National Homelessness Initiative nationaleInitiative pour les sans-abri

COMMUNITY PLAN ASSESSMENTPHASE I I

F ramework

Community: Belleville

Region: OntarioMay, 2007Ruth HattonCarmela RubertoMichele LeeringBob Cottrell

Table of ContentsCOMPONENT ONE: COMMUNITY PROFILE...............................................................................................2

Element 1 – COMMUNITY TRENDS AND IMPACTS...................................................................................................2Element 2 – COMMUNITY HOMELESS AND AT-RISK POPULATION TRENDS.......................................................3Element 3 – COMMUNITY PLAN ASSETS ANALYSIS...............................................................................................3Element 4 – COMMUNITY PROFILE SUMMARY........................................................................................................4

COMPONENT TWO: CONTINUUM OF HOUSING AND SUPPORTS..........................................................5Element 5 – COMMUNITY PLAN CONTINUUM...........................................................................................................5Element 6 – COMMUNITY PLAN PRIORITIES............................................................................................................6Element 7 – HOMELESS AND AT-RISK POPULA TIONS..........................................................................................7

COMPONENT THREE: KNOWLEDGE AND COMMUNICATION................................................................10Element 8 – COMMUNITY PLAN PRIORITIES..........................................................................................................10Element 9 – KNOWLEDGE BUILDING....................................................................................................................... 11Element 10 – COMMUNICATIONS............................................................................................................................ 12

COMPONENT FOUR: COMMUNITY DEVELOPMENT (COMMUNITY CAPACITY)...................................15Element 11 – COMMUNITY PLAN PRIORITIES........................................................................................................15Element 12 – STRATEGIC PLANNING DIMENSION................................................................................................15Element 13 – SOCIAL DIMENSION........................................................................................................................... 16Element 14 – SUSTAINABLE DEVELOPMENT DIMENSION...................................................................................18Element 15 – POLICY DIMENSION........................................................................................................................... 21

COMPONENT FIVE: MOVING FORWARD.................................................................................................23Element 16 – COMMUNITY PROFILE....................................................................................................................... 23Element 17 – CONTINUUM OF HOUSING AND SUPPORT.....................................................................................23Element 18 – KNOWLEDGE AND COMMUNICATION.............................................................................................24Element 19 – COMMUNITY DEVELOPMENT............................................................................................................25Element 20 – COMMUNITY SUPPORT......................................................................................................................27

The Last Word...................................................................................................................28

Component One: Community ProfileElement 1 – COMMUNITY TRENDS AND IMPACTS1.1 – Demographic and Socio-Economic Trendsa) Trends: Two trends are anticipated to have a significant impact on the population growth rate in the region: the expansion of urban communities within easy travelling distance to larger metropolitan urban centres; and the city’s growth as the regional employment and service centre for the Greater Quinte Area and beyond. (Belleville Community Profile, 2007) The projected growth rate of 1.2% (Belleville Community Profile, 2007) per year over a thirteen year period has been surpassed at a 6.1% rate for 2006 (Quinte & District Real Estate Board Report, Mar. 2007).

SERIES-A tables indicate: A trend toward an increase in in-migration and the majority being intraprovincial

An increase in total non-family households, with a decrease in total family households

An increase in seniors. Belleville, as a city in the South East Local Health Integration Network (LHIN), has the highest percentage of the population who are aged 65 and older in the province, with an anticipated 15.8% future growth rate in this sector. (SE LHIN Planning Report, 2006)

The average household income in Belleville is approximately $8,000 below the Ontario average at $51 026 and 44% of employed earn less than $20,000 per annum compared to Ontario with a 37% rate. (Stats. Can. 2001). The unemployment rate is slighter higher than large urban centres at an average of 6% in 2006

Belleville currently has 851 dedicated affordable housing units and there are 575 individuals and families on the community’s waiting list for affordable units

The average monthly shelter costs are $805.64 (Stats Can Small Data Division, 2005) and have risen by 33% since 2001.

Renters in core housing need status were spending between 47% and 50% of their household income on shelter between 1991 and 2001

b) Relationship of the trends to each other:

The greater than anticipated growth in population in Belleville, and in particular the increase of aging citizens will have an impact on the health and social services, affordable housing stock and average income of the citizens. To offset the increased cost of supporting seniors the City of Belleville will have to enhance the desirability of the community to encourage business to relocate here thus increasing opportunities for employment.

The increase in population may exceed the supply of housing, leading to a decrease in the vacancy rates in the coming years

An increase in non related persons living in the same dwelling indicates that housing options are more limited and costly

The stagnant financial subsidy for people on OW, ODSP, EI, and CPP is placing those in this sector in a more precarious position as to their ability to afford housing. This then causes pressure on the demand for subsidized affordable housing units. As shelter costs rise, renters are spending a disproportionate amount of their incomes on shelter

In addition, Belleville exhibits a trend toward underemployment (working fewer than the desired hours each week, or in a position well beneath an individual’s ability or training. (Belleville Community Profile, 2007). There are five Call Centres located here that pay minimum wage and offer a high ratio of part time work

The increase in the 65+ age will put additional demands on health, social and other sectors while decreasing the tax base

A trend that not only affects Belleville, but must be commented on, is the impending retirement of ‘baby boomers’ including family physicians. Currently, there are 18 family doctors needed in Belleville with more anticipated as doctors retire. This creates a heavier burden on the walk-in clinics and the hospital’s emergency department. A potential consequence is that diseases are being missed leading to negative health outcomes and increased health care costs. (Report to the Doctor Recruitment Task Force of the City of Belleville, 2006).

Belleville reports as being in an area of the province of Ontario that has the highest utilization of hospital emergency departments.(SE LHIN Planning Report, 2006) with a usage in 2006 of 40 820 visits of which approximately 40% or 16 328 were people from Belleville. In addition, there were 71 people in 2006 that required long term beds after being admitted to hospital as they were unable to continue to live in the community without supports and there are 700 waiting for Long Term Beds . (QHC statistics, 2007).

The compounding factors of ill health, low income and poor living conditions increase citizens’ chances of slipping into the at-risk status of homelessness.

1.2 – Policy and Structural Trends There have not been any changes in the community or government structures that have affected

the implementation of the community plan priorities over the course of Phase II.

Element 2 – COMMUNITY HOMELESS AND AT-RISK POPULATION TRENDS2.1 – Homelessness Trendsa. Population at risk of homelessness

Belleville has used the LICO statistics that indicate that there are a potential for 8 348 persons at risk of homelessness compared to 7 200 in 2003. This is an increase of 15.9%. Considering all the demographic and social-economic trends described in Element 1.1 and Element 1.2 there is every reason to believe that this increase will continue to rise substantially.

b. Hidden homelessness population

Although there is no current comparable data to previous years, local research indicates that there are on average 590 individuals and 18 families who would be described as hidden homeless in 2006. This information is collected from the service providers who most readily meet this sector in their work. The assessor was unable to get reliable statistics on sub standard housing from HiCO as it only collects Agglomerate statistics that include both Belleville and Quinte West.

c. Population living on the street (please also make specific reference to the chronically living on the street sub-population in your community)

Although there is no comparable data to previous years, research indicates that there were an average of 15 individuals living on the street and there were an average of 13 who were chronically living on the street in 2006.

d. Short-term or crisis sheltered population (please also make specific reference to the episodically sheltered sub-population in your community)

Although there is no comparable data to previous years, research indicates that there were on average 175 individuals in 2006 who were living in short term or crisis shelter. There was an average of 25 individuals along with 7 families who were episodically sheltered in 2006.

e. Long-term or supportive housed population

Although there is no comparable data to previous years, the Hastings Housing Resource Statistics indicate that there was an average of 250 people using long term or supportive housing in 2006. Long term or supportive housing population includes individuals or families with secured supportive housing who may not have the necessary skills to live without some type of support. These numbers do not include those who have housing and support services from the Ministry of Community and Social services funded programs.

