessness. The findings showed that although there are many competent stakeholder groups, lack of interest and overall knowledge of SIBs prevented groups from taking responsibility as the anchor for such a project. Additionally, the government and nonprofits had good partnerships, but lacked relationships with the business community and investors that could propel an SIB. Finally, although rapid rehousing can be used as a successful intervention model, there are not enough years of proven success to justify the spending on an SIB. Additionally, data collection for homelessness programming needs to be standardized between all relevant partners. The framework for an SIB exists in Arizona, but needs a few more years of development before it can be considered.
ContributorsAhmed, Fabeeha (Author) / Desouza, Kevin (Thesis director) / Lucio, Joanna (Committee member) / School of Politics and Global Studies (Contributor) / Department of Economics (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05
Description
In an environment in which public values are often surrendered for market ones, the administration of public housing has increasingly devolved construction, management, and even ownership responsibilities to the private sector to cut costs. There is little known about private management practices at public housing sites and how they shape the lives of its residents - half of whom are growing numbers of seniors and people with disabilities who are aging in place. This multi-site comparative case study involves three public housing sites that serve seniors and people with disabilities: one is privately-managed, one is publicly-managed, and one is privately-managed with public case management through the HOPE VI program. The intent of this comparison is to determine if there is a difference in management response by sector and whether differences pose a challenge to social equity.
Results indicate that there were social equity failures across all three sites with the private sites experiencing the most barriers for residents. The power-knowledge structure and perceptions of the residents shaped the institutions or staffing, services, policies, and amenities that either empowered the residents by helping them build a cohesive community; or it subjugated them by not offering space for community-building. In response, many residents' actions and beliefs were shaped by these institutions; however, in the face of resistance to management practices, they often exercised power through self-governing to achieve the satisfaction they desired. Recognizing that residents can exercise their own power, community resiliency to support aging in place may be achieved by supporting resident needs and drawing upon their expertise, assistance, and influential power to build stronger housing communities - an option with low costs but great gains. But in order to do so, the power-knowledge structure must be influenced to support this goal. This research describes the governance of public housing and the responses and relationships of both management and residents in these newly created public spaces. It then presents a model that can foster change in resident engagement and network building to support aging in place, and advance social and community resiliency, regardless of sector.
Results indicate that there were social equity failures across all three sites with the private sites experiencing the most barriers for residents. The power-knowledge structure and perceptions of the residents shaped the institutions or staffing, services, policies, and amenities that either empowered the residents by helping them build a cohesive community; or it subjugated them by not offering space for community-building. In response, many residents' actions and beliefs were shaped by these institutions; however, in the face of resistance to management practices, they often exercised power through self-governing to achieve the satisfaction they desired. Recognizing that residents can exercise their own power, community resiliency to support aging in place may be achieved by supporting resident needs and drawing upon their expertise, assistance, and influential power to build stronger housing communities - an option with low costs but great gains. But in order to do so, the power-knowledge structure must be influenced to support this goal. This research describes the governance of public housing and the responses and relationships of both management and residents in these newly created public spaces. It then presents a model that can foster change in resident engagement and network building to support aging in place, and advance social and community resiliency, regardless of sector.
ContributorsMcFadden, Erica S (Author) / Lucio, Joanna (Thesis advisor) / Catlaw, Thomas (Committee member) / Klein, Jay (Committee member) / Schugurensky, Daniel, 1958- (Committee member) / Arizona State University (Publisher)
Created2014