Community Safety Plan Re: the Whitehorse Emergency Shelter … · THE WHITEHORSE EMERGENCY SHELTER COMMUNITY SAFETY PLANNING PROCESS: AN OVERVIEW In early 2020, Yukon Justice entered

Community Safety Plan Re: the Whitehorse Emergency Shelter

Final Report

Whitehorse Emergency Shelter 2020-21 Community Safety Plan

MAY 21, 2020 1 | P A G E

O. Executive Summary ………………………………………………………………………………………….

PAGE 2

I. An Innovative Approach Toward Community Safety …………………….…………………. PAGE 3

II. Historical Context ………………………………………………………………………………….…………. PAGE 6

III. Vision, Mission and Guiding Principles ……………………………………………………………. PAGE 8

IV. Key Priorities, Objectives and Actions

A. Ensuring the safety of Shelter clients, drop-in guests and staff …………………….…. PAGE 10

B. Enhancing the Shelter's strategic and operational governance ……………….………. PAGE 11

C. Creating a safe and harmonious neighbourhood for Shelter clients, and neighbouring residents and businesses ………………………..……………………..…………. PAGE 13

D. Ensuring that clients can access culturally-based programs, services and other supports that identify and remove barriers to wellness, healing, education, employability, self-sufficiency, and cultural and community inclusion ………………. PAGE 14

V. Next Steps ……………………………………………………………………………………….…………….. PAGE 15

VI. Appendices

A. Draft Terms of Reference …………………………………………………………………………. PAGE 16

B. The Path ………………………………………………………………………….………………………. PAGE 18

C. Key Themes Identified Through Outreach Efforts ………………………………………..… PAGE 19

D. Action Plans ……………………………………………………………….………………………………. PAGE 21

Table of Contents

MAY 21, 2020 2 | P A G E

“I think what we are working toward is something that will bring partners together to develop strategies to best serve the vulnerable people who use the Shelter, many of whom who have experienced trauma and victimization within their communities. This work will lead to a more complete understanding of the needs of this community, how everyone plays a role in its success and the relationships that need to built and nurtured.”

A Core Group member

In 2018, the Yukon Department of Justice and Public Safety Canada established a partnership to adopt a culturally-based approach to addressing community safety issues in Indigenous communities. Public Safety Canada’s Community Safety Planning process, a key component of Canada’s and Yukon’s commitment to reconciliation with Indigenous Peoples, supports these communities to identify the issues affecting the health and safety of their citizens, and then become active participants in developing holistic and culturally-based solutions.

Responding to safety concerns expressed by various stakeholders regarding the shelter, the Department of Justice partnered with Public Safety Canada in late 2019 to employ their safety planning process in the context of the Shelter. This reflects a unique application of Public Safety Canada’s process, given that the Shelter is not a community per se, but rather a stand-alone facility located in an urban setting.

In February 2020, a core working group (Core Group), initially comprised of representatives from stakeholder groups identified either as key service providers or groups directly impacted by the Shelter’s operations, was struck and a terms of reference developed. Stakeholders included the departments of Health & Social Services and Justice, the City of Whitehorse, Kwanlin Dün First Nation, Ta’an Kwäch’än Council, the Whitehorse Chamber of Commerce, Safe at Home, the Yukon Anti-Poverty Coalition, the RCMP, and the Downtown Residents Association.

As the Core Group worked through the process, they reviewed input collected from clients, local residents, neighbouring businesses, and NGOs during an extensive outreach effort. This input assisted the Core Group in exploring the degree to which the Shelter is, or is perceived to be, responding to the emerging needs, concerns and priorities as expressed by clients, service providers, and local residents and businesses. During their discussions, a number of key priorities began to emerge. In addition to ensuring the safety and security of Shelter clients, drop-in guests and staff, these priorities also reflect the need to enhance the Shelter's strategic and operational governance, the importance of strengthening partnerships with local service providers, and the need for Shelter clients, local residents, and businesses to all reside in harmony. The group then identified a number of specific goals and actions that, when implemented, are intended to further position the Shelter to balance the needs of a diverse group of stakeholders with the best interests of those requiring the range of services of the Shelter.

Executive Summary

In Focus | Community Safety Priorities

� Ensuring the safety of Shelter clients, drop-in guests and staff.

� Enhancing the Shelter’s strategic and operational governance.

� Creating a safe and harmonious neighbourhood for Shelter clients, and neighbouring residents and businesses.

� Ensuring that clients can access culturally-based programs, services and other supports that identify and remove barriers to wellness, healing, education, employability, self-sufficiency, and cultural and community inclusion.

MAY 21, 2020 3 | P A G E

In 2018, Justice established a partnership with Public Safety Canada to explore the use of its culturally-based community safety planning approach to address systemic safety issues in Indigenous communities in Yukon. This process, a key component of Canada’s and Yukon’s commitment to reconciliation with Indigenous Peoples, supports these communities to identify the issues affecting the health and safety of their citizens, and then become active participants in developing holistic and culturally-based solutions. This process has been successfully used across Canada, including Selkirk First Nation and the Vuntut Gwitchin First Nation, to address community safety in remote, rural and First Nations communities.

Underlying Public Safety Canada’s approach to community safety is a number of guiding principles, including:

Φ respect of people’s voices and time through meaningful engagement and action;

Φ the use of a core working group to guide and lead the plan’s development, thus strengthening local planning and implementation capacities;

Φ inclusive and collaborative relationships with stakeholders, where focus is on ways to integrate or leverage community-driven solutions with existing strengths, assets and supports available within or to the community; and

Φ recognizing and honoring the wisdom of Elders, and being responsive to Indigenous values, cultures knowledge and traditions.

THE WHITEHORSE EMERGENCY SHELTER COMMUNITY SAFETY PLANNING PROCESS: AN OVERVIEW In early 2020, Yukon Justice entered into an agreement with Public Safety Canada to apply its innovative community safety planning process to help address a number of Shelter-related safety concerns identified by various stakeholders.

The first step in the process was to recruit two expert community engagement facilitators (one contracted by Public Safety Canada and trained in its process, and one contracted locally by Yukon Justice to assist with outreach efforts and to infuse ‘local knowledge’, as needed) to guide a core working group through the extensive process. A Public Safety Canada program manager also attended to provide communication support, liaise with Justice and other local officials, and to provide overall guidance and expertise.

Given that communities themselves are best-positioned to understand the issues and challenges they face, the next step was to convene a diverse group of stakeholders to serve as a core working group1 to initiate the planning process, while engaging with and representing the broader community.

1 While the planning process uses a Core Group to undertake the bulk of the planning work, it can be adjusted to meet a community's

unique needs and expectations. For example, a number of outreach efforts (see next page) were conducted at the request of Core Group members.

An Approach to Community Safety

The Aboriginal Community Safety Planning Initiative was created in 2010 as a component of Canada’s investment to address the disturbingly high number of missing and murdered Indigenous women and girls. This initiative was renewed in 2015 as part of Canada's Action Plan to Address Family Violence and Violent Crimes Against Aboriginal Women and Girls.