Element 3 – COMMUNITY PLAN ASSETS ANALYSIS3.1 – Asset Stability

As the Phase 1 CPA completed in 2001 was not required to stipulate exact program service delivery numbers in its asset inventory, the assessor used the Summary Table of Regional Municipality of Belleville Homelessness Assets, Demands and Gaps as the basis of service inventory. The assessor contacted by person or emails, thirty two agencies having thirty seven programs, to collect the pre-NHI, Phase 1 and Phase II numbers. The N/A for most of the pre-NHI and Phase 1 responses were due to a number of factors including:

unable to extract older data as there had been a change over of computer systems; archives locked away and too time consuming to retrieve the information; information not collected in previous years: information for just the City of Belleville not recorded if the service provider was mandated to

provide services county wide, or multi-county wide three agencies did not return data to the assessor in time for the completion of the project

20% of the programs were directed to the issue of homelessness or at risk populations while 80% of programs were accessible to not only homeless and at risk of homeless individuals but to others in the community.

Four programs or 12 % maintained stability, that is, they neither increased nor decreased in their service numbers. Of these four programs, one was directed to the homelessness or at risk populations.

Only two programs which were part of pre-NHI or Phase I are now no longer operational. One, an accessible assistance service (the Disrepair Project) and the other a Research Project (Hastings County Affordable Housing Research Project) were one time one topic projects.

Twenty programs or 59% increased their services and 25% were directed to homelessness exclusively. Of note in these services are the food security programs. All six programs showed a marked increase usage of their services. Gleaners Food Bank, for example, has had an increased demand of 178%. Another example is the Bridge Street Church Meals Program which showed an increase of 693%.

Factors influencing the community asset stability:

The factors that affect the stability of the community assets are directly related to funding from the three levels of government. With the funding commitments from these three governmental levels and the generosity of the citizens of the community, the services have been able to expand in some cases to meet some of the needs of at risk of homelessness and the homeless in Belleville.

However, for example, the CMHA statistics demonstrate an escalating need. This service had to turn away 290 people in 2005 (Home, Home on the Fringe, 2006) and a further 562 people in 2006 (CMHA Statistics, 2007) because of a lack of beds and an increase in demand of 94% in the one year. The Annual Food drives and United Way campaigns are ways the citizens contribute to the well being of their community. Clearly, the issues still continue to exist and with increased numbers of persons slipping into poverty there will be an increased need for the governments, businesses and individuals to step forward and aid those who are most vulnerable.

The development of the AHAN (Affordable Housing Action Network) in 2003 and the supportive relationship it has with the local MPP of the provincial government and the Hastings/Quinte Joint Social Services Committee has ensured that the homeless issue remains on the political agenda.

Element 4 – COMMUNITY PROFILE SUMMARY4.1 – Community Profile SummaryAs there has been an increase in non-family households there has been increased difficulty in finding one bedroom affordable apartments in the city. The result of this is that there is a potential for an increase in transient room and board situations, couch surfing and hard sleeping thus increasing the need for emergency and transitional housing than there was prior to Phase II.

While the average household income continues to be $8 000 below the Ontario average, and the average hourly wage for exiting Ontario Works recipients is between $9.00 and $9.92, the working poor continue to have a need for supplemental programs. These programs include food security programs, drug subsidy

cards, community trust funds, and emergency rent bank funds. The working poor continue to have a problem finding suitable, affordable accommodations. A close to double increase in the use of the food bank and a steady increase in other food security programs has occurred since NHI funding Phase I and II and indicates a greater reliance on these programs which was not reported as a priority nor a strategy in the Community Plan of 2003. This is a disconcerting change that will need to be addressed in the next stage of the community planning process.

Component Two: Continuum of Housing and SupportsElement 5 – COMMUNITY PLAN CONTINUUM

Continuum of Supports Phase II CPU

Emergency (short term) Transitional (moving people toward self sufficiency) Supportive (long-term) and/or Preventative (preventing those at risk of homelessness from becoming homeless).

EmergencyHousing

TransitionalHousing

SupportiveHousing

PreventativeServices

Salvation Army/Hastings County Motel Arrangement

Salvation Army/Hastings County –Warm Room

Three Oaks for Victims of Domestic Abuse

Three Oaks for Victims of Domestic Abuse

Three Oaks for Victims of Domestic Abuse

Canadian Mental Health Assn. -Our House

Canadian Mental Health Assn. -Our HouseCanadian Mental Health Assn. -Our House Too

Home Visitor Program (ODSP/OW)

Youth Habilitation Housing

Youth HabilitationHousing

Youth HabilitationCounsellingBelleville Community TrustCommunity Advocacy & Legal CentreHastings Housing Resource Centre

Hastings County Housing Programs Branch-

Tenant Action Group3 4 4 5

It is to be noted that the above chart represents agencies endeavours to alleviate the stresses of homelessness and do not reflect the ‘community’s’ AHAN actions. (As defined in the reference guide)

5.2 – Assets and Gaps Related to the Continuum

The Phase II projects not funded by NHI are not uniformly offered along the continuum. The projects tend to be in Transitional Housing and the Long term supportive housing as well as Skills/Research/Communications and Network development. Although the Housing Working Group (now the Advisory Committee of AHAN) had in its Communication Strategy a willingness to the objective of releasing quarterly reports to the community and stakeholders (See CPU, 2003 pg.3). They were constrained from doing so by the lack of funding support for staffing to assist with carrying out the objectives. These reports were not completed nor released.

An evaluation of the impact of Belleville’s community plan was completed by the Community Development Council with funds from the NHI. This evaluation is captured in the report: Home, Home on the Fringe, 2006 and the document Community Plan Assessment Template 2006. In addition to these two documents, the CDC invited stakeholder groups to a de-briefing on the content of the Home, Home on the Fringe Report. It is noteworthy that the Community Plan Assessment Template 2006 did not come to light until the assessor received it May 24, 2007 and was then distributed to the Steering Committee of the AHAN. This document was not reviewed by the community prior to the development of this assessment.

Element 6 – COMMUNITY PLAN PRIORITIES6.1 – Priorities and Gaps AnalysisCommunity Priority # 1Please include below the exact wording of the community priority:

SAFE, AFFORDABLE HOUSING AND SHELTER

a. Some communities chose to set targets for their priorities. Please check the statement that best describes your approach to setting targets.

[ ] We did not set targets.

[X] We set the target(s) listed below:

1. Creation of 10+ new affordable housing supply (CPU, pg 47) 2. Creation of 6 new transitional beds for families over the next three years (CPU, pg 47)3. Creation of 5 additional shelter beds over the next three years (CPU, pg 47)

b. .

[X] This priority has been partially met.

1. Hastings County Housing branch was able to acquire 7 units for Belleville. Of these, 3 are conventional rent supplement units and 4 are Housing allowance Units under the provincial Affordable Housing Program.

2. Through NHI funding the community was able to complete the following: Increase the number of transitional beds by 8. The age groups to be served included: 16 and over.

Housing is available for aboriginal persons and visible minority persons and included all genders to be served. This target was surpassed as we had requested 6 beds and received funding for 8 beds for youth and individual adults

The creation of 3 family units for the age groups of 0-64. Housing is available for aboriginal persons and visible minority person and includes all genders to be served

One renovation allowing for accommodating families (up to 11 people) and included all genders to be served

3. As the services of the community did not submit a proposal for funding there were no shelter beds created. It seems that any funding opportunities that were available were only for capital projects and that there was no funding for ongoing operations and administration; a situation which did not allow for the community to move forward on this priority.

Community Priority # 2: Development of a coordinated and appropriate continuum of resources to address the needs of homeless & precariously housed persons

[ X ] We did not set targets.

Please note: The understanding of the purpose of the community plan was to set targets if funding was procured and what it could be used for. The purpose was not to commit the authors of the plan to do anything without funding. The plan states the needs in the community not the commitment.

a.

6.2 – Priorities and InvestmentsEmergency (short term) Transitional (moving people toward self sufficiency) Supportive (long-term)

and/or Preventative (preventing those at risk of homelessness from becoming homeless).

