Hastings Housing€¦ · Web viewMarch 31, 2009) 2.1 Housing Retention 2.1.1 Number of individuals who have retained their housing for a 3-month follow-up period after receiving

Community Plan 2007-2009

Homelessness Partnering Strategy

Framework

Community: Belleville

Region: Ontario

DRAFT

Date sent to Service Canada: Draft October 5, 2007

Ruth Hatton

Carmela RubertoMichele LeeringBob Cottrell

REVISEDOctober 4, 2007

Table of Contents

COMPONENT ONE: COMMUNITY PROFILE................................................................2Element 1 – POPULATION, HOUSING AND INCOME DYNAMICS..........................................................2Element 2 – TRENDS IN HOMELESSNESS AND THE RISK OF HOMELESSNESS...............................4Element 3 – COMMUNITY ASSETS ANALYSIS.......................................................................................4

COMPONENT TWO: ISSUES AND PRIORITIES...........................................................5Element 4 – ISSUE IDENTIFICATION.......................................................................................................5Element 5 – COMMUNITY PLAN PRIORITIES..........................................................................................7

COMPONENT THREE: COMMUNITY PLAN OUTCOMES..........................................10Element 6 – OUTCOMES RELATED TO COMMUNITY PRIORITIES.....................................................10Element 7 – HPS GENERIC OUTCOMES...............................................................................................14

COMPONENT FOUR: IMPLEMENTATION STRATEGIES..........................................16Element 8– IMPLEMENTATION STRATEGIES FOR THE COMMUNITY PRIORITIES..........................16

COMPONENT FIVE: DEVELOPING AND COMMUNICATING THE COMMUNITY PLAN............................................................20

Element 9 – COMMUNITY PLAN DEVELOPMENT AND APPROVAL PROCESS.................................20Element 10 – COMMUNICATING THE COMMUNITY PLAN...................................................................21

COMPONENT SIX: SUSTAINABLE DEVELOPMENT.................................................21Element 11 – FINANCIAL AND NON-FINANCIAL RESOURCES...........................................................21Element 12 – HUMAN RESOURCES.......................................................................................................23Element 13 – ENVIRONMENTAL INITIATIVES.......................................................................................23

The Last Word................................................................................................................24

Who should complete this Framework?As is the case with all community planning efforts, the Community Plan cannot be completed by a single individual in isolation. It is the expectation of the Homelessness Partnering Secretariat (HP Secretariat) that completion of this Plan will be led by the Community Advisory Board (CAB), Community Entity (CE), Community Coordinator and/or relevant subcommittees in each of the designated communities through consultation with each community's homelessness stakeholders (as identified by each community).

We recognize that some communities may have set aside funds to hire a consultant to complete some or all of the information compilation and interviews with stakeholders. This is not an issue as long as the CAB/CE, Coordinator and/or relevant subcommittees continue to play an active role in the process.

Use of the word “Community” in the FrameworkAs there are two very different delivery models for the HPS, and nuances in delivery within each designated community, we have chosen to use the word "community" throughout this Framework to cover all possible homelessness strategy structures. For the purposes of the Framework, whenever "community" is used, it refers to the homelessness strategy structure in place in your community and, more specifically, the group of individuals or stakeholders, committee or series of committees in your community with lead responsibility for community planning, implementation and decision-making relative to your homelessness strategy.

i

Component Six: Sustainable Development

Component One: Community ProfileElement 1 – POPULATION, HOUSING AND INCOME DYNAMICS1.1 – Demographic and Socio-Economic TrendsPlease reflect on the demographic and socio-economic trends in your community over the past few years and briefly describe the population, housing and income dynamics that affect your community. Please refer to the “A” Series Tables you have completed in the Data Tools, as well as the information you provided in the Community Plan Assessment (CPA).

Population:

The tables and CPA information indicate: Increase in population at 6.1% compared to forecasted increases of 1.2%. This

increase is weighted in the 45-64 age category and is intraprovincial

An increase in seniors. Belleville, as a city in the Southeast LHIN (Local Health Integration Network) has the highest percentage (18.4% in 2006) of the population who are aged 65 and older, in the province

Income and Housing dynamics:

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 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

Recent closure notice of General Mills in neighbouring Trenton for a loss of 400+ jobs and downsizing of GM Oshawa of 1 200 employees will impact Belleville as many local citizens commute to these work sites

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

Belleville currently has 1 283 dedicated affordable housing units (Sept. 2007) and there were 575 individuals and families on the community’s waiting list for affordable units (2006)

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

Provincial election in full swing. The Liberals currently hold the riding, which recently has had its boundaries redefined.

1.2 – Upcoming Demographic and Socio-Economic TrendsPlease describe how your community expects these dynamics to change over the next 2 years. Are there trends that you foresee will continue or change?

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.

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.

2


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 1 remaining walk-in-clinics (one closed in July 07 due to lack of staffing). There is funding allocated for a Community Health Centre and it is expected to be operational in 2009. In addition there should be 5 new family physicians in Belleville by December 2008. Both factors should alleviate the health needs crisis.

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.