MAY 21, 2020 4 | P A G E

Based in part on recommendations from Health & Social Services and Justice, the Core Group was initially comprised of representatives from organizations identified as being directly affected by the Shelter’s operations. These organizations included the Department of Health and Social Services, the Department of Justice, Community Services, the City of Whitehorse, Kwanlin Dün First Nation, Ta’an Kwäch’än Council, the Whitehorse Chamber of Commerce, Safe at Home, the Yukon Anti-Poverty Coalition, the RCMP, and the Downtown Residents Association.

While the process initially focused on community safety issues, the Core Group also discussed ways to support the Shelter, particularly given rising shelter occupancy and usage rates, and a desire for increased investment in client support services.

Typically, the community safety planning process occurs over a two-month period, beginning with a period of initial engagement with members of the Core Group, followed by two three-day planning sessions. In between sessions, and at the direction of the Core Group, the facilitators typically undertake outreach activities with a number of organizations and groups who are not part of the Core Group in order to ensure that the process is inclusive and representative as possible.

In this instance, Core Group members were scheduled to attend a three-day planning session in mid-February, followed by a subsequent four-day session in mid-March. However, due to timing limitations and the challenges of co-ordinating involvement for a range of diverse stakeholders, many Core Group members indicated that such a commitment of time and with fairly minimal notice, meant that they would be unable to fully attend each session.

To address this concern, the second session was modified to reduce the time commitment. In addition, every effort was made to provide additional opportunities for Core Group members to participate in

the process, including receiving regular email updates on planning activities, and providing one-on-one opportunities to provide input directly to the co-facilitators.

Core group members also expressed the desire to have additional organizations and individuals (particularly, clients and individuals with lived experience) more involved in the process, leading to a decision to expand the Core Group to include a number of additional NGOs, the Council of Yukon First Nations and two individuals with lived experience.

OUTREACH While cognizant of time constraints, a number of outreach strategies were also implemented to ensure that other groups and individuals not part of the Core Group had an opportunity to be heard (see next page). In each case, a summarized, “What We Heard” document was created and presented to the Core Group. Table B highlights the organizations who participated, to some degree, in the planning process.

In Focus | Quick Facts

The Whitehorse Emergency Shelter was initially called the Salvation Army’s Centre of Hope prior to Health & Social Services assuming operational control on January 31, 2019.

The Shelter scaled up operations and transitioned from the Salvation Army within six weeks. This transition period included significant training and mentoring of an almost entirely new staff contingent.

The Shelter is open 24 hours a day, seven days a week, and is the only facility in Yukon that operates with a low-barrier approach (see page 7).

The Shelter facility has 25 purpose-built shelter dorm beds, with an overflow area on the ground floor. There are also 20 self-contained apartment units.

In 2019, the Shelter was averaging between 50 to 60 clients seeking shelter each night. It is also estimated that approximately 200 individuals used the Shelter daily for meals and drop-in services.

A majority of Shelter clients are Indigenous.

MAY 21, 2020 5 | P A G E

TABLE A | ADDITIONAL OUTREACH EFFORTS

GROUP APPROACH RESULTS

Local Residents Online and written survey provided to downtown residents within a two-block radius.

45 homes contacted; 12 responses received

Shelter Clients Facilitator met with Guest Advisory Committee Seven clients attended, along with three staff.

Persons with lived experience

Facilitators met with a group of individuals who represented those with lived experience with

homelessness, not specifically shelter guests, at a meeting organized by the Yukon Anti-Poverty Coalition. Also, informal discussions were held

with others with lived experience.

This outreach was important as these individuals helped provide their experience, which may or

may not be similar to that of shelter guests.

Local Businesses In-person interviews conducted with businesses in the Shelter's immediate vicinity.

11 of the 12 businesses responded.

Other NGOs Service providing NGOs were invited to attend the second session.

An additional seven NGOs participated in the second session.

Shelter Staff Shelter staff were not included in the outreach efforts.

As part of next steps, staff will be provided the opportunity to

provide input into the implementation plan.

TABLE B | GROUPS AND ORGANIZATIONS WHO PARTICIPATED IN PLANNING SESSIONS

GOVERNMENT NGOS OTHERS

Health & Social Services

Department of Justice

Community Services

City of Whitehorse

Kwanlin Dün First Nation

Ta’an Kwäch’än Council

Fetal Alcohol Syndrome Society

Yukon Status of Women Council

Whitehorse Aboriginal Women's Council

Kaushee’s Place

Yukon Anti-Poverty Coalition

Blood Ties Four Directions

Victoria Faulkner Women's Centre

Royal Canadian Mounted Police

Whitehorse Chamber of Commerce

Downtown Residents Association

Voices Influencing Change / persons with lived experience

Council of Yukon First Nations

Safe at Home

A number of other organizations were also invited to participate but were unable to attend either session: Skookum Jim Friendship Centre; Yukon Chamber of Commerce; Yukon First Nation Chamber of Commerce; Youth of Today Society; Golden Age Society; Second Opinion Society; Yukon Learn Society, Yukon Aboriginal Women’s Council; and the Boys and Girls Club.

MAY 21, 2020 6 | P A G E

Life for Indigenous people in Yukon began to drastically change with the implementation of the Indian Act of 1876 (more formally, the Act to Amend and Consolidate the Laws Respecting Indians), the Klondike Gold Rush of 1897-98 and the creation of Whitehorse as a centre of commerce. Suddenly, the land was flooded with thousands of people from all over the world, many of whom were ill-prepared to deal with the harsh realities of this region. These traumatic changes devastated Indigenous families and communities, forever altering the fabric of traditional First Nations culture, society and economies. The imposition of the residential school system, the damming of the Yukon River (which destroyed the centuries-long migration of salmon, an important food source) and the construction of the Alaska Highway continued to adversely impact Indigenous people and communities. Many saw their language, culture, identity, sense of pride and connection with the land and each other stripped away – sometimes brutally. Governments, alongside their so-called Indian Agents and religious institutions, banned their most sacred ceremonies and dictated how First Nations people should conduct their lives, raise their families and what spiritual beliefs they should have. Essentially, through the imposition of colonialism, efforts were made to stamp out all sense of their identity and ways of life.

As more people began to settle in Whitehorse, the Kwanlin Dün, Ta’an Kwäch’än and others were pushed farther and farther – sometimes forcibly – toward the outer edges of the community and treated like intruders as other uses were found for their land. Even as late as 1988, the Kwanlin Dün First Nation were required to relocate from Lot 226 (the Old Village) near the Yukon River to the McIntyre Subdivision - a total of eight relocations in less than five decades.

As noted by an Elder who participated as a Core Group member, this historical context is important to understanding why the majority of Shelter clients are Indigenous. Many have experienced, either first-hand or through their parents and grandparents, the heartbreaking struggle and intergenerational trauma associated with the factors highlighted above. While "Safe at Home" and a new approach to emergency shelter services in Whitehorse are key steps in our collective journey toward reconciliation, healing and helping people to restore their innate sense of independence, much more work needs to be done.