The most pressing demand as noted in the CPU is for housing for all populations that are at risk of being homeless and those who are currently homeless. (D.2 coding for homeless and at-risk populations)

No funding was available in Phase II to alleviate the need of those requiring emergency housing which is indicated by the lack of growth of emergency housing during the Phase II. Three Oaks (emergency shelter for victims of domestic abuse- women and children) noted that 76 women and children were turned away in 2006 because of lack of space to accommodate them.

The Phase II funding begins to address transitional housing needs as it has allowed for up to 11 persons in families, at any one given time, to receive transitional housing in the CMHA home- Our House Too. The CMHA home-Our House can accommodate up to 8 individual youth and adults. Unfortunately, the demand is much greater than the supply. CMHA reported a waiting list of 562 persons for their housing services in 2006.

The Supportive Housing and Preventative Services of which 9 programs were noted in the CPU are not funded by Phase II funding. Again, there are wait lists for services. Hasting County Housing Programs Branch has a wait list of 575 individuals and families for subsidized housing in the city of Belleville.

Element 7 – HOMELESS AND AT-RISK POPULATIONS

7.1 – Priorities and Populations1. Population At Risk of Homelessness The AHAN did not implement any activities to identify this sector. It did offer a web site with contact information.

We were unable to use the CMHA data on the rental vacancy rate and the average rent for a one bedroom apartment as it relates to the agglomerate of Belleville and Quinte West.

2. Hidden HomelessThe AHAN did not implement any activities to identify this sector. It did offer a web page with contact information.

3. Population Living on the Street

The AHAN did not implement any activities to identify this sector. It did offer a web site with contact information.

Chronically Living on the Street Sub-Populationc.

The AHAN offered a web site with contact information. Promotion of ‘Our House’ and ‘Our House Too’ as transitional housing is through AHAN as well a through the marketing endeavours of CMHA.

[X ] Some progress

4. Short-Term or Crisis Sheltered PopulationHousing:

1- New transitional housing created with 3 units for 11 new beds for families. 1- Transitional housing renovated for 8 youth or adult individuals. 277 total number of clients served by transitional housing in Phase II (2003-2006)

Demographics:

121 men served by transitional housing in Phase II (2003-06) 80 women served by transitional housing in Phase II (2003-06) 48 youth (15-30) served by transitional housing in Phase II (2003-06) Unknown as not identified Transgendered persons served by transitional housing in Phase

II (2003-06) Age groups: 0 to 14-1, 15 to 30-1, 31 to 64-1. Unable to ascertain as the age groups are

recorded differently by the local service provider. The length of stay is usually for up to 3 months

[ X ] Some progress

Three Oaks Foundation shelter for victims of domestic abuse statistics indicate that there are a steady number of women and children being accommodated in their emergency shelter (231 in 2006), but the average length of stay is increasing from 15 days to 22 days per stay. 164 women and families were turned away due to lack of space.

Salvation Army/Hastings County assisted 293 people in a one year period to obtain emergency shelter at a local hotel; this is up by 13 people compared against a similar period of time in the previous year.

Episodically Sheltered Sub-Populationc.

The AHAN did not implement any activities to identify this sector. It did offer a web site with contact information.

5. Long-Term or Supportive Housed PopulationProvision of Support Services:

1 Eviction prevention program serving 119 people (Youthab) 1 new transitional housing for families (CMHA) 115 independent housing placements for youth (Youthab) 1 enhances capacity of organization (CMHA) 1 enhanced coordination of services (CMHA) Home Ownership Forum of AHAN

a. [ X ] Some

While targeting for 10 new long term housing units, we achieved 7. 3 were conventional rent supplement units and 4 were housing allowance units under the provincial Affordable Housing Program. The challenges experienced included competition with other communities for scarce resources, and an unwillingness by local landlords to join the rent supplement program.

Component Three: Knowledge and CommunicationElement 8 – COMMUNITY PLAN PRIORITIES8.1 – Priorities Analysis

Community Priority # 1:

CAPACITY ENHANCEMENT

[X ] We did not set targets.

:

1. Develop the infrastructure and roles and responsibilities for AHAN2. Develop and create of Community Navigation Project 3. Outreach to landlords and low income persons to participate on AHAN4. Develop and offer 4 community forums: Walk a Mile in My Shoes; Home Ownership Program; Practical Solutions; Celebration of AHAN worka.

[ X] This priority has been addressed beyond expectations.

1. In 2003 a number of community agencies came together under the umbrella of the Housing Working Group. Their commitment was to build the community’s capacity to solve problems around homelessness. One of their aims was to set up an Affordable Housing Action Network of service providers, landlords and other advocates to create more affordable housing options for those who may find themselves to be homeless or at risk of homelessness. Another aim was to build the capacity of the community to deal with homelessness issues. Using a Cycles of Homelessness capacity engagement process they:

Increased awareness of homelessness Increased interagency knowledge of each other, therefore improved adjunct services for

homeless clients. More involvement of non-traditional people such as builders, landlords, and City by-law

officer (city hall) More involvement of people who are at risk of homeless - so that they have input in the

direction of services Increased awareness of barriers such as literacy issues and food issues. Helped motivate AHAN through working together you accomplish more. Groups began

working together and getting things accomplished. Improved sharing of knowledge and resources - more awareness of "lacks" in the community

as well - such as connection with Police - awareness of areas that need improvement It improved the impetus of AHAN and helped streamline AHAN

The AHAN (Affordable Housing Action Network) has evolved to include sub groups or task forces that include The Bricks & Mortar Task Force; the Advocacy Task Force; and the Networking and Information Sharing Task Force. The main Steering Committee meets monthly. The AHAN mission is to create more

affordable housing options for those who are homeless or at-risk populations using a variety of approaches including collaborative networking, housing development, capacity building and advocacy. Recently the AHAN developed their strategic plans for 2007-08. The membership in this Network has increased by 253% from 19 to 67 members in 4 years.

2. A web site has been created and can be viewed at www.hastingshousing.com/ahan/index.cfm

3. There are ongoing attempts to engage landlords and homeless people in the AHAN and there currently are 2 landlords and 6 self advocates who serve as members.

4. The 4 community forums were completed and well received by participants as noted in the evaluation responses. They were effective tools to communicate the issues and change the perception by citizens, politicians, and service providers.

Element 9 – KNOWLEDGE BUILDING9.1 – Data CollectionThe Affordable Housing Action Network does not collect statistics on homeless and at risk of homeless populations.

9.2 – Promising ApproachesThe AHAN has held a National Housing Strategy Day annually since 2001. These are forums having key speakers who focus on issues regarding homelessness and opportunities for participants to learn about best practices.

The Hastings County Affordable Housing Research Project Team prepared a report on the affordable housing crisis for the Housing Working Group (the former name of the Steering Committee of AHAN) titled Boxed In: Housing Crisis in Hastings County, 2005 in anticipation of making a difference in the lives of the homeless and precariously housed by providing invaluable information to all levels of government, local service providers and citizens.

[ X ] Effective

Because the community does not collect specific statistics on homeless and at risk of homeless populations, the planning and project selection decisions have been made by anecdotal information and specific agency related statistical gathering. For example, the decision to support the funding request for the transitional housing is based on demand for that particular service, and the wait list that ensues due to lack of space. It is a supply and demand paradigm.

9.3 – Research

N/A – there was no research strategy developed by the AHAN

Access to information has improved during the course of phase II, through several methods of information dissemination. There has been a concerted effort by members of the AHAN to increase knowledge of and thus usage of the web site and its links, which are seen as invaluable resources to service providers, landlords and persons searching for information or housing.

The AHAN web site www.hastingshousing.com/ahan/index.cfm is hosted and maintained in the Hastings Housing Resource Centre’s web page which in itself has very useful information and links related to housing. The website holds the research report “Boxed In: Housing Crisis in Hastings County”.

AHAN also has an extensive distribution list of several hundred contacts, and sends out research reports through this medium.