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 (2006) to 13.75% in Belleville from 12.2% in 2003. Stats Can

There has been a decrease in the unemployment rate from 7.6 % in 2001 to 6% in 2006

There is a robust and revitalized effort by the Economic Development Department of the City with support from Council and the Chamber of Commerce; and the growth of the ‘buy locally owned” businesses whose efforts has culminated in the location of two new manufacturing plants in Belleville bringing over 1 000 jobs to the city. This should level out any tax loss from the aging population effect on the tax base

The Department of National Defence has announced an increase in capability thus an increase in personnel requirements. It is anticipated that 900 personnel plus families will be coming to the neighbouring Canadian Forces Base in Trenton. There is concern that this will impact on existing housing stock by putting an added strain on affordable housing options. The supply/demand balance will be disturbed.

The construction sector will see immediate benefits from this rapid growth at the Canadian Forces Base

1.3 – Policy and Structural TrendsPlease describe any recent changes in the policy and regulatory environment you work within. This includes government structures at the local or provincial/territorial level, and changes to legislation or regulations that may affect homelessness and housing. Do you anticipate additional changes in this environment that could affect your community’s activities regarding homelessness in the next two years?

The city as part of a Hastings County strategy is being encouraged to enact a Vital Services By Law and it is anticipated that it will become effective in the next two years

The city has given seniors who own their own homes a $200 tax brake on their property taxes

There are no other changes in the community or government structures that have

affected the implementation of the community plans

Element 2 – TRENDS IN HOMELESSNESS AND THE RISK OF HOMELESSNESS 2.1 – Homelessness TrendsReferring to your completed “B” Series tables, please profile, identify and explain the trends in each of your community’s homeless and at-risk populations, as well as any trends you foresee for

3


the next two years. In completing your analysis, please consider the current profile of each population or sub-population (Table B.2) as well as the socio-economic factors in the “A” Series tables. The HP Secretariat recognizes that many communities may not have data (numbers or estimates) for each of these populations or they may not collect data on the population groupings as listed here. If this is the case for your community, please consult the Guide on how to complete this element.

a. Population at risk of homelessness

Belleville has used the LICO statistics that anticipate that there are a potential for 9 065 persons at risk of homelessness compared to 8 348 in 2006. 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. The growth rate in seniors who become at risk of homelessness should be watched closely as the population in this age bracket on fixed incomes will rise. b. Hidden homeless population

In the CPA, local research indicated that there were on average 590 individuals and 18 families who would be described as hidden homeless in 2006. The projected estimates are that there will be 1 033 individuals including multiple member families in 2007. 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. Living on the street population (also make specific reference to the sub-population chronically living on the street in your community)

The number estimated as living on the street as 26 with the sub population chronically living on the street at 23 this is a 17.4% increase from the 2006 estimates determined from the input from service providers as well as the unemployment rate, food bank usage, housing stock availability, LICO and population growth.

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

The current data for 2007 reflects an increase from the estimates of 2006. Projected estimates put the short term or crisis sheltered at 1 145 or 39% of the total homeless population. Those who are episodically sheltered are 700 at 24% of the homeless population estimates.

e. Supportive housed population

The supportive housed are at an estimate of 1 500 individuals and include those served by youth services, and non-profit housing. These numbers do not include group home or supportive living offered under the provincial Ministry of Community and Social Services and the Ministry of Health and Long Term Care.

Element 3 – COMMUNITY ASSETS ANALYSIS3.1 – AssetsReferring to Tables C.1 and C.2, please comment on the nature and availability of your community assets or resources for the next two years (2007-2009) e.g. Do you expect the assets in your community to be maintained at the same level, or do you expect some assets to grow or be reduced?

It is expected that the transitional housing stock and stable and supportive housing along with the supporting staff will maintain or increase subject to funding being available. In July 2007, the All-together Affordable Housing Corporation was created to provide and operate non-profit residential accommodation and incidental facilities exclusively for persons of low-income, senior citizens primarily of low or modest income, or disabled persons primarily of low or modest income. No new housing units will be created unless they receive funding.

The Gleaners Food bank has recently purchased a warehouse to meet the growing demand for food security.

The County of Hastings is strongly advocating with the Ministry of Health and Long Term Care for an increase in long-term beds and supportive housing to accommodate those who are languishing in hospitals as they are not able to return home and can be viewed as homeless. This planning will impact on the city of Belleville.

4


An organization in Hastings County is proposing a “new build”, located in Belleville and possibly other areas in Hastings County. That would provide 11 housing first units, a one-bedroom unit that would serve as a crisis bed placement, a seven bedroom congregate living area, common recreation area and cooking facilities to encourage community activities. There will also be office space. The seven-bedroom congregate living area would target people who are transitioning back to their home community in Hastings-Prince Edward from longer stays at Providence Care-Mental Health Services or the Brockville Mental Health Centre site of the Royal Ottawa Mental Health Centre. This transitional housing arrangement would provide 24/7 staffing combined with mobile, high intensity clinical services, in order to work actively with people as they reconnect to their communities; attain their self identified goals and; eventually move to more independent living options. Although they are applying for funding they are in competition for Ministry of Health and Long Term Care funds with other projects in the region.