The Evolution of the Whitehorse Emergency Shelter

The Whitehorse Emergency Shelter officially opened as the Salvation Army’s “Centre of Hope” in November 2017, at its present location at 405 Alexander Street in downtown Whitehorse. Open seven days a week, the Centre of Hope offered emergency shelter, transitional housing, a drop-in service, and daily meals. As with the previous shelter, the Salvation Army continued to operate with a ‘high barrier’ approach and without harm reduction services or practices, often presenting barriers to access food and shelter to those who presented as under the influence of drugs or alcohol.

During 2018, the Yukon Government, a key partner which had contributed over $12 million in funding to construct the facility, as well as ongoing operational funding, began to field a number of complaints and concerns from numerous stakeholders. These concerns centred around the Shelter’s operations, its non-secular and ‘high barrier’ approach, and whether the Salvation Army was the appropriate entity to administer and manage a facility for whom the majority of clients are Indigenous. In December 2018, a mutual decision was made to transfer responsibility from the Salvation Army to Health & Social Services.

Historical Context

MAY 21, 2020 7 | P A G E

While ensuring that Shelter clients experienced no break in service, and with only six weeks to complete the transition, on January 31st, 2019, the Yukon Government officially took over operations of the newly-named Whitehorse Emergency Shelter. Since this time, the Shelter has evolved, with a different approach to programming and broader range of services being offered to persons with higher acuity care and support needs.

In Focus | Defining Low-Barrier

During both the Core Group’s discussions and the outreach conducted, the term ‘low-barrier’ was consistently raised as both an opportunity and a challenge.

Generally, a low-barrier approach with respect to an emergency shelter is one in which people experiencing homelessness are accepted as they are in that moment - no identification, exhibiting difficult behaviours, or under the influence of drugs or alcohol. Essentially, creating a low-barrier environment means removing as many pre-conditions to entry as possible, and responding to the needs and concerns of people seeking shelter. This approach recognizes that if a person in need of shelter perceives that entry requires conforming to rules or expectations that seem unreasonable or punitive, they may decline the support they need. That is, for an emergency shelter to achieve its intended purposes, the expectations placed on those seeking food and immediate shelter should be minimal, transparent, and reasonable.

A low barrier approach can be particularly critical in Yukon, where extreme temperatures can be life-threatening for those without shelter. Moreover, an intoxicated individual (women, in particular) is at a greater risk for assault should they not have a safe and appropriate place to stay.

Finally, it is important to note that a low-barrier approach does not mean there are no clear and simple behavioural expectations of shelter clients, given that the over-riding priority of any emergency shelter is to maintain a safe and healthy environment for all, including staff, neighbouring businesses and local residents.

MAY 21, 2020 8 | P A G E

CORE GROUP’S NORTH STAR Our vision is for an emergency shelter that is safe, responsive to the needs of vulnerable citizens, and respectful of those who reside or work in the immediate vicinity.

CORE GROUP MISSION Our mission is to support the efforts of government, partners and service provides to identify and implement practical and locally-driven solutions to enhance the Shelter's ability to provide a safe, healthy and supportive place to stay for those experiencing homelessness, while also being responsive to the concerns of local residents and businesses.

CORE GROUP GUIDING PRINCIPLES The Core Group identified a number of guiding principles to inform its work, including:

Truth and Reconciliation | As Canadians, there is a collective responsibility to redress the intergenerational trauma and suffering that many Indigenous Peoples have experienced or continue to experience, which has clearly contributed to the over-representation of Indigenous Peoples experiencing homelessness and other adverse impacts.

Immediacy | People come to the Shelter in crisis, seeking support to meet their basic human needs – food, clothing, a shower, and medical attention – immediately.

“A foundational principle underlying our approach is empowerment: finding ways to support both Shelter clients and staff with the tools and training needed to create and implement solutions that they believe will be effective in meeting the needs of this community.”

Respect, Caring and Integrity | Regardless of circumstance or where each of us are in our life journey, we all have an inherent right to be treated with respect, integrity, dignity, empathy and compassion.

Support | In addition to being a safe place to stay, the Shelter is an opportunity to assist and support clients to access the program and services they need to remove barriers to wellness, healing, education, employability, self-sufficiency, and cultural and community inclusion. A key aspect of this work is to continue to advocate for greater resources to meet the needs of this community.

Collaboration and Trust | Given the challenges of operating an emergency shelter in an urban setting, the path forward requires the building of effective and trust-based relationships among clients, volunteers, staff, service providers and other partners who wish to contribute to community-based solutions.

Vision, Mission & Guiding Principles

MAY 21, 2020 9 | P A G E

Based on extensive outreach and Core Group discussions, the Core Group identified a number of key priorities to guide efforts to enhance the Shelter’s commitment to providing a safe place for those experiencing homelessness, while also being responsive to the concerns of local residents and businesses. These priorities, in equal order of importance, are:

Key Priorities, Objectives and Actions

PRIORITY A Ensuring the safety of Shelter clients, drop-in guests and staff.

PRIORITY B

PRIORITY C

PRIORITY D

Enhancing the Shelter's strategic and operational governance.

Creating a safe and harmonious neighbourhood for Shelter clients, and neighbouring residents and businesses.

Ensuring that clients can access culturally-based programs, services and other supports that identify and remove barriers to wellness, healing, education, employability, self-sufficiency, and cultural and community inclusion.

In Focus | Building on Strengths and Opportunities Inherent in the Community Safety Planning process is a focus on building on strengths and successes to illuminate the path forward. An inventory of community resources and strengths, identified by the Core Group as potential resources to support the community safety planning process, is presented below.

STRENGTHS | WHAT CAN BE BUILT ON OPPORTUNITIES | WHAT STAKEHOLDERS ARE ASKING FOR

through Safe at Home, all four levels of government are committed to eliminating homelessness in Whitehorse.

strong network of community partners and collaborative agencies.

an on-site paramedic presence that has significantly reduced ambulance calls.

our most vulnerable citizens have access to a warm place to stay and three daily meals, among other services.

courageous decision to reduce barriers to accessing the Shelter.

strong collaboration between government departments, including Mental Wellness, Community Services, and Justice.

more service delivery partnerships to allow for wrap-around support integration.

clarification of the Shelter’s mission, core services and future plans for management of the Shelter.

practical ideas for how Health & Social Services and service providers can better align efforts and resources to meet the short- and longer-term needs of clients.

clarification on how the Shelter operates, particularly in terms of admission protocols (assessment, registration, etc.).

identification and transparency of community issues and limitations affecting potential Shelter partnerships.

need for more on-site counselling supports. greater opportunities for engagement of those using the

Shelter to foster peer support.

Each priority is now explored in terms of context, specific objectives and implementable actions.

MAY 21, 2020 10 | P A G E

PRIORITY A Ensuring the safety of Shelter clients, drop-in guests and staff.

CONTEXT

Emergency shelters assist people in crisis, many of whom present with challenging behaviours and needs. In this environment, the safety of clients and staff is paramount. With respect to the Shelter, a number of concerns were discussed, including: the need to clarify several key terms, such as ‘low-barrier’ and ‘safety’, in relation to the

Shelter’s operations; anecdotal perceptions that drugs and alcohol were being consumed both inside and outside

of the Shelter, and a perceived increase in the incidence of drug dealers and human traffickers operating near the Shelter (which needs to be validated with the RCMP);

the impact of applying a low-barrier approach within a facility not initially designed with this purpose in mind;

the need to better manage the flow of people into and out of Shelter; how to support clients to access transportation options to and from the Shelter, particularly

outside of normal bus schedules; and the need to leverage efforts of working groups who are also addressing issues faced by

vulnerable people in Yukon.