AHAN members who utilize the web to search for research articles will find a wealth of information related to the issue of homelessness and strategies including best practices. The reality is that these members have a commitment to the demands of their funded responsibilities (their jobs) and without funding for research it becomes difficult to prioritize keeping current with research. Element 10 – COMMUNICATIONS10.1 – Information Sharing

The Affordable Housing Action Network is a network of 121 individuals representing 60 agencies and 7 independent members who have organized to create more affordable housing options for people who are precariously housed or homeless using a variety of approaches including collaborative networking, housing development, capacity building and advocacy (AHAN Mission). Through this Network the following communications strategies have been employed and include the public at large as well as service providers:

Annual Housing Strategy Day Forums since 2001 Bi monthly information sharing meetings Sub committee meetings with concrete actionable items Press Releases, PSA’s and interviews Planning sessions

Community Forums Web site

In addition there was an NHI funded Community Capacity Building Project that included:The 4 community forums held to raise consciousness about the issues of homelessness which were held at a public venue and invited and included citizens as well as individuals and families who are homeless or at-risk of homelessness.

1 of these forums; Home Ownership dealt with information specific to this targeted group. Another topic aimed at service providers dealt with landlord and tenant conflict (Practical

Solutions) There was a Celebration Forum for members of AHAN, recognizing all the volunteer hours of hard

work and effort that went into the creation of the Network. 1 was for the general public; Walk a Mile in Their Shoes

Further, the community agency members of AHAN have a commitment to bringing the need back to their agencies to ensure that this issue is on the agenda for planning and service delivery for their clients. Many have created programs within their own agencies to address the needs of the homeless (See asset inventory). It is the assessors understanding that we are not being asked to elaborate on those initiatives in this report.

b. .

[X ] Effective

Increased representation of stakeholder groups in formal networks in the community: 60 agency and 7 community members currently on the Affordable Housing Action Network, a multifold increase from Phase I information.

There was enhanced access to information as the number of times the AHAN and its sub committees met became more uniform.

Increase in the number of Community Forums on issues related to homelessness

1 of the 4 forums was targeted at the homeless and at risk of homeless population and dealt with home ownership.

Although it was one of the priorities to raise the awareness of the issue of aboriginal persons in the community who are homeless and at risk of homelessness, there was no specific outcomes based project focusing on this sector.

10.2 – Public Awareness The creation of the web site has been beneficial to the dissemination of the information

that AHAN created to inform the public about the issue of homelessness. In the last 12 months there were 1,657 viewings of the web site.

There was also the creation of pamphlets and wallet-sized cards for distribution describing AHAN, its mission and membership information.

Media releases PSA’s and media coverage of the forums and media interviews with members of AHAN.

Increased awareness by the newly elected members of the Belleville City Council through a by- invitation forum on homelessness issues.

A community forum for feedback followed the report on Affordable Housing Crisis in Hastings County ‘Outside the Box’ which engaged approximately 100 people. This forum was the launch of the AHAN. The formation of the Network was to ensure that a comprehensive, multi-faceted and inclusive approach will be taken to tackling homelessness. The AHAN drafted an action plan and the implementation of the Action Plan was conditional on receiving funding to support the sustainability of AHAN.

AHAN organized a by-invitation forum on homelessness issues with the newly elected members of Belleville City Council.

The AHAN and two of its member agencies the Hastings County Social Services and the Community Advocacy and Legal Centre requested that the Hastings/Quinte Joint Social Services Committee recommend to County Council the promotion of a Vital Services Bylaw to Municipalities in Hastings County which could be adopted within their own communities [including Belleville]. This process is ongoing and the law has not as yet been enacted.

Members of AHAN under the Bricks and Mortar task force have met with local politicians including the mayor and two city councilors as well as the provincial Member of Parliament to bring the issue of homelessness to the forefront.

As Belleville is a small urban center in the mostly urban County of Hastings, and the mandate of the community group includes the total County, the efforts to raise public awareness are far reaching. It was noted that these actions did have an impact on the surrounding communities. The community accessed rural Homelessness Initiative funds to develop a community needs and capacity assessment for the rural areas resulting in the creation of plans for these rural communities. Three other neighbouring municipalities are interested in following the model developed by our community.

[X ] Effective

Community Capacity: 1 project: Cycles of Homelessness that targeted the community priority of capacity enhancement.

Community and System Changes Due to Enhanced Knowledge: This community does not use HIFIS or any other formalized method of tracking homeless and the at

risk population.

Communication Networks: There are 2 formal networks: The Affordable Housing Action Network consisting of 121 members

and there is also a network of 5 service agencies who attend an Emergency Services meeting monthly to problem solve around individual cases.

Avenues for Sharing Information:

1 NHI funded forum and The Community Development Council’s report on the Community Plan Assessment, 2006.

There were no contributions to published books nor any research technical reports completed.

Public Awareness (Education): The following articles in the press:

1. Warm Room good for body and soul, The Community Press, January, 20042. The Warm Room a godsend for many city residents, The Belleville Intelligence, January 20043. To keep things warm(photo op) The Belleville Intelligencer, January 24, 2005 4. Action Plan to house the homeless underway, Pioneer, February 12, 20055. Coming In from the Cold, The Belleville Intelligencer, January 4, 20066. Editorial: Local efforts give hope for homeless, The Belleville Intelligencer, March 3, 20067. Home ownership never more affordable: banker The Belleville Intelligencer, March 4, 20068. Residents step into shoes of the needy, The Belleville Intelligencer, Mar 08, 20069. Local service provides realistic role-play The Pioneer, March 11, 200610. Mayor among those who try taking a walk in someone else’s shoes, The Community Press,

March 17, 200711. Affordable Housing Research Project presents findings, The Community Press, July 2, 200612. Evaluating Belleville’s homeless study, The Belleville Intelligencer, July, 2006 13. Rent owners get life line, The Belleville Intelligencer, March 5, 2007

Articles in Agency Newsletters:1. Helping to Prevent Homeless in Hastings County, Bafflegab (Newsletter of Community

Advocacy & Legal Centre), October 20052. Introduction to AHAN, Big Brothers News Letter, Dec, 20053. Agency Updates, Warm Line/ATOP Monthly Press , CMHA, Dec 20054. Affordable Housing Action Network Hosting Workshop In Belleville, Hastings Housing

Resource Centre, Volume 11, Issue 2 (date unknown)5. The County of Hastings Social Services News, monthly publications

There is 1 funded project with a web site containing information about the services available to the homeless. It can be found at: www.hastingshousing.com/ahan/index.cfm

On the web site there are fact sheets describing AHAN services (1), local links (9), and provincial /federal links (8). All contain fact sheets and information available to the public.

A pamphlet has been designed to explain the AHAN and it is widely distributed to agencies as well as individuals in the landlord resource kit and the tenant resource kit maintained and distributed by the Community Advocacy and Legal Centre’s lawyers when they are Duty Council at the Rental Housing Tribunals.

Public Awareness (Issues on Public Agenda) 4 forums- Home Ownership, Practical Solutions (Landlord Tenant conflict), Walk a Mile In Their

Shoes, and Municipal Elections Night 2006 focusing on Homelessness in Belleville

The ‘Boxed In’ report was presented to the Hastings/Quinte Joint Services Committee of the Municipality in July of 2005 by a member of AHAN. This power point presentation informed the politicians of the homelessness issue in an attempt to engage support for the AHAN in its deliberations. The press was informed of the reports findings at the same time through a press release.

Communications Networks:

AHAN has grown from a membership of 17 to 60 agencies and 2 to 7 individuals with a total membership of 121 persons.

Originally there was 1 community group; the Housing Working Group which was formed pre-Phase I of the NHI. Currently, there is the large Affordable Housing Action Network with three task forces; the Bricks & Mortar Task Force, the Advocacy Task Force and the Networking & Information Sharing Task Force.

Avenues for Sharing Information: Difference in the number of NHI funded forums: facilitated forums are noted in the CPA of Phase I,

but unfortunately the number of forums is not listed. In Phase II there were, as noted previously, 5 forums (Community forums plus the CDC forum).

Component Four: Community Development (Community Capacity)

Element 11 – COMMUNITY PLAN PRIORITIES11.1 – Priorities Analysis

Community Priority # 1

Capacity Enhancement

[X ] We did not set targets.

a.