Component Two: Issues and Priorities

Element 4 – ISSUE IDENTIFICATION4.1 – Issues and related homeless and at-risk populationsBased on the Moving Forward section of your CPA, your updated Community Profile, as well as consultation with a broad range of community stakeholders, please list below the main issues which must be addressed in your community in order to prevent and reduce homelessness. Issue # 1a. Please briefly describe the issue:

Over the last several years in our community, transitional housing services available for homeless individuals and families have reported a significant and steadily increasing inability to respond to immediate needs, as their spaces are always occupied. The effect is that people have been turned away or placed on wait lists. Our trends continue to confirm that these numbers are increasing. There has not been sufficient support dollars in the past to maintain levels of staff in transitional housing.

b. Affected Homeless and at-risk populationFor this issue, please select the most affected at-risk or homeless population. You may select more than one.

[√ ] At-risk of homelessness[ √ ] Hidden homeless [ √ ] Living on the street[ ] Chronically living on the street (subpopulation)[ ] Short-term or crisis sheltered[ ] Episodically sheltered (subpopulation)[ ] Supportive housed[ ] Not Applicable (The issue does not involve direct service provision to homeless and at-risk individuals.)c. Population characteristics

Please briefly outline the key characteristics of the at-risk or homeless population(s) who are most affected by the issue (as in Table B.2 in the Data Tools). Again, if the issue does not involve direct service provision to homeless and at-risk individuals, write “N/A”.

The key characteristics of the noted population subsets noted in b. are: Many are people who are working poor unable to feed, clothe, pay rent/utilities etc.

themselves and their families adequately. They find themselves in substandard housing, staying with friends and family, some are living in vehicles

There are people who have no or bad credit histories and may have high debt which adds to the strain on their limited dollars

Some are youth and adults with substance abuse issues Some have mental health issues This is a relatively small community where landlords quickly know who are ‘problem

tenants’. Those individuals who have a ‘reputation’ find it impossible to obtain sustained suitable accommodations.

5


Issue # 2a. Please briefly describe the issue:

There is insufficient supportive housing stock for individuals in Belleville. As indicated in the employment trend forecasts, many find themselves in low paying entry level or part time employment. 50 to 80% of wages go toward rent.The low cost housing system has centralized wait lists for all the units. In particular, one-bedroom single non-senior units have a wait list of from 6 to 7 years. b. Affected Homeless and at-risk population

For this issue, please select the most affected at-risk or homeless population. You may select more than one.

[√ ] At-risk of homelessness[√ ] Hidden homeless [ ] Living on the street[ ] Chronically living on the street (subpopulation)[ ] Short-term or crisis sheltered[ ] Episodically sheltered (subpopulation)[√ ] Supportive housed[ ] Not Applicable (The issue does not involve direct service provision to homeless and at-risk individuals.)c. Population characteristics


The key population characteristics are Those employed persons but in part time or low paying jobs Persons with mental health and addiction issues Singles who are non-seniors Single parent households

Issue # 3a. Please briefly describe the issue:

This community has been able to increase the network of agencies, union representation, citizen advocates, and church groups involved in the homelessness issue to a substantial number. There are currently 121 members on the Affordable Housing Action Network. At the next step, there is a need to target the developing partnerships. These partnerships include the local municipality, citizens who are in need of housing, general citizens, and private sector. This focus is to increase the breadth and depth of the community involvement/experience with the issue of homelessness. To be able to engage in this partnership development the Affordable Housing Action Network (AHAN) requires staff support for community development. b. Affected Homeless and at-risk population

For this issue, please select the most affected at-risk or homeless population. You may select more than one.

[ ] At-risk of homelessness[ ] Hidden homeless [ ] Living on the street[ ] Chronically living on the street (subpopulation)[ ] Short-term or crisis sheltered[ ] Episodically sheltered (subpopulation)[ ] Supportive housed

6


Issue # 3[ x ] Not Applicable (The issue does not involve direct service provision to homeless and at-risk individuals.)c. Population characteristics


N/A

Element 5 – COMMUNITY PLAN PRIORITIES5.1 – Community Plan priorities 2007 to 2009From the issues outlined in Element 4, please identify those your community will focus on as priorities for the next two years (2007-2009). Community Plan Priority # 1a. Statement of the priority

Please copy the issue statement from Element 4.

Over the last several years in our community, the transitional housing services available for homeless individuals and families have reported a significant and steadily increasing inability to respond to immediate needs, as their spaces are always occupied. The effect is that people have been turned away or placed on wait lists. Our trends continue to confirm that these numbers are increasing. There has not been sufficient support dollars (money for staffing) in the past to maintain levels of staff in the transitional homes.

b. Focus on the at-risk or homeless populationOf the populations identified in b. and c. in Element 4, will your priority focus on all of them?

[ X ] Yes

] No – Please describe the groups that your priority will address.

c. RationalePlease provide the rationale for identifying this issue as a priority for 2007-2009. In the rationale, please refer to the “Moving Forward” section of your CPA, your updated Community Profile and the HPS objectives.1. The specific conditions, which led to the identification of this issue as a priority for

action, are noted in the following: The number of individuals and families in our community who are living below the

low income cut off is on the rise The number of individuals and families on wait lists for affordable housing is also on

the rise Shelter and Transitional Services report a high number of people on wait lists and an

increasing number being turned away from service as the are filled to capacity and cannot accommodate all requests

Input from stakeholders of the community identify a need for additional housing for the working poor, persons with addictions issues and persons with mental health issues

Stakeholders also confirm that there is inadequate staffing and volunteers for existing housing options.