GOALS & ACTIONS

A1. Assess the extent to which the Shelter's design accommodates a low-barrier approach.

KEY ACTIONS:

A1.1 Complete a "Crime Prevention Through Environmental Design" (CEPTED) assessment.

A1.2 Recognizing that female clients and staff may have additional safety requirements, explore the creation of women-only areas in the Shelter. [Although not specifically identified, this should also apply to the safety requirements of LGBTQ2 clients.]

A2. Ensure that the Shelter has sufficient and appropriate guidelines and processes in place related to occupational health and safety.

KEY ACTIONS:

A2.1 Partner with appropriate agencies to assess onsite safety, and to inform the development of a suite of safety policies, procedures, processes and communications protocols.

A2.2 Promote and distribute behavioural expectations and boundary protocols to ensure staff, clients, guests and service providers are maintaining the Shelter's safety protocols and policies.

A2.3 Develop and test an emergency response plan to ensure effective safety prevention and mitigation protocols - including infectious disease protocols - are in place to address potential emergencies that could affect the well-being of staff, clients, suppliers and visitors.

A3. Strengthen the ability to determine who is in the Shelter at any given point in time, and better understand complexity of needs of Shelter guests. .

KEY ACTIONS:

A3.1 Review and communicate the Shelter's intake and access procedures.

MAY 21, 2020 11 | P A G E

PRIORITY B Enhancing the Shelter's strategic and operational governance.

CONTEXT The need to strengthen the Shelter’s governance was viewed as key to enhancing both the operational effectiveness of the Shelter and the safety of clients, staff, volunteers, guests and the local community. Recognizing the extremely brief transition period when operations were transferred to Heath & Social Services, and that the Shelter is only in its second year of adapting to a low-barrier approach, the Core Group identified a number of critical governance issues that needed further examination, including:

a need and desire for clearer direction from Yukon Government regarding its future plans for the Shelter; namely, will the Shelter remain government-run or would responsibility be transferred elsewhere;

the perceived challenges in having a Yukon Government department that has overall responsibility for the Shelter and the hesitancy of certain NGOs who serve a similar vulnerable people client base to collaborate with;

a need and desire to foster a stronger working relationship between the Shelter, NGOs and other key partners in order to leverage synergies, fund innovation and training, and identify commonalities in the provision of services. Strengthened relationships will also better position key stakeholders to align and coordinate efforts in implementing the Report's recommendations;

a need to ensure sufficient and appropriate internal capacity to effectively operate the Shelter, particularly in terms of staffing levels, expertise and programming. This includes having clear roles and expectations for staff, management and volunteers, access to ongoing training opportunities to more effectively navigate the challenges of working in a shelter environment, and, given the demanding physical, emotional and psychological nature associated with working with vulnerable groups, assistance for employees to help monitor and manage their own wellness;

a need to conduct a systems-wide review of existing operational, policies, procedures, processes and protocols to ensure that they effectively support and provide appropriate guidance to Shelter management and staff; and

a need to enhance the tracking, collection and use of operational data and statistics needed to effectively manage usage rates, identify areas of concern and ensure that the needs of clients are being met (i.e., accountability for resources).

Finally, there was also discussion about how best to ensure that the Whitehorse Emergency Shelter Community Safety Plan is efficiently implemented, appropriately resourced and monitored for needed course-corrections.

GOALS & ACTIONS

B1. Ensure mechanisms are in place to guide and monitor the implementation of the Whitehorse Emergency Shelter Community Safety Plan.

KEY ACTIONS:

B1.1 Identify, resource and support an Implementation Group to oversee the implementation of approved recommendations. Key tasks include the development of a terms of reference (key roles and responsibilities, membership, meeting frequency, accountabilities and resourcing), liaising with senior leadership (Yukon Government, Council of Yukon First Nations, Whitehorse-based First Nations, City of Whitehorse), and the development of communication protocols and strategies to communicate ongoing progress and to advise of issues for resolution.

MAY 21, 2020 12 | P A G E

GOALS & ACTIONS

B2. Work with Health & Social Services to clarify the Shelter’s mission, scope, operational parameters and future plans re: Shelter oversight and administration.

KEY ACTIONS:

B2.1 Develop a policy that clarifies the meaning and implications of ‘low barrier’ and ‘harm reduction’ within the context of the Shelter.

B2.2 Explore the development of formalized partnership agreements between Health & Social Services, the Shelter and external service providers to clarify roles, responsibilities and expectations.

B3. Ensure that the Shelter has the requisite financial and operational capacity to effectively operate the Shelter (including having sustainable staffing levels), monitor and manage client and staff safety, and provide on-site core programming that meets the needs of clients.

KEY ACTIONS:

B3.1 Conduct an organizational capacity and needs assessment to identify, using usage rate growth estimates and demographics, (1) the viability of external service providers providing services within the Shelter, and (2) the optimal level and qualifications of staff at the facility.

B3.2 Explore ways to expand recreational and other programming offered through partners and volunteers.

B4. Ensure staff are trained and supported to meet the unique and diverse needs of clients.

KEY ACTIONS:

B4.1 Conduct a review of existing or required human resources policies, with particular focus on policies that foster staff retention, engagement and participation. Explore the need for cultural and operational training, psychological support for staff and appropriate standards of service (for example, caseloads, staffing levels, and gender and Indigenous/non-Indigenous balance in staff representation).

B4.2 In concert with B4.1, establish a set of guidelines that outline behavioural and boundary expectations for staff and clients.

B5. Develop and support the engagement of Shelter clients and those with lived experience to ensure clients have a voice in matters affecting Shelter operations and programming.

KEY ACTIONS: B5.1 Continue to support the Guest Advisory Committee (terms of reference, outreach strategy to

other clients, etc.) and explore ways to collect feedback from other client groups not represented on the Committee, such as drop-in guests.

B6. Ensure the availability of quality and timely information and statistics needed to support operational and strategic decision-making.

KEY ACTIONS: B6.1 Develop or enhance data collection, management and use strategy to provide information

needed for operational planning, identification of trends and needed supports, and to enhance accountability. Data needs include client demographics, daily and monthly Shelter attendance, program and food program usage rate, and a general assessment of client needs.

MAY 21, 2020 13 | P A G E

PRIORITY C Creating a safe and harmonious neighbourhood for Shelter clients, and neighbouring residents and businesses.

CONTEXT The shift to Health & Social Services' low-barrier and harm reduction approaches represents a fairly significant culture change for both clients and neighbours. While there is recognition that this approach has only been in place for one year, and growing pains are to be expected, feedback from clients, staff, and local area residents and businesses suggests that more effort is required to mitigate the impact of having an emergency shelter located in a prominent downtown location. Based on outreach with local residents and businesses, common themes discussed included:

the degree to which large and sometimes unruly gatherings outside of the Shelter can be intimidating for some, and also be disruptive to the peace and quiet of the neighbourhood;

there has been a perceived increase in incidence of property damage, vandalism, theft, sexual acts and littering within the Shelter's proximity;

a perceived increase in openly-shared public drinking and drug use; traffic disruptions on 4th Avenue that heighten the potential for accidents and injury; and reduced consumer traffic in the area, resulting in perceived impacts to local businesses

potentially affecting revenues and client frequency.