Element 12 – STRATEGIC PLANNING DIMENSION12.1 – Strategic Planning Process2007-08 is the first year that the AHAN is engaging in strategic planning. This process was led by the Steering Committee (formerly the Housing Working Group). The individual subcommittees are tasked with the implementation of their specific section of the strategic plan. This process established a vision of the next two years.

Although there was no strategic planning during Phase II, as referenced in 12.1 a., we can speak to the information gleaned in the Community Development Survey of this report.

About the surveys:

Although the report asks for the survey results of only the Steering Committee (CAB) and NHI funded organizations, the opportunity was taken to survey the larger community through the AHAN membership. This led to two sets of surveys to be analysed. a) General members of AHAN are referred to as the community, and b) Steering Committee Members (CAB) and NHI funded agencies are named as such in the results. There is a recording of both survey results in percentage of agreement but commented on separately. You will notice that there are, in some cases, variances in the responses of the community to the Steering Committee and NHI funded agencies. This should be helpful for analysis of ‘perceptions’ of those most involved and for the longest time with AHAN compared to those whose involvement is new or not as involved.

The survey is designed in such a way that if there is a more than a 20% response of the ‘Don’t Know’ and ‘N/A’ categories, then the information is not analyzed. In this survey this only occurs with the responses of the community which occurred 22% of the time. The CAB and NHI funded agencies were able to respond 100% of the time.

The community of members on the Affordable Housing Action Network had an overall response rate of 93.6% with 29 surveys completed.

The CAB (Steering Committee) and NHI funded agencies had an overall response rate of 90% with 9 members completing the survey.

1. Strategic Planning Dimension:

The survey results indicate that both the community (93%) and Steering Committee and NHI funded program respondents (100%) are in agreement with the vision, mission values and principles of AHAN.

The survey results indicate that the CAB and NHI funded program respondents more strongly agree (100%) that there are developed integrated goals and objectives in place than the community (75%).

The survey results indicate that the community’s measurement of progress data (regular evaluation) was not able to be analysed, whereas the CAB and NHI funded program respondents indicated an 89% agreement. This response may indicate that the information about regular evaluation is held at the CAB and NHI funded agency levels as they have a reporting accountability to the funders on the projects.

Element 13 – SOCIAL DIMENSION13.1 – Community Leadership and Cohesiveness

Many discussion were held around the theme of inclusion, strategies were developed and implemented by the staff of the public community mobilization project. The staff tells of a photo research project that unfortunately did not materialize as the partner included students from a photo journalism course from the local community college and the students did not complete the assignment. They also reflect that just by the creation of AHAN there was a merging of efforts as a common goal was established, whereas before there were small groups not aware of what each was accomplishing.

Social Dimension:

The survey focuses on the following themes in the leadership dimension:

1. Leader membership exemplifies diversity and is representative of the population: The survey results indicate that the CAB and NHI funded agencies had a 78% agreement to this statement while the community’s data was not able to be analyzed as they scored high in not knowing or N/A responses. Further analysis indicates that there was a 29% score of those from the community who disagreed with the statement.

2. Shared power with community members: The survey results indicate that the CAB and NHI funded agencies had an 89% agreement to this statement while the community’s data was not able to be analyzed as they scored high in not knowing or N/A responses. Further analysis did not indicate any significant number of persons in the community respondent group who disagreed with this statement.

3. Leaders work to resolve conflict and find consensus: The survey results indicate that the CAB and NHI funded agencies had a 100% agreement to this statement while the community’s data was not able to be analyzed as they scored high in not knowing or N/A responses. Further analysis did not indicate any significant number of persons who disagreed with this statement.

Cohesion: The data indicates that there is agreement between perceptions of the community and the CAB

and NHI funded agency respondents. The survey focuses on the following themes in the cohesion dimension:

1. Strong sense of cooperation within the community to address homelessness (Community-82%, Advisory Committee-89%)

2. Good working relationships between organizations and agencies addressing homelessness. (Community-96%, Advisory Committee-100%)

3. The community has the drive and enthusiasm to follow through with solutions to prevent and reduce homelessness. (Community-79%, Advisory Committee-100%)

In phase II there were 23 stakeholder groups involved with the community’s homelessness initiative. This is up from 9 in the Phase I time frame. The new stakeholders at the table include the City of Belleville; Aboriginal services; shelter sector, assistance service sector, and health and treatment sector; public health and treatment sector; business associations; and service clubs, foundations and unions.

The community plan was endorsed by the municipal government. There were 3 recommendations from the Community Plan that were fully implemented in Phase II.

Resilience: The survey results indicate that the CAB and NHI funded agencies agreed at 89% and the

community agreed at 61% that: agencies and organizations that help homeless people can easily adapt to situations of limited resources and high demand for services than a few years ago. Further analysis indicates that there was a 14% disagreement rate from the community on this theme.

13.2 – InclusionThere were many strategies implemented to engage other groups in the AHAN. Originally, there were pockets of people and agencies working on the homelessness issues and through the creation of AHAN those groups merged. The immediate consequence was the sharing of information. Agencies shifted from competing to cooperating for funds and programs. Unlikely alliances formed; for example the legal clinic

and the housing department worked cooperatively to assist clients with eviction issues. Attempts were made to engage landlords through dissemination of information kits and invitations to become members of AHAN. Landlords were able to access the web site for current information on their rights and responsibilities. Special interest groups were invited to attend AHAN. Examples of these groups include the Tenant Action Group and the Family Support Network. The creation of the ‘Boxed In’ report included surveying 800 citizens in Hastings County and inviting those people into the fold through focus group meetings.

The AHAN has invited representatives of youth and Aboriginal groups to be present in community planning. They have also engaged sectors who are or work with d/Deaf, blind and persons with developmental disabilities. 4 individuals who are considered youth are members of AHAN and there are no individual citizens who are Aboriginal. Six members on the committee are considered at risk of homelessness. The Steering Committee’s (CAB) membership includes representatives from services that include youth and the Aboriginal sector.

The survey results indicate that the CAB members and NHI funded program (100%) and the committee (89%) respondents agreed that there is a greater representation of people, from various services and sectors, participating in efforts to address homelessness than there was a few years ago.

The survey results indicate that the community response to the survey item that efforts have been made to include homeless or formerly homeless people to participate in efforts to address homelessness could not be analysed, where as the CAB and NHI funded program respondents agreed at 89% that there was inclusion.

13.3 – Assessment of RelationshipsThe AHAN has researched and monitors the following broad based community initiatives:

The Housing and Homelessness Network of Ontario Housing Again bulletin Feed the Kids, and Pay the Rent website Habitat for Humanity Human Services and Justice Network Home Grown Homes-Peterborough Low Income Energy Network (LIEN) United Way

The Advocacy sub committee is tasked with keeping current on other local groups and their research. AHAN members have, when funding was available, attended conferences, for example, one staff (project manager) attended a conference called “Community Infrastructure, Housing in the New Environment”. Local agencies have included AHAN members in their in-house training when it is specific to the housing issues. For example, a community developer under the NHI funded project attended training on Measurable Outcomes.

The level of stakeholder inclusion by governments, non-profit and private sectors and community agencies varies with each sector. Analysis of Table G.1 shows that between Phase I and Phase II that there has been:

a decline in inclusion by the Federal Government from 3 to 2; no change in provincial inclusion at 3; stability in the municipal government at 7; an increase in aboriginal inclusion from 0 to 4; An increase of 6 community representatives from 0 (homeless or at-risk

individuals); More than a doubling of inclusion involvement from 13 to 33 in the homeless agency

sectors; an increase from 7 to 13 in the mainstream agency sectors; An increase of 1 from 0 in the private sector; An increase from 1 to 5 in the charitable/other sector; and

The AHAN currently has 60 member agencies and 7 individuals involved in its undertakings. This is a marked increase in participation compared to Phase I statistics (see table G.2) where there were 2 individuals and 17 agencies involved in an organized fashion to address the needs of the homeless and at risk populations. AHAN was not formed until 2003. The Transgendered individuals sector is the only stakeholder sector not knowingly represented.

Further analysis of the relationships indicates that the AHAN is, under the CPA, a Collaboration model, and member agencies offer in-kind contribution of time for the fulfillment of its objectives.

