The COVID-19 pandemic has exacerbated housing instability for families with low incomes and created an even greater need for affordable, stable housing. Two-generation programs, which strive to end intergenerational poverty by supporting both parents and children living in the same household to improve life outcomes for the whole family, are one model of effective collaboration to increase housing stability. This blogpost, based on research on multiple two-generation partnerships, identifies four key elements to using two-generational programs to promote housing stability.

These briefs are blueprint fact sheets showcasing the accomplishments of peers and stakeholders in implementing a whole family approach at seven Community Action Agencies: Aroostook County Action Program (Presque Isle, Maine), Blueprints (Washington, Pennsylvania), Community Action, Inc. (Topeka, Kansas), Community Action Project of Tulsa County (Tulsa, Oklahoma), Community Action Partnership of Sonoma County (Santa Rosa, California), Mahube-Otwa Community Action Partnership (Detroit Lakes, Minnesota), and People, Inc. (Abingdon, Virginia). Each brief details the agency, its area demographics, its whole family approach with a highlight of the program’s innovation story, successes, a profile of a program participant, challenges, wisdom (lessons learned), the program’s building block focus, and a timeline for implementation.

The U.S. Department of Health and Human Services, Administration for Children and Families (ACF), Office of Family Assistance (OFA) conducted the 2021 National TANF Directors’ Meeting from September 20 - 24, 2021. During this panel-style session comprised of “success snapshots,” speakers presented innovative strategies that enable programs to link people to jobs, to better communicate and respond to participant needs, and to provide training and skills development to the community. Presenters shared various strategies for finding employment opportunities, including work activities that are culturally relevant and responsive to the needs of their participants. This session also explored the option of Tribal TANF and NEW programs partnering with local organizations to fulfill community needs.

This case study describes the Family Assessment Centers (FACs), which provide emergency shelters for families experiencing homelessness in Honolulu, Hawaii. The FACs represent an initial initiative under the `Ohana Nui service delivery framework, which is used across the Hawaii Department of Human Services (DHS) to support multigenerational families. The case study covers this program in detail, including where FACs operate and their context; what FACs offer; whom FACs serve; how they are staffed and funded; what services are provided by FACs; and how FACs measure program participation and outcomes. The case study also highlights accomplishments, challenges, and future plans.

This case study examines the Community Caring Collaborative (CCC), the lead organization within a network of 45 nonprofit and state government organizations that support low-income individuals in Washington County (Maine). The case study describes CCC operations and identifies its key features: where it operates and its context; who it serves; what services the CCC provides; how it is organized and funded; how it assesses its performance; and promising practices and remaining challenges. The case study includes a spotlight on Family Futures Downeast, a two-generation program that was developed by CCC and its partner organizations.

This blogpost draws upon assessments of the Housing Opportunities and Services Together Initiative and the Family Centered Community Change program and presents four key elements that made their two-generation initiatives successful. These elements include employing engaged coaches or case managers to help families, providing “glue” money to support service partnerships and staff time for program coordination, developing strong partnerships focused on a common goal of supporting families, and selecting an effective backbone organization to provide for or raise funds to ensure the two-generation initiative’s sustainability.

This report, a review of the current state of the two-generation model, explains the components for two-generation approaches, including physical and mental health, early childhood development, K-12 education, postsecondary education and employment pathways, economic asset building, social capital, and the assumptions behind designing programs that simultaneously improve outcomes for children and families. Also, the report identifies the impacts of implementing two-generation approaches, lessons learned, and recommendations for future action.

As of July 15, 2026, 30 states have either ended or substantially reformed the practice of diverting Social Security survivor benefits from foster youth. The action marks a major milestone in protecting earned benefits for some of the nation’s most vulnerable children.

In addition, states can now preserve foster youth’s Social Security survivor benefits in Fostering the Future Accounts — the newly announced investment vehicle designed to empower foster youth and support long-term wealth building. Since the accounts were announced in June, 25 governors have pledged to open Fostering the Future Accounts in their respective states. States both ending the orphan tax and pledging to open Fostering the Future Accounts advance President Donald J. Trump and the First Lady’s Executive Order on Fostering the Future for American Children and Families designed to improve the nation's child welfare system and protect the financial future of children in foster care.

When a parent can't care for their child, a grandparent, aunt, uncle, or close family friend often steps in without a second thought, even when it stretches their own household thin. These kinship caregivers are doing something remarkable, and the research confirms it makes a real difference. Children raised by kin experience fewer school disruptions, fewer placement changes, and better mental health outcomes than their peers in traditional foster care. Yet despite this, fewer than 12% of eligible kinship caregivers ever receive Temporary Assistance for Needy Families (TANF) benefits.

This Chapin Hall resource highlights the positive outcomes associated with kinship care and examines the barriers that can prevent caregivers from receiving needed assistance. For TANF practitioners, it offers practical insights into the unique needs of kinship families and strategies for improving outreach, coordination, and service delivery. Whether you're strengthening partnerships with community-based organizations, developing referral processes, or helping families connect to benefits, this research provides evidence-based approaches to better support kinship caregivers and the children in their care.

The core mission of Temporary Assistance for Needy Families (TANF) is helping families reach self-sufficiency, but that goal is much harder when a parent is trying to go to school, raise children, and hold a job at the same time, all without reliable childcare or transportation. A two-generation (2Gen) approach tries to solve for the whole family at once by supporting parents' education and careers while investing in children's development. This report from Jobs for the Future examines Rising Futures Maine, an initiative that invests in community-based organizations as local 2Gen leaders that connect student parents to education and career pathways. The work spans three counties and includes models focused on cohort-based coaching, barrier removal, industry credentials, and even a father-focused pilot addressing long-standing gaps in engaging noncustodial parents. For TANF practitioners, this resource looks at what it takes, operationally and relationally, to support parents as both caregivers and students. The recommendations the report offers on sustaining funding, protecting income supports, and using data on student parents are directly applicable to how TANF programs are designed and prioritized.