It was also identified the need for the Shelter to build stronger two-way relationships with neighbouring residents and business.

GOALS & ACTIONS

C1. Explore ways to build constructive relationships between neighbouring residents, businesses, and Shelter guests.

KEY ACTIONS: C1.1 Plan for and host an early summer community BBQ event. C1.2 Develop a communication and media strategy to inform and educate the local community

about the Shelter’s mission and programs, as well as to communicate positive news stories and successes.

C2. Explore the feasibility of expanding the security services provided to a number of Yukon Government buildings to include the Shelter in order to reduce behaviours that may be adversely impacting local residents and businesses.

KEY ACTIONS:

C2.1 Analyze the potential to expand Yukon Government security services to include the Shelter, and review with appropriate departments.

C2.2 Identify and develop strategic partnerships with the Yukon Government Security Services, the Municipal Bylaw services and other key stakeholders.

C3. Explore how to effectively monitor and address ongoing health and safety concerns around the Shelter's perimeter.

KEY ACTIONS: C3.1 Explore the feasibility of implementing a community program that provides a uniformed

presence in and around the shelter and leverage the experiences of KDFN to assist, given their developed expertise.

C3.2 Explore the feasibility of supporting a neighbourhood watch-type program in the area of the Shelter.

C3.3 Explore the idea of creating a point of contact to enable individuals to report incidents, and negative behaviours impacting local residents, Shelter guests and businesses.

MAY 21, 2020 14 | P A G E

PRIORITY D Ensuring that clients can access culturally-based programs, services and other supports that identify and remove barriers to wellness, healing, education, employability, self-sufficiency, and cultural and community inclusion.

CONTEXT Responding effectively to homelessness requires a combination of strategies at the community level: preventing or diverting people from experiencing homelessness whenever possible, ensuring people transition rapidly from homelessness to housing and services, and providing immediate low-barrier shelter options for people experiencing homelessness who cannot immediately access permanent housing.

It was also recognized that the challenge in providing a suite of programs and support to clients with very different needs and perspectives, suggesting a need for peer outreach processes and greater input in Shelter programming from guests.

GOALS & ACTIONS

D1. Continue to develop partnerships with Yukon First Nations and NGOs with a social services-related mandate to enhance the ability of clients to access supports, both within and outside the Shelter.

KEY ACTIONS:

D1.1 Enhance partnership with KDFN and the Ta’an Kwäch’än Council to ensure Indigenous clients can access cultural, recreational and on-the-land activities that promote healing, wellness and the opportunity to engage in healthy activities.

D1.2 Coordinate plans between the Shelter’s efforts with other existing plans and strategies (such as Safe at Home) that have been developed in response to the needs of vulnerable people at risk.

D1.3 Develop and expand formal partnerships to expedite intake procedures, clarify understandings of client needs (particularly in terms of gaps) and develop a fluid client referral process.

D2. Develop mechanisms to ensure clients can access needed programs and supports.

KEY ACTIONS:

D2.1 Continue with client-directed case management plans.

MAY 21, 2020 15 | P A G E

As a result of the community safety planning process, four over-arching priorities were identified, along with 14 goals and 25 key actions. An initial action plan was also developed. In ensuring that these recommended actions are resourced and implemented, the following next steps have been identified:

Steps

1. Present Report to senior leadership (Yukon Government, Regional Director General, CYFN, KDFN, TKC, City of Whitehorse) for guidance, direction and support on the implementation of the plan.

2. Develop a community and media strategy to communicate that senior leadership has committed to support the Report's recommendations.

3. Form the Implementation Group, along with terms of reference and reporting/communication protocols to advise Senior Management and stakeholders of progress made with respect to implement the Report's recommendations.

4. Present Report and facilitate a discussion with Shelter employees to obtain their feedback and guidance with respect to the Plan's implementation.

5. Organise a meeting between senior leadership and Implementation Group to exchange on priorities and actions identified in plan.

Note that Public Safety Canada's Program Officer will continue to provide support and guidance to the Shelter (as the lead organization responsible for the Community Safety Plan) and to the Implementation Group.

Next Steps

MAY 21, 2020 16 | P A G E

Vision

The Public Safety Canada (PSC) Community Safety Planning process encourages the whole community to identify issues and become active participants in developing solutions. The process reflects the community’s culture and draws from community strengths to address local issues. To be successful, community participants need to ‘own’ the process.

Although the Shelter is a facility and not a community, the choice to use PSC's process is appropriate, given that the Shelter is having an impact on surrounding businesses, allied stakeholders, members of the public, and Shelter clients when outside the Shelter.

This innovative approach demonstrates Yukon’s commitment to work with First Nations governments, municipal governments, Non-Governmental Organizations, the RCMP, businesses and community members to address the security concerns the public has identified in relation to the Whitehorse Emergency Shelter.

Mandate

Identify stakeholders who are affected directly by community safety issues at the Whitehorse Emergency Shelter;

Identify existing community safety concerns at the Whitehorse Emergency Shelter;

Validate the community safety concerns of community stakeholders that are located in close proximity to the Whitehorse Emergency Shelter;

Find solutions to the concerns identified by Shelter clients, staff and community stakeholders; and

Establish a Community Safety Plan that addresses core issues and reduces security risk at the Shelter and in the immediate area.

Guiding Principles for the Implementation Group

Relationship and partnership building: mutual understanding and open communication built on individual relationships has helped to clarify understanding and, in some cases, foster partnerships.

Opportunities for engagement: communication processes have been established and need to be sustained in order to continue with constructive dialogue.

Transparency and openness to feedback: community partners, business owners and citizens want the opportunity to have input into the solutions regarding the community safety concerns around operations and client behaviours at the Whitehorse Emergency Shelter.

Inclusiveness: Police are not the only contributors to public safety. A broader partnership approach is essential on many of the issues facing Yukon today.

Appendix A

WES Implementation Group Terms of Reference (to be revised by Implementation Group)

MAY 21, 2020 17 | P A G E

Priorities for Agenda

The Implementation Group would focus its discussions on community safety concerns/priorities as identified by stakeholders, including:

a. identifying community-driven solutions to address security concerns at the Whitehorse Emergency Shelter and the immediate area;

b. recruiting community support to address safety concerns regarding the effects of the Whitehorse Emergency Shelter on nearby businesses;

c. response to vulnerable persons including those with mental health and addictions who utilize the Whitehorse Emergency Shelter services and support;

d. response to vulnerable persons including those who have experienced domestic violence and sexualized assault who utilize the Whitehorse Emergency Shelter services and support; and

e. improving community safety.

Membership

The Implementation Group will include community partners that have a stake in safe shelter operations or a service mandate that supports public safety including and not limited to the stakeholders below. As this is an ongoing community process, Core Group members may be added throughout the process.