The survey responses indicate that the CAB and NHI funded program respondents at (89%) and the community agree but to a far lesser extent (55%) about the strength of relationships between governments, non-profits and private sectors and community agencies.

The survey responses indicate that the CAB and NHI funded program respondents at 89% and the community agree but to a lesser extent at 76% about the belief that the community works well with its funding partners.

Element 14 – SUSTAINABLE DEVELOPMENT DIMENSION

14.1 – Financial and Non-Financial Resources

The federal government’s and in-kind local agency’s financial contribution to homelessness in Belleville has increased by 3.7% between Phases I and II and there was a funding source increase of 50% from 1 to 2.

The Provincial government’s and in-kind local agency’s financial contribution increased by 53.2% and there was a 12.5% increase of funding sources from 8 to 9.

The Municipal Regional government’s and in-kind local agency’s financial contribution increased by 379% and there was an increase of funding sources from 1 to 4.

There was no change, nor contribution from Aboriginal communities/organizations between Phases 1 and II.

There was a 100% change in an in-kind contribution from the private sector from 0 in Phase I to 1 in Phase II.

The ‘other’ category included the United Way which made a contribution in Phase II, allowing for a 100% increase in contributions and a 100% change in funding source from 0 to 1.

The total contribution from all sectors, including in-kind-contributions, in the Phase I timeframe was $1 877 436 and the total for the Phase II timeframe was $3 756 336. This reflects a change of 92% and an increase of funding sources from 10 to 17.

Coordination: A funders’ table does not exist. A funders table is made up of a group of ‘investors’ or local

funders whose mandate it is to include homelessness and community housing needs. The advantage to having a formalized funders table is that it is viewed as a credible structure by non traditional potential funders such as banks, investment firms and corporations. (See Shared Learnings on homelessness website)

The survey results indicate that both the community (79%) and the CAB and NHI funded agencies (100%) were in agreement that there has been an improvement in the coordination of resources to community agencies working the homelessness sector in the past few years.

Accessibility: 4 different organizations applied for Phase II funding and all 4 received the funding.

Canadian Mental Health Assoc. Hastings & Prince Edward Branch applied for funding for 2 projects. Community Development Council of Quinte applied for 1 project, Youth Habilitation Quinte Inc. applied for 1 project and the Corporation of the County of Hastings applied for 1 project. All projects received their funding. Note: It just came to light (May 30, 2007-not recorded in the D tables) that there is a fifth project that was funded by NHI. The Salvation Army applied for and received funding.

In Phase I, 7 organizations applied for funding and 1 was funded. Youth Habilitation Quinte Inc. was funded for a proposal for youth in 2000. The organizations that were not funded included Quinte Regional Homes, Hastings County Social Services-Emergency Fund; John Halloran-project unknown; Auntie Georgies transitional housing, A. Hache-outreach services and Hastings Housing Programs Branch.

0 Aboriginal organizations applied for either Phase I or II funding.

Sustainability: The survey results indicate that both the community (7%) and the CAB and NHI funded

agencies (11%) were in agreement that they disagreed with the concept that there were sufficient funding partners to ensure adequate on-going financial resources for addressing homelessness. This is a strong statement and indicates that the funding is woefully inadequate to deal with the problem.

AHAN has explored funding opportunities through Trillium and private foundations. AHAN is prepared to develop and submit proposals for funding initiatives, but it is not an incorporated body, and unable to accept the funds to implement the projects. The number of community partners who have the time, expertise and Board support to be able to engage in the implementation phase is very limited.

The AHAN used several communication vehicles to inform the public sector agencies of access to NHI funding, including a newspaper ad with information about the (RFP) Request for Proposal with criteria for application and contact information. In a smaller city such as Belleville, word of mouth networking is a highly efficient strategy used to notify people. AHAN also informed member agencies through its web site and through information in the meeting minutes which are widely distributed.

14.2 – Human Resources

Strategic Planning:

The Steering Committee of the AHAN consist of a diverse group of 9 individuals who have demonstrated a commitment to improving their own clients lives by engaging in the Network as leaders. They represent sectors that include services for persons with mental health issues, women and children who are victims of domestic violence; poverty law services, unions, municipal social services, housing and youth. They have a vast array of knowledge and skills that include systems development, community development and mobilization, project management, proposal writing and individual and systems advocacy. They are grounded in attitudes of compassion, enablement and empowerment with persons who are vulnerable.

The Steering committee has recently led the total membership of AHAN through a reflective process and strategic planning for 2007-08.

Fund raising: A proposal was submitted to the Human Services and Justice Committee to enhance the

Community Navigation Project. Preliminary meeting held with Trillium Foundation representative about the feasibility of

submitting a proposal for funding. It was too premature at that time and there was no agency able to take the lead.

Publicity: The Steering Committee of AHAN has regularly created press releases, and PSA’s.

In addition, there is a wealth of knowledge of the community by the members of AHAN; some members have been working on behalf of their constituents for over 30 years. The range of skills spans from front line workers to executive directors and members of board of directors of local agencies.

Sharing of Administrative Resources: The Canadian Mental Health Assoc. Hastings & Prince Edward Branch, as the lead agency,

and Hastings County Social Services including the Hastings Housing Programs Branch shared their administrative resources to produce the 4 community forums for AHAN.

The Community Advocacy & Legal Centre, Hastings County Social Services and the United Way of Quinte have collaborated to share administrative resources in the development of this CPA.

The annual National Housing Strategy Day is coordinated by the 9 steering committee members including, advertising, planning, implementing and hosting.

Development of Succession plans: Members have had informal discussions about succession and knowledge transfer. The Steering

Committee restructured AHAN into Task forces as part of spreading out the work and as a way of engaging more people as part of the succession planning.

Sustainability Plan: AHAN has created a sustainability plan which would increase local capacity and resources to

address homelessness (community ownership); however, at the present time it is limited to the service provider sector.

[X ] Effective

Capacity Building: 250 tools and documents benefiting 40 agencies 1 community engagement process “Cycle of Homelessness” benefiting up to 121 members of

AHAN 1 Community Plan Assessment 1 Community Plan Update 1 Best Practices 1 Knowledge Transfer 4 topics covered in forums-36 registered for ‘Walk a Mile in Their Shoes” 40 people registered for

“Home Ownership”, 24 registered for “Practical Solutions” and unknown attendance at the Municipal Elections Night.

The survey results indicate that both the community at 81% and CAB and NHI funded agencies at

100% agree with the statement: ‘over the past few years the people in my community have improved their knowledge, attitudes and skills related to working with people who are homeless.

Survey results indicate that there is a significant divergence of views recorded by the community and the Cab and NHI funded programs about the community’s enhanced ability to address the problem of homelessness through relevant skills development (workshops and training). The CAB and NHI funded agencies agreed with this statement 100% while the community’s agreement rate was only 18%.

Citizen Participation: The survey results indicate that the community data could not be analyzed and the CAB and NHI

funded agencies indicated a weak agreement at 43% that there has been an increase in the numbers of volunteers contributing to the organizations delivering services in the homelessness sector.

Citizen Empowerment:

The survey results indicate that the community at 69% and CAB and NHI funded agencies at 89% have agreement that in general; citizens in the community believe that their local efforts can help to prevent and reduce homelessness.

Community Ownership: There were 4 capacity building workshops showcasing 4 different topics; with an attendance in total

of approximately 100 people. At present there is no sustainability plan in place which increases local capacity and resources to

address homelessness.

14.3 – Environmental Resources In the purchase of land/building and renovations for the transitional housing every attempt was made to be as environmentally conscious as possible. However, construction companies are not there yet! There were as few trees cut down as possible, so that construction could continue. All the mature trees were saved except 2 that were right where the addition was going in. A radiant heating system was installed in the addition that is economical. New furnaces in the other houses were purchased and all are energy efficient. Extra money was spent a on purchasing heating controls on the furnace, so the heat would not be turned up beyond the required temperature. Energy efficient light bulbs are being used. While the addition was being built drainage bed was put in near the addition, so that the underground "river" that runs through the property would drain properly. The Programs also engage in the recycling initiatives of the city.