2. By addressing this issue there will be improvement in the overall well being of our community insofar as that there will be an appropriate and speedy response to those seeking assistance. Individuals and families can transition more quickly into stable housing. As noted in the CPA, those going through the transitional housing system become a top priority in the Housing Branch for subsidized housing.

3. In keeping with the objectives of the HPS to reduce homelessness and the identification of this issue in the Moving Forward section of our CPA we have decided to prioritize the reduction of wait times and turn aways from our transitional housing and increase the staffing to a more appropriate level.

4. We are unable to calculate the exact number of turn aways because we do not have baseline data.

7


Community Plan Priority # 1

Objective #1: To help families, seniors, and individuals, once they have entered the shelter system to find supportive housing solutions by moving into adequate housing that is appropriate to their needs and to maintain that housing with the necessary supports available to them.

How will your community priority be funded for the next two years?

[ x ] HPS funding (may also include other, leveraged funding sources)

[ ] No HPS funding

e. Activity areaPlease select the activity area to which the priority relates by marking an “X” in the appropriate area. Please note that your priority may apply to more than one area:[x ] Continuum of Housing and Supports

[ ] Knowledge and Communication (including Data Collection)

[ ] Community Development

Community Plan Priority # 2a. Statement of the priority


There is insufficient supportive housing stock. As indicated in the employment trend forecasts, many find themselves in low paying entry level or part time employment. 50 to 80% of wages go toward rent.The low cost housing system has centralized wait lists for all the units. In particular, one-bedroom single non-senior units have a wait list of from 6 to 7 years.


[ x ] Yes

[ ] No - Please describe the groups which your priority will address.

c. RationalePlease provide the rationale for identifying this issue as a priority for 2007-2009. In the rationale, please refer to the “Moving Forward” section of your CPA, your updated Community Profile and the HPS objectives.

1.The specific conditions, which led to the identification of this issue as a priority for action, are: The average length of stay at transitional housing has increased, thus bottle-necking

this system. There is recognition of special supports for those with mental health needs as

described by emergency and transitional housing workers. As identified by shelter and transitional housing workers, single non seniors and

Single parent families are in need of stable housing with supports As noted in the Moving Forward section of the CPA there is an ever-growing wait list

for subsidized housing

2. In keeping with the ‘housing first’ approach of the HPS, developing appropriate supportive housing solutions will assist those in the sub population of having mental health issues, and those who are single parents with their families, we will reduce the pressure being placed on the shelter and transitional systems and will promote greater housing stability among Belleville’s more vulnerable citizens.

Objective #1: To support community agencies willing to build, renovate and/or purchase supportive housing stock


8


Community Plan Priority # 2[ x ] HPS funding (may also include other, leveraged funding sources)

[ ] No HPS funding

[ x] Other

e. Activity areaPlease select the activity area to which the priority relates by marking an “X” in the appropriate area. Please note that your priority may apply to more than one area:[ x ] Continuum of Housing and Supports

[ ] Knowledge and Communication (including Data Collection)

[ ] Community Development

Community Plan Priority # 3a. Statement of the priority


This community has been able to increase the network of agencies, union representation, citizen advocates, and church groups involved in the homelessness issue to a substantial number. There are currently 121 members on the Affordable Housing Action Network. At the next step, there is a need to target the developing partnerships. These partnerships include the local municipality, citizens who are in need of housing, general citizens, and private sector. This focus is to increase the breadth and depth of the community involvement/experience with the issue of homelessness. To be able to engage in this partnership development the Affordable Housing Action Network (AHAN) requires staff support for community development.


[ ] Yes

[ x ] No – Please describe the groups which your priority will address.

c. RationalePlease provide the rationale for identifying this issue as a priority for 2007-2009. In the rationale, please refer to the “Moving Forward” section of your CPA, your updated Community Profile and the HPS objectives.

Through the CPA including the Moving Forward section it was noted that Belleville including city council and private sector businesses are not as involved in our community as much as is required to build stable, strong safeguards for homeless individuals and those at risk of homelessness. Partnerships need to be forged. As a priority for action we propose to develop these partnerships.In keeping with the HPS, our focus on a coordinated effort to enhance our partnerships will be used to increase awareness of issues related to homelessness in our community and the concomitant solutions.

Objective #1: To support community agencies willing to build, renovate and/or purchase supportive housing stock


[ x ] HPS funding (may also include other, leveraged funding sources)

[ ] No HPS funding

[ x] Other

e. Activity areaPlease select the activity area to which the priority relates by marking an “X” in the appropriate area. Please note that your priority may apply to more than one area:[ ] Continuum of Housing and Supports

9


Community Plan Priority # 3[ ] Knowledge and Communication (including Data Collection)

[x ] Community Development

Component Three: Community Plan OutcomesElement 6 – OUTCOMES RELATED TO COMMUNITY PRIORITIES6.1 – Continuum of Housing and Supports: Priorities and Related ObjectivesFor each of the issues identified as community priorities under the Continuum of Housing and Supports, please identify the objective(s) and the related outcomes your community plans to achieve by 2009.In this section:6.1.1 is required for priorities your community will fund under the HPS

CONTINUUM OF HOUSING AND SUPPORTS6.1.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 1a. Please state the exact wording of the issue identified as a community priority:

Over the last several years in our community, the transitional housing services available for homeless individuals and families have reported a significant and steadily increasing inability to respond to immediate needs, as their spaces are always occupied. The effect is that people have been turned away or placed on wait lists. Our trends continue to confirm that these numbers are increasing. There has not been sufficient support dollars in the past to maintain levels of staff.

b. Statement of ObjectivePlease state the objective your community plans to achieve by 2009:

Objective: to create transitional housing units for families, seniors, and individuals.

c. Measurement Strategy

c.1 Indicator(s)Please identify the specific measure of the progress your community plans to make toward meeting your objective. Please use the indicators from Annexes C and D in the Reference Guide as well as any additional indicators, which your community has identified.