This committee will be led by the Whitehorse Emergency Shelter. Implementation Group members include: - City of Whitehorse - Department of Justice (Public Safety and Investigations) - Downtown Residents Association - Emergency Medical Services - Health & Social Service agencies (e.g. Social Services, Family and Children Services, Mental Health and

Alcohol and Drug Services), - Kwanlin Dün First Nation (Health and Social Services and Justice) - Ta’an Kwäch’än Council - Council of Yukon First Nations - Royal Canadian Mounted Police - Whitehorse Chamber of Commerce - Women’s Directorate or appropriate representative agency - Yukon Anti Poverty Coalition & Safe at Home

DRAFT AS OF MARCH 30, 2020 18 | P A G E

3-5 YRS

Appendix B | The Path

Now -WES Stigma and Myth-

Busting -Misunderstanding of

WES operations permeate all engagement discussions

- perceived lack of a continuum of care to support vulnerable

- facility is not designed as a low- barrier shelter

- guest needs for services go beyond what WES provides.

- WES decision-making is political

- lack of partnerships with community that could provide access to services for guests

- change of mandate from high to low-barrier shelter introduced many unanticipated problems

- WES harm reduction approach not clearly stated

- WES programming not helping all guests, residents and businesses in immediate area

- drop in/meals include those that do not need of Emergency Shelter Services

- no clear statement of who is a WES client?

The PATH was populated during the engagement and session facilitations. The “now” reflects the varied opinions of stakeholders, and helps to create a holistic portrait of the various perceptions they have regarding the Shelter (while being mindful that perceptions are not necessarily facts

Our Supports Government, Partnerships (YG, Kwanlin Dün First Nation; Ta’an Kwäch’än Council, City of Whitehorse - CSP Implementation Group - YG HSS - TG Justice -Guest Advisory Committee -KDFN - Safe At Home - RCMP - Downtown Residents Association (DRA) - Yukon Anti- Poverty Coalition (YAPC)

To Build Strength - residents and

businesses in area

- Lived Experience -City of

Whitehorse - KDFN (formalize

relationship) -Ta’an (formalize

relationship) -YAPC (formalize

relationship) -EMS -Women’s Shelter -Guest Advisory

Committee - EMS - Blood Ties Four

Directions (formalize relationship)

- YG Departments (formalize relationship)

- Fetal Alcohol Syndrome Society

- Yukon Status of Women Council

- Yukon Aboriginal Women’s Council

- Kaushee’s Place - Victoria Faulkner

Women’s Centre - Skookum Jim

Friendship Centre,

-Yukon Chamber of Commerce and Yukon First Nation Chamber of Commerce

First Steps 40 Days

A1 Assess the extent to which the Shelter design accommodates a low-barrier approach.

A2 ensure the Shelter has sufficient and appropriate guidelines and processes in place related to occupational health and safety

A3 strengthen the ability to determine who is in the Shelter and why

B1 implement the WES Community Safety Plan

B5 engagement of Shelter clients to provide a voice in operations and programming

C3 Explore how to effectively monitor and address ongoing health and safety concerns in and around the Shelter

Next 3

Months

B2 HSS state clearly their mission, scope, operational parameters and future plans

B3 ensure that WES has financial and operational capacity to support staff and client core programming

C1 build constructive relationships between WES clients and staff, neighbouring residents and businesses

Next 6 Months

B4 ensure that staff are trained to meet unique and diverse needs of clients

B6 report quality and timely information and statistics to support operational and strategic decision-making

C2 explore YG security services to include the Shelter

D1 formalize partnership with Yukon First Nations and NGOs to enhance client access to supports in and outside the Shelter

D2 develop mechanisms to ensure clients can access needed programs and supports

Goals

Goal 1: By ??? the CSP Implementation Group (CSPIG) will ensure the safety of (all) Shelter clients, drop-in guests and staff (through connections and relationship building on a culture of respect)

Goal 2: By ??? the CSPIG will enhance the Shelter’s strategic and operational governance

Goal 3: By ??? the CSPIG will create a safe and harmonious neighbourhood for Shelter clients, and neighbouring residents and businesses

Goal 4: By ??? the CSPIG will ensure that clients can access culturally-based programs, services and other supports that Identify and remove barriers to wellness, healing, education, employability, self-sufficiency, and cultural and community inclusion

Goal 5: By ??? the CSPIG will implement WES Community Safety Plan

Focus on ‘What is Right’

MAY 21, 2020 19 | P A G E

The Core Group requested that outreach be conducted with several groups in order to supplement the information being considered in the development of a community safety plan for the Whitehorse Emergency Shelter. The outreach included:

a. a focus group with shelter guests (7 guests attended, along with three staff). b.an online survey of residents residing within a two-block radius of WES; and c. interviews with 10 local businesses within a two-block radius of WES.

* items in bold represent areas of inter-group commonality

Key Themes: Issues Shelter Guests Business Community Local Residents

female safety concerns inside shelter (assaults, anger triggers PTSD, intoxication)

lack of programming/things to do - keeping busy minimizes trouble

safety outside of shelter (traffic, being evicted for behaviour and sleep outside)

we are trying, but we need help dealing with a lot of trauma and related-issues so be patient.

no separation of those who drink/drugs from those who require sober living - sets people up to fail

different approaches by staff (not all are adept at building relationships)

Shelter has become hang-out site for friends and family, which leads to fights

so many silos when accessing services in the community - very little interagency communication

female staff safety concerns (intoxicated loiters, abusive/aggressive language, crowds)

increased incidence of property/car damage, vandalism and theft

sexual activities fairly frequent

littering, bottles, needles, excrement

safety outside of the shelter (crowds, traffic disruptions, people passed out)

lack of access to programming and services that clients need to improve their lives

compassion for shelter residents and willingness to help - don’t want people to die outside in cold

unquantified reduction in business/revenues

lost staff time addressing medical emergencies

very loud and disruptive when crowds gather outside WES or in alleyways

general increase in outside drinking and drug use (openly-shared)

WES not designed (inside or outside) for a low barrier approach

dealers and others taking advantage of clients

allowing them to store and use drugs and alcohol is actually inhumane and not helping

can’t tell if the problems are with shelter users, with drug gangs or family/friends that gather at WES for social life - can’t turn into a big hangout place

safety outside of the shelter (crowds, commotion, traffic disruptions, people passed out)

excess littering, empty bottles, excrement

clients need programming to keep busy instead of just hanging out

much trespassing on private property, including property damage

sexual activities fairly frequent

Appendix C | Key Themes Identified Through Outreach Efforts

MAY 21, 2020 20 | P A G E

Key Themes: Assets and Solutions Shelter Guests Business Community Local Residents

some form of safety/security foot patrols

have an RCMP presence on site

create a safe, monitored outdoor space for guests to gather

neighbourhood BBQ to bring everyone together (key message: we are all people)

more programming/activities, particularly on the land and/or for males

need a drug/alcohol counsellor on site

need a counsellor to train guests and staff to deal with anger, conflict

need rules/code of conduct (that we sign) to hold people accountable for behaviour

need information on WES’ vision and mission so we know what YG is trying to accomplish for us

need more half-way houses to people can transition out of WES and access education, training and jobs

create an Elder/peer program to mentor younger clients

play music throughout the WES and outside (calming and effective (i.e., Tim Hortons)

have a Shelter ‘clean up crew’ that does periodic sweeps of the neighbourhood or if notified of an issue.