As a result of these environmentally sensitive actions, there is reduced energy consumption and lowered heating costs as would be expected with these ‘green’ modifications.

Element 15 – POLICY DIMENSION15.1 – Policy Development

The AHAN did not inform itself about government and policy structures according to the criteria of this assessment. There were member organizations who did research data related to government policy and structures and completed reports related to the community. For example, the Community Advocacy & Legal Centre completed a report as part of an Eviction Prevention Project (Observations from the Front Lines, 2004).

The Advocacy sub committee of AHAN supports the County of Hastings’ recommendations to enact a county wide Vital Services Bylaw that will protect tenants’ rights to heat in the winter, refrigeration of food, water for drinking, washing and flushing. Members of the AHAN presented information about the topic of vital services to the all candidates meeting prior to the municipal elections.

The AHAN (there is no CAB here in Belleville, but for the purposes of this assessment the term CAB will be used) did hold public consultations, in particular, at the last municipal election with the candidates for mayor and council about the issue of homelessness.

The AHAN did hold public forums annually under the National Homelessness Strategy Day.

The AHAN under their Advocacy Committee met with city officials to discuss the homelessness agenda.

There have been active public education sessions through the 4 forums and in particular through the “Walk a Mile In Their Shoes” forum, which was an opportunity for citizens to role play homeless and at risk of homelessness individuals having to deal with navigating systems to get shelter, food, counseling, clothing, medical services etc. This was offered through a service which has representation on the Steering Committee of AHAN.

[ X ] Somewhat effective

The effectiveness of the strategy to engage decision-makers in homeless related discussions is evident in the support for the creation of the Vital Service by- Law. The increase in members in AHAN indicates that the public education efforts have had a positive effect on the service sector. The lack of engagement by the ‘general community’ including businesses and charities indicates that strategies need to be enhances to target these sectors.

There has not been any opportunity or funding to be a part of broad based community initiatives in any substantive way. But the AHAN and its individual members does support the broad based initiatives through the following:

The Housing and Homelessness Network of Ontario Housing Again bulletin Feed the Kids, and Pay the Rent website Habitat for Humanity Human Services and Justice Network Home Grown Homes-Peterborough Low Income Energy Network (LIEN) United Way County of Hastings rural regional homelessness plans

[X ] Some progress

The CAB participated in public hearings on homelessness during Phase II.

The CAB did not hold consultations with the general public related to homelessness during Phase II.

Public Knowledge and attitudes: The survey results indicate that the community at 76% and the CAB and NHI funded

agencies at 89% agree that over the past few years in my community, there is a better understanding of the problem of homelessness, its causes and its solutions. Noteworthy is that 21% of the community respondents, and 11% of the CAB and NHI funded agencies did not agree with this statement.

Policy Change: The CAB did convene a public forum during the Municipal elections. The CAB has met with

the mayor and two councillors to bring the agenda of homelessness to the attention of the municipal government. There continues to be activity in this area by the Bricks and Mortar Task Force and the Advocacy Task Force of AHAN.

The survey results indicate that the community at 86% and the CAB and NHI funded agencies at 100% agree that the community has the capacity to develop strategic solutions to address homelessness.

The survey results indicate a lacklustre agreement by both sectors in the responses to the item: “In my community, there are enough funding partners to ensure adequate on-going financial resources for addressing homelessness.” Both came in at a 67% agreement. With a 36% disagreement rate by the community and a 33% disagreement rate by the CAB and NHI funded agencies there is uniformity in this as well. *There was discussion about this question, and it is believed that there was a misunderstanding of the question. The responses garnered in other sections of the assessment indicate that this is not the case as funding is always a major stumbling block.

Component Five: Moving ForwardElement 16 – COMMUNITY PROFILE 16.1 – Future Trends Consideration

1. The aging and retiring population and the in-migration of seniors into Belleville will strain the socio-economic infrastructure. It is anticipated that the tax base will diminish due to a decrease in total property tax paid to manage the infrastructure.

2. Increase in population exceeds the supply of housing and inadequate increase in subsidized housing. This forces more unrelated people into living under the same roof or living in substandard housing or to join the ranks of the hidden homeless as there is not an even distribution of supply and demand.

3. Belleville is a designated area of doctor shortage leading to orphaned patients and inconsistent health care. There is no opportunity for individual illness prevention and health promotion strategies. One of the Determinates of Health is housing. Poor, inadequate housing leads to health problems. (Association of Ontario Health Centers, 2005). In addition, because of the lack of medical services there is added strain on the hospital’s emergency room and the 2 walk-in-clinics.

4. The shelter costs are increasing, but the financial safety net programs such as CPP, EI, ODSP and OW have had a minimal increase and in some cases a decrease in monthly payments. The disposable income is shrinking leading to heat and food security issues. This cycle leads to more vulnerability of populations at-risk of homelessness living in sub standard housing.

5. There does not appear to be an increase in the lower than average income that Belleville holds, due to the high percentage of low income earners ($8,000 below the Ontario average income). Indicators reveal that there has been an increase in LICO of 15% in Belleville.

16.2 – Trends and Community Needs1. There is a sharp increase in the use of food security programs and in the number of programs. These include food banks, meal programs, food distribution programs and community gardens.

2. On average 590 individuals and 18 families are hidden homeless with on average 15 living on the streets and 13 who are chronically living on the streets. There is no accurate historical data to discern trends.

3. Across the board, there are waiting lists for all housing facilities including emergency, transitional, long term supportive and affordable rental housing in Belleville.

4. There has been an increased use of the Hastings County Housing Registry by 161% since Phase I. This service assists with finding temporary and permanent housing for citizens.

5. There is an increase in the usage of all augmentative programs such as health and treatment services; employment development services; and life skills programs.

These trends speak to a growing need for a coordinated effort to: Increase the awareness of the need Increase the housing options Lobby all levels of government for assistance and participation in housing issues Engage local business and industry in being part of the solution Advocate for increases to minimum wages; OW, CPP, EI and ODSP payments.

Element 17 – CONTINUUM OF HOUSING AND SUPPORT17.1 – Areas Requiring Attention in the Future

Unequivocally, the consensus is that there needs to be specific attention spent on increasing emergency, transitional and permanent housing stock for individuals, families and seniors and assurances of appropriate staffing levels.

Food security programs need to be supported

Crisis management for those on the brink of homelessness

Increase asset mix on the AHAN (Aboriginal, landlords, city council, at-risk populations, business, planning department)

Engage local government, business and industry including fundraising

Purchase the services of a project manager for the seamless running of AHAN

17.2 – Additional Focus and Strategies1. In the future, the focus needs to be on increasing shelter beds. The strategies need to include procuring funding for not just the ‘bricks and mortar’ but the ongoing management and administration of the projects.

2. There needs to be a partnership commitment developed which includes AHAN; Social Housing services; Municipal government; private and non-profit groups engaged in the sole focus of increasing affordable rental housing.

3. A meaningful increase in low cost home ownership needs to occur. As a first step, the AHAN could provide Home Ownership Forums.

4. The housing that people live in must be secure and safe. Two of the strategies to ensure safety and security would be to enact the Vital Services Bylaw and to improve the Property Standards Bylaw.

5. Continue Community Capacity enhancement by keeping the AHAN strong. The development of a communications mechanism between the Emergency Services Committee and AHAN to alert AHAN to the systemic issues presented to the Emergency Services representatives in their work.

17.3 – Housing Stability and Future Recommendations

Strategies

1. By providing transitional beds to the community, it has been found that 80 to 90% of those using the services get housed. One compelling reason is that these people are then viewed as a priority for subsidized housing by the Housing Branch of Hastings County.

2. Emergency Services for the population living on the street and those chronically living on the street.

3. By keeping income secure through the ongoing work of the Community Advocacy & Legal Services and Ontario Works and keep the emergency funds secure.

Future Recommendations

1. Securing ongoing, stable funding for transitional beds that includes administration, support services and other operational costs and increasing subsidized housing stock.