1. Number of new transitional beds and units created

c.2 Data SourcesPlease indicate the sources of information that will be used to measure the selected indicator(s). Please refer to Annexes C and D for suggestions for data sources.

Stakeholders receiving HPS funding will provide data using the Project Results Reporting Forms and related data Collection Tools.

c.3 Current Situation or Baseline (OPTIONAL)Please indicate:

a) the current situation or baseline against which you will measure your progress; and b) the strategy used to determine your baseline if you do not have a current level:

a) 5% of victims of domestic violence stay the maximum 3 months; while the average stay is reported at 22.5 days and of those staying in other transitional housing 45% stay the maximum of 3 months or 90 days. The average stay for youth using transitional housing is 60 days or two months.

The Hastings County, Ontario Works Emergency worker reports that a forecast of 1 071

10


CONTINUUM OF HOUSING AND SUPPORTS6.1.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 1people in 2007 will go through the emergency shelter system offered by the agency and will eventually require transitional and/or supportive housing.

From April 1 to March 31 06/07 there were 563 adults, youth and families who have been turned away from Canadian Mental Health Association services due to lack of space. In the first 5 months of 07/08 there have been 286 adults, youth and families of which 55 were families and 81 were children turned away.

Three Oaks Foundation reports that from April 1 to March 31 06/07 there were 76 women and children turned away because of lack of space. Of these 76, 31 were women and 45 were children.

b) We will be using two comparison periods: November 2007-February 2008 and November 2008-February 2009 to collect actual numbers.

c.4 Target(s)Please indicate the specific results you hope to achieve in relation to this objective.

6 new transitional housing beds and 5 transitional housing units createdd. Generic Outcomes

Please select the generic outcome which is related to this objective:[ x ] Reduction of homelessness and transitions to

housing stability[ ] Prevention of homelessness

[ ] Social integration

[ ] Improvement in service quality or service capacity

CONTINUUM OF HOUSING AND SUPPORTS6.1.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 2a. Please state the exact wording of the issue identified as a community priority:

There is insufficient housing with supports built around it. As indicated in the employment trend forecasts, many find themselves in low paying entry level or part time employment. 50 to 80% of wages go toward rent.The low cost housing system has centralized wait lists for all the units. In particular, one-bedroom single non-senior units have a wait list of from 6 to 7 years.


Objective: to provide seed funding and financial support to non profit and community organizations working collaboratively to create supportive housing.


c.1 Indicator(s)Please identify the specific measure of the progress your community plans to make toward meeting your objective. Please use the indicators from Annexes C and D in the Reference Guide as well as any additional indicators that your community has identified.

1. Number of new supportive housing units created

c.2 Data SourcesPlease indicate the sources of information that will be used to measure the selected indicator(s). Please refer to Annexes C and D for suggestions for data sources.


c.3 Current Situation or Baseline (OPTIONAL)Please indicate:

11


CONTINUUM OF HOUSING AND SUPPORTS6.1.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 2

a) the current situation or baseline against which you will measure your progress; and b) the strategy used to determine your baseline if you do not have a current level:

Currently there are 1 283 affordable housing units (without supports) accommodating 372 families, 40 singles and 407 seniors in Belleville.

c.4 Target(s)Please indicate the specific results you hope to achieve in relation to this objective.

Supportive housing: 4 beds and 4 units added by 2010

d. Generic OutcomesPlease select the generic outcome which is related to this objective:

[x ] Reduction of homelessness and transitions to housing stability

[ ] Prevention of homelessness

[ ] Social integration

[ ] Improvement in service quality or service capacity

6.2 – Knowledge and Communication: Priorities and Related ObjectivesFor each of the issues identified as community priorities under Knowledge and Communication, please identify the objective(s) and the related outcomes your community plans to achieve by 2009.To support your work, you may use Worksheet – E in the Data Tools.In this section:6.2.1 is required for priorities your community will fund under the HPS

KNOWLEDGE AND COMMUNICATION6.2.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 1a. Please include below the exact wording of the issue identified as a community priority:

N/A *AHAN work continues in this area but it is not funded under HPS


N/A


c.1 Indicator(s)Please identify the specific measure of the progress your community plans to make toward meeting your objective. Please use the indicators from Annex D in the Reference Guide as well as any additional indicators which your community has identified.

N/A

c.2 Data SourcesPlease indicate the sources of information that will be used to measure the selected indicator(s). Please refer to Annex D for suggestions for data sources.

N/A

c.3 Target(s) if applicablePlease indicate the specific results you hope to achieve in relation to this objective.