explore other sites to have the WES



reconsider ‘low barrier’ approach with a managed barrier approach

show respect and build relationships with the guests

taken own measures (fencing, removing seating, placing notices)

implement the Good Neighbour Agreement that businesses signed in 2019

willing to contribute monthly to hire a security guard for the area

establish a reporting protocol (hotline, when to call RCMP vs. shelter).




explore other sites to have the WES

reconsider ‘low barrier’ approach with a managed barrier approach

put out more trash cans and bottle recycling bins

DRAFT AS OF MAY 21, 2020 21 | P A G E

Appendix D | DRAFT Action Plans (to be revised, as appropriate, by the Implementation Group)

Priority A | Ensuring the safety of Shelter clients, drop-in guests and staff. Goal A1 | Assess the extent to which the Shelter's design accommodates a low-barrier approach.

Key Actions

Responsibility Timeline

Resources Partnerships

Links to other Goals

Outcome (Result) Lead Support Existing Needed

six months

Complete a "Crime Prevention Through Environmental Design" (CEPTED) assessment. Assessment to include costed-out design options to enhance security (for example, more lighting outside of the Shelter, panic buttons placed on each floor, outdoor washroom facilities and a monitored space outside the Shelter for clients to gather without unduly disturbing local residents and businesses. Tasks include: - present CEPTED to leadership and

Implementation Group, and plan implementation of assessment.

- Identify indicators and monitor-evaluate impact of CEPTED improvements.

- Access funding to implement changes and renovate.

H&SS/HPW Community Services; CSP

Implementation Group; YG

Facilities Group

September 2020

YWCHSB $2,000 HPW, YWCHSB safety, governance

WES' design supports a low-

barrier approach, where service providers have

space to provide service

a safe WES, informed by client

input

six months

Recognizing that women clients and staff may have additional safety requirements, explore the creation of ‘women-only’ areas in the Shelter. [Although not identified by the Core Group, work also needs to be done to meet the safety requirements of LGBTQ2 clients.]

H&SS /women’s shelters if

women are fleeing abuse

Community Services,

consultant; CSP Implementation

Group

December 2020

YWCHSB

$15,000 (consultant

report) – additional costs (signage, design changes, etc.) dependent on

recommendation

H&SS, YWCHSB

safety, governance

Safe spaces within facility for women,

and LGBTQ2 clients.


Goal A2 | Ensure that the Shelter has sufficient and appropriate guidelines and processes in place related to occupational health and safety.

Key Actions





First 40 days Partner with the Yukon Workers Compensation Health & Safety Board (Occupational Health & Safety) to assess safety gaps and to inform the development of a suite of safety policies.

H&SS YWCHSB; CSP Implementation

Group

Sept. 2020 YWCHSB $0 YWCHSB safety, governance

Shelter conforms to OH&S regulations

three months Develop and post behavioural expectations regarding the use of the facility.

H&SS YWCHSB; CSP Implementation

Group; HR consultant

Sept. 2020 H&SS $5,000 (HR consultant)

H&SS safety, governance, harmonious

neighbourhood

Uniform expectations of

behaviour

six months Develop and test a Shelter emergency response plan to ensure effective prevention and mitigation protocols - including infectious disease protocols - are in place to address potential crises.

EMS YWCHSB; consultant; CSP Implementation

Group; HSS

Sept. 2020 YWCHSB, EMS $15,000 (ERP consultant)

YWCHSB, EMS safety, governance

Shelter conforms to OH&S regulations

Goal A3 | Strengthen staff’s ability to determine who is in the Shelter at any given point in time, and why.

Key Actions



Links to other Goals Outcome (Result) Lead Support Existing Needed

First 40 days Develop or refine intake procedures.

H&SS CSP Implementation

Group

Sept. 2020 other NGOs with intake processes

$0 NGOs safety, governance

Data to confirm attendance, which assists operational

decisions and enhances safety

through monitoring.


Priority B | Enhancing the Shelter's strategic and operational governance.

Goal B1 | Ensure mechanisms are in place to guide and monitor the implementation of the Whitehorse Emergency Shelter Community Safety Plan.

Key Actions





First 40 days Identify, resource and support an Implementation Group to oversee the implementation of approved recommendations. Key tasks include:

Implementation Group formed and

supported

- the development of a terms of reference (identification of key roles and responsibilities, membership, meeting frequency, accountabilities, resourcing)


Group

May 2020 H&SS staff $0 Justice, NGOs safety, governance

terms of reference

- liaising with senior leadership (Yukon Government, Council of Yukon First Nations, KDFN and TKC, City of Whitehorse)


Group, KDFN, TKC, City

May 2020 H&SS staff $0 Justice, KDFN, CYFN, TKC, City

safety, governance

leadership buy-in

- development of communication protocols and strategies to communicate ongoing progress and to advise of issues for resolution.


Group

June 2020 H&SS staff $0; H&SS Communications

team

Justice safety, governance

communication protocols

- develop a supporting budget H&SS CSP Implementation

Group

June 2020 H&SS staff $0 NGOs, KDFN, TKC

safety, governance

funded group


Goal B2 | Work with Health & Social Services to clarify the Shelter’s mission, scope, operational parameters and future plans re: Shelter oversight and administration.

Key Actions




three months

Develop a position paper that clarifies the meaning and implications of ‘low barrier’ and ‘harm reduction’ within the context of the Shelter.

H&SS NGOs; CSP Implementation

Group

October 2020 staff time $0 (staff time) NGOs safety, governance, harmonious

neighbourhood

Official clarification of H&SS' intent re:

several key definitions

six months

Explore the development of MOUs between Health & Social Services and external service providers to clarify roles, responsibilities and expectations.

H&SS consultant; CSP Implementation

Group

December 2020

NGOs $10,000 (consultant)

NGOs safety, governance

MOU

Goal B3 | Ensure that the Shelter has the requisite financial and operational capacity to effectively operate the Shelter (including having sustainable staffing

levels), monitor and manage client and staff safety, and provide on-site core programming that meets the needs of clients.

Key Actions




three months

Conduct an organizational capacity and needs assessment to identify, given estimates of usage rate growth and demographics, the viability of external service providers providing services within the Shelter, and the optimal level and qualifications of staff.

H&SS consultant; CSP Implementation

Group

December 2020

HSS staff $15,000 (consultant)

NGOs, CYFN safety, governance

Optimal staff capacity

three months

Develop a volunteer program to ensure sufficient recreational and other programming is available to clients.


Group

September 2020

HSS staff $1,000 (materials)

NGOs, CYFN safety, governance

Volunteer program established


Goal B4 | Ensure staff are trained and supported to meet the unique and diverse needs of clients.

Key Actions





three months

Conduct a review of existing or required human resource policies, with particular focus on policies that foster staff retention, and policies that assist with training to meet the unique needs of clients. Review to explore the need for cultural and operational training, psychological support for staff and appropriate standards of service (for example, caseloads, staffing levels, and gender and Indigenous/non-Indigenous balance in staff representation).