2. Increase communication linkages with this population and AHAN by bringing appropriate people to the table (i.e. street nurse); ensure more training of AHAN agencies in advocacy strategies, and in particular those around income security; and strategize for ongoing funding assistance to house this population.

3. Systemic advocacy strategies for income security. Increase the legal knowledge of service providers who work with homeless and at-risk population.

4. Community Navigation 4. Secure funding for continued workshops and training events.

Element 18 – KNOWLEDGE AND COMMUNICATION18.1 – Data Collection and AnalysisThis community will achieve greater clarity and focus on homelessness by being clear on the people we are referring to as ‘homeless’. The CPA suggests new definitions for the categories and the AHAN will have a discussion about using these categories. When that is resolved then we need to communicate our usage of the (D.2 NHI codes) new definitions to our member agencies. By building strong relationships with each other we will be aware of each others services and be able to respond to emergencies quickly. AHAN has not expressed an interest in HIFIS as a way of collecting data on homeless people.

18.2 – Information Sharing

Invest in a user friendly document or portfolio that can be distributed to the public profiling housing issues

Complete a research (demographic) data report including income related stats

Produce a short (7 minutes or less) VIDEO/DVD on house and apartment options, and/or lack of, to complement meetings at funders’ table

Combine the 3 above mentioned suggestions into a marketing campaign ‘package’

Support homeless and at-risk populations to create a Photo-voice DVD as a community engagement strategy

Organize a community Forum on homelessness

Show a ‘homeless themed’ movie as a fundraiser in the local theatre with a panel of speakers

Develop strategies to involve and engage city council

Element 19– COMMUNITY DEVELOPMENT19.1 – Community Planning and Implementation Process

What is working well

1. The Task forces of AHAN

2. The structure of the Steering Committee

3. Having a focus because of the extensive research completed by the community ‘Boxed In Report’

4. Resiliency-able to modify ‘the plan’ as circumstances change

5. Our asset mix both in persons and programs at the AHAN table

6. Implementation of increased beds

7. Engagement of others

What changes can we make for improvement

1. Engage different people for diversity of input and sustain current members

2. Engage different people for diversity of input and sustain current members

3. Keep the focus

4. Tenacity-become stronger, bolder to protect ‘the plan’

5. Increase the asset mix

6. Increase the beds and required staffing

7. Structure meetings to optimize effectiveness of time spent and ensure that members have meaningful tasks

19.2 – Representation and Decision-Making

We would want to continue to place emphasis on communication and inclusion. We recognize that we have to develop ways to engage in a meaningful way those who are homeless or at-risk populations as well as other community sectors such as banks, businesses and city/county council. 19.3 – Community Financial and Non-Financial Leveraging

Current Strategies: Proposal writing

Relationship building particularly one on ones with individuals who are connected to funds

Relationship with Loyalist College to receive in-kind placement student contributions

People belonging to AHAN offer in-kind contributions of time, space, supplies etc.

Future Strategies: Marketing what we have and what we need

When we achieve new housing-bricks and mortar- we have a tangible, concrete presence that can be an example of how we are contributing to the health of the community. We need to showcase the ‘good news advancements we have made’

Greater relationship with community college and local schools

Seek out other ideas that work from other communities

Go to relevant conferences to make the contacts and learn new strategies

Investigate bursaries to attend those conferences

19.4 – Community Knowledge and Expertise

Create a succession plan structure

Ongoing maintenance of the web site

Regularly updating the Mission, Vision and Strategic Planning in conjunction with the members

Look for other leadership in the group and mentor those people

In addition to the new member’s package, create a road map including orientation with a history and key players

Keep connected by email

19.5 – Policy DevelopmentWe have begun the process to influence policy development through the introduction of the Vital Services Bylaw. Future Focus:

Property Standards Bylaw and to be part of the training of Bylaw Enforcement Officers

Municipal Council needs to be nurtured to understand and act on the important role and responsibility they play in solving the homelessness issue

We need to encourage the Planning Department of the city to encourage higher wage employment opportunities that relate to local cost realities

Additional effort will be made to invite the municipality to the table, including the planning department

Identify a municipal council champion, such as Councilor Pat Culhane to be our link to city hall

Develop strategies to have the city create a Housing Task Force

All of Hastings County needs to be on the agenda

Element 20 – COMMUNITY SUPPORT20.1 – Support Needed

To continue our efforts we need: Funding that grows with the need

Seed money

Money for staffing

Money for skilled marketing

Funding agents to simplify and streamline proposal development and reporting systems

The approach to be based ‘in the community’

Our reality is all Hastings County-that needs to be acknowledged by funders

There needs to be a connection between direction and outcome by funders

Assistance in developing long-term financial plans

Consistency from Service Canada

20.2 – Knowledge and Expertise to Share

We would be pleased to share: Our web site

Our history of AHAN

Our research, Best Practice model for AHAN and the ongoing work of AHAN

Our Forums: ‘Walk a Mile in Their Shoes” “Home Ownership”, “Practical Solutions” and “Municipal Elections Night”

The Last Word

“My only major observation is that there appears to be a clear need for a ONE-STOP HOME for information related to homelessness, sharing of information, for co-ordinating efforts and for allocating funding consistent with strategic plans and community updates. Information about funding, evaluations of community plans, etc. should be readily accessible, either through Services Canada or through a local agreed-to single entity (AHAN?)

If the net result of the latest Community Assessment is the formal recognition by all the stakeholders of the importance of this single entity or a much more integrated approach to homelessness we will have exceeded our own modest expectations.

The pertinent message for Services Canada is that its assessment and allocation of funding tools must be user-friendly and lead to the generation of reports/funding strategies that are useful to the communities they intend to serve.” CAB member

“The impact of the NHI funding has been very positively received in Belleville. With the NHI funding, agencies have been successfully able to implement new programs and proven them to be sustainable. Our House operated by Canadian Mental Health Association serves as an example of a best practice for Hastings County and demonstrates sustainability and creativity. There have been many examples where homeless individuals have been able to successfully move to permanent housing with the support from the transition home and who eventually have found great success whether it be through employment, seeking counselling or becoming involved in education programs.  The continuum of supports outlined in the framework show that persons in a homeless stage can move towards self sufficiency and stability. It is with the support and networking with community agencies and front line staff that we can move people along the continuum.

  Unfortunately under the old “Supportive Community Partnership Initiative” the area designated for our Community was Belleville. This is true under the new Homeless Partnering Strategy as well. We have received much feedback through our community (AHAN) that we are a community that includes both rural and urban populations and that the areas of designation must be reviewed by Service Canada. Quinte West is considered a “rural” designation, however has about the same population as the City of Belleville. The areas of Quinte West are underserved when it comes to funding for homelessness initiatives. This causes much frustration within the AHAN community as a whole. We see this for all other parts of Hastings County as well.

 The rural areas received funding to complete four community plans under Regional Homeless Initiative Funding. Under these reports, several recommendations were made to address the needs of the unique areas such as: food security, transportation, networking opportunities and capacity building and the need for transitional housing. These recommendations are no different from the needs of the City of Belleville but, do need to be addressed in different ways depending on the area of Hastings County.” CAB member

“The NHI has had less of an impact than it could have had if it was better conceived. It was difficult to secure funding to support the development of an affordable housing action network. The funding we did eventually receive was extremely helpful to build the network.

10% of the available funds were spent on evaluation rather than on initiatives to prevent homelessness and this was discouraging.

NHI needs to be better integrated with federal, provincial, and municipal governments. We need to look at the whole picture of homelessness and all the strategies to prevent it.” CAB member

Responses from Focus Session with CAB members: People have had positive changes in their lives through the transition homes ‘Our House’ and ‘Our

House Too’ The development of the web site has opened up information paths for service providers and citizens Continue to encourage all stakeholders to work from the same page for the common cause of

eradicating homelessness The AHAN work has been invaluable in the Community Engagement piece, but could use funded

resource people as they are critical to the work of AHAN NHI funding for the Youth Housing Developer has led to a very successful program The Community Plan (2003) was developed without funding from NHI and because of that, it was not an

effective way to do strategic planning. Communities need funding to do the planning well.