N/A

12


6.3 – Community Development: Priorities and Related ObjectivesFor each of the issues identified as community priorities under Community Development, please identify the objective(s) and the related outcomes your community plans to achieve by 2009.To support your work, you may use Worksheet – E in the Data Tools.

COMMUNITY DEVELOPMENT6.3.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 3a. Please state the exact wording of the issue identified as a community priority:

This community has been able to increase the network of agencies, union representation, citizen advocates, and church groups involved in the homelessness issue to a substantial number. There are currently 121 members on the Affordable Housing Action Network. At the next step, there is a need to target the developing partnerships. These partnerships include the local municipality, citizens who are in need of housing, general citizens, and private sector. This focus is to increase the breadth and depth of the community involvement/experience with the issue of homelessness. To be able to engage in this partnership development the Affordable Housing Action Network (AHAN) requires staff support for community development.


Objective: to strengthen the capacity of the Affordable Housing Action Network, AHAN to carry out activities to reduce homelessness by diversifying and broadening the membership and leadership of AHAN.


c.1 Indicator(s)Please identify the specific measure of the progress your community plans to make toward meeting your objective. Please use the indicators from Annex D in the Reference Guide as well as any additional indicators which your community has identified.

1. Increase in the number of people who participate in AHAN2. Increase in the diversity of membership in AHAN (an increase in the number of

“types” of organizations participating in AHAN)3. Development of a Funder’s Table through networking (the types of businesses

attracted and/or involved in the funders table)4. Increased amount of funding received from city and private sector sources.

c.2 Data SourcesPlease indicate the sources of information that will be used to measure the selected indicator(s). Please refer to Annex D for suggestions for data sources.


c.3 Target(s) if applicablePlease indicate the specific results you hope to achieve in relation to this objective.

1. 75 individuals participating in AHAN2. 30 different organizational AHAN memberships from city and private sector3. 1 Funder’s Table4. increased amount of funding received by AHAN from city and private sectors sources

between $0-$10,000.

Element 7 – HPS GENERIC OUTCOMESThere are four groups of HPS Generic Outcomes:

1) Reduction of homelessness and transition to housing stability2) Prevention of homelessness

13


3) Social integration4) Improvement in service quality or service capacity

Please complete the Baseline and Target columns of this table. The targets are for the community-level outcomes your community expects to achieve by 2009. Note that Baseline data is not required for all the outcomes.Because the baseline period does not start until Nov 2007, please leave 1.1-shelter use of the Framework blank (see pg 55-56 of Reference guide)HPS Generic Outcome #1: Reduction of homelessness and transitions to housing stability

Indicators First Measurement Period

(Nov 1, 2007 – Feb 29, 2008)

Second Measurement Period

(Nov 1, 2008 – Feb 28, 2009)

1.1 Shelter use1.1.1 Number of different people using

shelters - -1.1.2 Average length of stay in shelters - -1.1.3 Occupancy rate of shelter beds - -HPS Generic Outcome #1: Reduction of homelessness and transitions to housing stability

Indicators Current Situation or Baseline

(April 1, 2006 – March 31, 2007)

Target

(April 1, 2007 –March 31, 2009)

1.2 Changes in housing status1.2.1 Transitions in housing status:

Number of individuals who have moved from homelessness toward greater housing stability

25

1.2.2 Housing maintenance: Number of individuals (from 1.2.1) who have maintained their housing for a 3-month follow-up period after receiving housing placement services

20

The community is not in the position to collect these statistics. Two agencies who receive Consolidated Homelessness Prevention Funding through the Ministry of Community and Social Services are the only agencies required to comply with this stipulation. These funds are flowed to Hastings County and then to the agency. HPS Generic Outcome #2: Prevention of Homelessness


(April 1, 2006 – March 31, 2007)

Target

(April 1, 2007 –March 31, 2009)

2.1 Housing Retention2.1.1 Number of individuals who have

retained their housing for a 3-month follow-up period after receiving housing loss prevention services

N/A

2.2 Housing placement2.2.1 Transitions in housing status:

Number of individuals who have experienced transitions toward greater housing stability as a result of housing placement services prior to discharge into the community from a health facility, the criminal justice system, or the child welfare system.

N/A

2.2.2 Housing maintenance: Number of individuals (from 2.2.1) who have maintained their housing for a 3-month follow-up period after receiving housing placement services

N/A

14


HPS Generic Outcome #3: Social Integration


(April 1, 2006 – March 31, 2007)

Target

(April 1, 2007 –March 31, 2009)

3.1 Changes in income3.1.1 Number of individuals whose income

improved due to receiving relevant services

N/A*

3.2 Changes in employment status3.2.1 Number of individuals whose

employment status improved due to receiving relevant services

N/A

3.3 Participation in volunteer work3.3.1 Number of individuals going from

non-participation to participation in volunteer work due to receiving relevant services

N/A

3.4 Participation in education3.4.1 Number of individuals whose

educational attainment improved due to receiving relevant services

N/A

* Note: This area is something that the Community does not keep statistics on. Statistic collection is dependent on what funding is received from which Ministry. Therefore agencies only record what they are required to in order to keep and maintain funding. We do not expect agencies to maintain these records unless it is a requirement of their funder. HPS Generic Outcome #4: Improvement in service quality or service capacity

Indicators Current Situation or

Baseline(March 31, 2007)

Target

(April 1, 2007 –March 31, 2009)