Group

January 2021 H&SS $30,000 (consultant) unless work

done by H&SS Policy

Unit

NGOs safety, governance

HR Policies for Shelter

three months

In concert with B4.1, establish a set of guidelines that outline behavioural expectations for staff and clients.


Group

January 2021 H&SS $0 NGOs safety, governance, harmonious

neighbourhood

HR Policies for Shelter

Goal B5 | Develop and support the engagement of Shelter clients and those with lived experience to ensure clients have a voice in matters affecting Shelter

operations and programming.

Key Actions





First 40 days

Continue to support the Guest Advisory Committee (terms of reference, outreach strategy to other clients, etc.) and explore options for how to engage other groups of individuals with lived-experience.


Group

ongoing H&SS $0 KDFN Elders Council, TKC

Elders Council

safety, governance, harmonious

neighbourhood

formalization of process for

clients to provide ongoing input

Goal B6 | Ensure the availability of quality and timely information and statistics needed to support operational and strategic decision-making.

Key Actions





three months

Develop and enhance a data collection, management and use strategy to provide information needed for operational planning, identification of trends and needed supports, and to enhance accountability. Data needs include, client demographics, daily and monthly Shelter, program and food program usage rate, and a general assessment of client needs.

H&SS Bureau of Statistics; CSP

Implementation Group

June 2021 H&SS $10,000 (consultant);

$2,000 (database software license)

Bureau of Statistics

safety, governance

Operational and strategic

decisions based on objective data


Priority C | Creating a safe and harmonious neighbourhood for Shelter clients, and neighbouring residents and businesses.

Goal C1 | Explore ways to build constructive relationships between Shelter clients, neighbouring residents, and businesses.

Key Actions





First 40 days

Plan for and host an early summer community BBQ event.

H&SS Guest Advisory Group; CSP


June 2020 staff, kitchen, servers

$1,000 (food) Downtown Residents

Assoc.; Chambers of Commerce

safety, governance

Relationship Building BBQ.

First 40 days

Develop a communication and media strategy that informs and educates the local community about the Shelter’s mission and programs, and communicates statistics, and positive news stories and successes.

H&SS Communications

CSP Implementation

Group

June 2020 H&SS unit $0 NGOs, safety, governance

communication strategy

Develop a WES engagement project to get clients active in the community (i.e., a service-learning project).

H&SS Communications

CSP Implementation

Group

June 2020 H&SS unit tbd NGOs, safety, governance

Client project for community

Goal C2 | Explore the feasibility of expanding Yukon Government security services re: other Yukon Government buildings to include the exterior of the Shelter as a means to reducing behaviours determined to be impacting the quality of life of local residents and businesses.

Key Actions


Resources Partnerships Links to other

Goals Outcome (Result)

Lead Support Existing Needed

three months

Analyze the potential to expand Yukon Government security services to include the Shelter, and review with appropriate departments.

H&SS - Social Supports

YG Security; CSP


September 2020

HSS staff; YG Security to

conduct study

$10,000 (consultant)

Community Services, Justice

safety, governance

Potential agreement to use this established

resource


Goal C3 | Explore how to effectively monitor and address ongoing health and safety concerns around the Shelter's perimeter.

Key Actions





First 40 days Create and monitor a 24-hour hot-line which enables local residents and businesses to report non-criminal incidents and behaviour affecting local businesses and residents.

H&SS NWTel; CSP Implementation

Group

June 2020 $2,000 (NWTel)

NWTel safety, governance

Hotline

three months Explore the feasibility of implementing a community safety officer approach similar to the one implemented by KDFN.

H&SS/JUS KDFN; CSP Implementation

Group

September 2020

KDFN experience

$5,000 (consultant)

KDFN safety, governance

Dedicated Community Safety

Officers

six months Explore the feasibility of supporting a neighbourhood watch program approach in the area of the Shelter. Watch program would be supervised by a safety officer, and would include training several Shelter users with lived experience in order to develop positive relationships with Shelter clients, and neighbouring businesses and residents.

H&SS/JUS Chambers of Commerce; Downtown Residents

Association; CSP


November 2020

Downtown Residents

Association

$10,000 (consultant to do research,

draft program and policies);

staff training dollars tbd

unless training can be done by

YG

Chambers of Commerce,

Downtown Residents

Association

safety, governance

Neighbourhood Watch Program


Priority D | Ensuring that clients can access culturally-based programs, services and other supports that identify and remove barriers to wellness, healing, education, employability, self-sufficiency, and cultural and community inclusion.

Goal D1 | Continue to develop partnerships with Yukon First Nations and NGOs with a social services-related mandate to enhance the ability of clients can access supports, both within and outside the Shelter.

Key Actions





three months

Work with KDFN and the Ta’an Kwäch’än Council to support Indigenous clients to access cultural, recreational and on-the-land activities that promote healing, wellness and the opportunity to engage in healthy activities.

KDFN TKC

KDFN, TKC, NGOs, H&SS; CSP


June 2020 KDFN/TKC programs

$0 (MOU development done

in-house)

KDFN, TKC, NGO

governance, harmonious

neighbourhood

MOU to enable clients accessing

cultural, recreational and

on-the-land activities

three months

Harmonizing the Shelter’s efforts with other existing plans and strategies (such as Safe at Home) that have been developed in response to the needs of vulnerable people at risk.


Group

September 2020

H&SS $10,000 (consultant to do

research)

Safe at Home, Voices, YAPC

governance Harmonization of efforts toward a

common (but non-homogenized)

client group

six months

Develop MOU with partners that expedite intake procedures, clarify understanding of what clients’ need (particularly in terms of gaps) and develop a fluid client referral process.

H&SS CSP Implementation Group

November 2020

H&SS $0 Safe at Home, Voices, YAPC, other NGOs

governance MOU

Develop partnership with KDFN and TKC to explore the development of a cultural activities' strategy for Shelter guests..

HSS KDFN; CSP Implementation

Group

November 2020

H&SS $0 KDFN, TKC governance Cultural Activities Strategy

Explore feasibility of having an Elder-in-Residence program.

HSS KDFN, TKC, NGOs, CSP Implementation

Group

November 2020

H&SS tbd KDFN, TKC governance Clients supported by Elder

Goal D2 | Develop mechanisms to ensure clients can access needed programs and supports

Key Actions





six months

Develop client-directed case management plans for clients.

H&SS NGOs; CSP Implementation Group

December 2020

H&SS; KDFN $15,000 (consultant to develop policies)

KDFN governance Pathway Plans

PS-SP-#3547590-5-Community Safety Plan - Whitehorse Emergency Shelter - March 31 2020 - Word - Final Report_PS-SP-#3577203-1-Whitehorse Emergency Shelter - 2020-2021 - detailed action plan - DRAFT - Appendix D

Documents

Community Safety Plan Re: the Whitehorse Emergency Shelter … · THE WHITEHORSE EMERGENCY SHELTER COMMUNITY SAFETY PLANNING PROCESS: AN OVERVIEW In early 2020, Yukon Justice entered