4.1 Service Quality/Service Capacity

Number of beds/units


renovated or improved


added

Beds Units Beds Units Beds Units

4.1.1 Number of emergency shelter beds and mats 299 N/A N/A

4.1.2 Number of transitional housing beds and units 9 2 N/A N/A 6 5

4.1.3 Number of supportive housing beds and units 3.1 10 N/A N/A 4 4

It is difficult to identify what new units or beds will be developed under the HPS. Note that Belleville does not have a “homeless” shelter. The motel system is used if there is a homeless person. It is difficult to assess what our targets will be especially since the priorities do not focus on the emergency sheltering system. The focus has shifted to transitional and long term housing. There is a shelter for abused women in Belleville but no new beds are expected at this time. HPS Generic Outcome #4: Improvement in service quality or service capacity


(March 31, 2007)

Target

(April 1, 2007 –March 31, 2009)

4.1 Service Quality/Service Capacity

4.1.4 Number of services offered in the community

Number of Services added

15


*As of today, we know that there is a new non- profit in the development stages focussing on transitional housing with supports.

Component Four: Implementation Strategies

Element 8– IMPLEMENTATION STRATEGIES FOR THE COMMUNITY PRIORITIES8.1 – Continuum of Housing and Supports: Priorities and Related StrategiesFor each objective in the Continuum of Housing and Supports, please identify the strategies that your community will implement in the course of the next two years to achieve the planned outcomes.In this section:8.1.1 is required for priorities your community will fund under the HPSFor smaller communities only, please note that, if identifying the percentage of HPS funding to be directed to each objective would de facto direct project funding to a particular agency (as the only one with the capacity to do the work), it is not required that Table G.2 of the Data Tools and 8.1.1.d of the Framework be filled in, but the reason must be clearly explained.

CONTINUUM OF HOUSING AND SUPPORTS8.1.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 1a. Please state the exact wording of the community priority and related objective:Priority: Over the last several years in our community, the transitional housing with supports available for homeless individuals and families have reported a significant and steadily increasing inability to respond to immediate needs, as their spaces are always occupied. The effect is that people have been turned away or placed on wait lists. Our trends continue to confirm that these numbers are increasing. There has not been sufficient support dollars in the past to maintain levels of staff.

Objective: to create new transitional housing units for families, seniors, and individuals.

b. Please describe the programs, services or activities your community intends to develop or enhance to meet this objective and achieve the expected outcome.

to increase transitional housing units for families, seniors, and individuals

c. Please identify the sectors in your community that will potentially be involved in the implementation of this strategy, and the expected relationships among these sectors. To support your work, you may use Worksheet - F in the Data Tools.(Sector refers to: the various levels of government, Aboriginal communities or organizations, homelessness agencies, mainstream agencies, private sector, etc. For types of relationships, please refer to the definitions in Annex A).

Municipal Government and non-profit agencies especially agencies who are already working in the homeless field. Partnerships will arise from this such as connecting people in transitional housing to agencies that can assist in the stabilization of the client. For example, Gleaners Food Bank, Legal Services, Salvation Army, Hastings Housing Resource Centre, Canadian Mental Health Association (to name a few). A future goal would be to get the private sector involved. Expected relationships: Continued sharing of information, assistance in fundraising and establishing sustained staffing. d. Please indicate what proportion of your HPS funding will be allocated to the implementation

strategy under this objective. (This information will also be in Table G.2 in the Data Tools.)

Total HPS funding that your community will allocate to total projectso HPI Designated communities: $237,108

Amount and percentage of the HPS funding allocated to this objectiveo HPI Designated communities100%

e. Please identify any other sources of financial or in-kind support that will be invested for this objective:

16


CONTINUUM OF HOUSING AND SUPPORTS8.1.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 1No other financial support at this time.

CONTINUUM OF HOUSING AND SUPPORTS8.1.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 2a. Please state the exact wording of the community priority and related objective:Priority: There is insufficient supportive housing stock. As indicated in the employment trend forecasts, many find themselves in low paying entry level or part time employment. 50 to 80% of wages go toward rent.The low cost housing system has centralized wait lists for all the units. In particular, one-bedroom single non-senior units have a wait list of from 6 to 7 years.

Objective: to provide seed funding and financial support to non profit and community organizations working collaboratively to create supportive housing.


Increase the number of supportive housing units createdc. Please identify the sectors in your community that will potentially be involved in the

implementation of this strategy, and the expected relationships among these sectors. To support your work, you may use Worksheet - F in the Data Tools.(Sector refers to: the various levels of government, Aboriginal communities or organizations, homelessness agencies, mainstream agencies, private sector, etc. For types of relationships, please refer to the definitions in Annex A).

Potentially municipal, private, homeless agencies and mainstream agencies. Expected relationships: Knowledge and expertise sharing, cost sharing and fundraising partnerships.

d. Please indicate what proportion of your HPS funding will be allocated to the implementation strategy under this objective. (This information will also be in Table G.2 in the Data Tools.)


Amount and percentage of the HPS funding allocated to this objectiveo HPI Designated communities: $0


None expected at this time until further development stages.

8.2 – Knowledge and Communication: Priorities and Related StrategiesFor each objective under Knowledge and Communication, please identify the strategies that your community will implement in the course of the next two years to achieve the planned outcomes.In this section:8.2.1 is required for priorities your community will fund under the HPS8.2.2 is optional for priorities your community will not fund under the HPS, but wishes to include in the Plan.Only one Community Priority table has been added by default in this section. First, copy and paste as many tables as you have objectives (grouped according to priority) and then complete the tables.

17


KNOWLEDGE AND COMMUNICATION8.2.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 1a. Please state the exact wording of the community priority and related objective:

Priority: N/A Objective:


c. Please identify the sectors in your community that will be potentially involved in the implementation of this strategy and the expected relationships among these sectors. To support your work, you may use Worksheet – F in the Data Tools.(Sector refers to: the various levels of government, Aboriginal communities or organizations, homelessness agencies, mainstream agencies, private sector, etc. For types of relationships, please refer to the definitions in Annex A).

d. Please indicate what proportion of your HPS funding will be allocated to the implementation strategy under this objective (This information will also be in Table G.2 in the Data Tools.):

Total HPS funding that your community will allocate to total projectso HPI Designated communities: $

Amount and percentage of the HPS funding allocated to this objectiveo HPI Designated communities

$%


8.3 – Community Development: Priorities and Related StrategiesFor each objective under Community Development, please identify the strategies that your community will implement in the course of the next two years to achieve the planned outcomes.In this section:8.3.1 is required for priorities your community will fund under the HPS8.3.2 is optional for priorities your community will not fund under the HPS, but wishes to include in the Plan.Only one Community Priority table has been added by default in this section. First, copy and paste as many tables as you have objectives (grouped according to priority) and then complete the tables.

COMMUNITY DEVELOPMENT8.3.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 1a. Please state the exact wording of the community priority and related objective:Priority: This community has been able to increase the network of agencies, union representation, citizen advocates, and church groups involved in the homelessness issue to a substantial number. There are currently 121 members on the Affordable Housing Action Network. At the next step, there is a need to target the developing partnerships. These partnerships include the local municipality, citizens who are in need of housing, general citizens, and private sector. This focus is to increase the breadth and depth of the community involvement/experience with the issue of homelessness. To be able to engage

18


COMMUNITY DEVELOPMENT8.3.1 – Community Priorities f u n d e d u n d e r t h e H P SCommunity Priority # 1in this partnership development the Affordable Housing Action Network (AHAN) requires staff support for community development.

Objective: to strengthen the capacity of the Affordable Housing Action Network, AHAN to carry out activities to reduce homelessness by diversifying and broadening the membership and leadership of AHAN.


As a small community who has not advertised the RFP, no funding allocation can be attached at this time

c. Please identify the sectors in your community that will be potentially involved in the implementation of this strategy and the expected relationships among these sectors. To support your work, you may use Worksheet – F in the Data Tools.(Sector refers to: the various levels of government, Aboriginal communities or organizations, homelessness agencies, mainstream agencies, private sector, etc. For types of relationships, please refer to the definitions in Annex A).

d. Please indicate what proportion of your HPS funding will be allocated to the implementation strategy under this objective (This information will also be in Table G.2 in the Data Tools.):


Amount and percentage of the HPS funding allocated to this objectiveo HPI Designated communities $0


Component Five: Developing and Communicating the Community Plan

Element 9 – COMMUNITY PLAN DEVELOPMENT AND APPROVAL PROCESS

a. Please describe your homelessness initiative’s planning process, describing: who was involved or engaged in the development of the community plan; The organizational structure in place to facilitate the development of the community

plan at its various stages (community profile, issue and priority identification, objectives and outcomes, etc.)

The Steering Committee or CAB along with a Community Developer whose services were purchased to complete the forms were involved with the development of the community plan.

There were three members of the CAB who acted as supervisors to the Community Developer during this process.

Priorities were identified through a planning process and consultation with the CAB on Wednesday June 6th. A full afternoon of planning took place. This took place at the Hastings County Building located in Belleville. The Affordable Housing Action Network has had regular updates as to the Assessment and Plan stages. The outcomes of this process were

19


identifying what the community’s priorities are for the next two years. There was an additional meeting with CAB members on September 14th to re-validate the priorities.

b. Has the community plan been approved? By whom? (Community of stakeholders? Community Advisory Board (CAB)? Community Entity?)

The community plan has been approved by the CAB (Steering Committee) and will be presented to the Affordable Housing Action Network (AHAN) as well as a summary to the Hastings County Social Services Committee that will hold the funds for the Entity.

Hastings County is the Entity. It was decided that the County of Hastings would be the Entity because of past experience. The County has experience in acting as an “agent” for funds to be flowed to agencies and have a developed service agreement in place that can be adapted to any program. It was also decided that the County would be the Entity because it was agreed that the County would not take and administrative cost. Since we are only receiving such a small allocation of HPS funding, we want to see all the funds being flowed back out to the community.

Element 10 – COMMUNICATING THE COMMUNITY PLANPlease describe your community’s strategy to communicate the homelessness plan and priorities to: a) the homeless and at-risk populations; b) the homelessness agency sectors; c) the mainstream agency sectors; d) the private sector; e) the public and e) elected officials.

If available, please attach your communication plan.

Our community (AHAN) does not have a formal communication plan, however; we do have existing communication strategies including:

A web site that keeps current information on its activities including minutes of the sub committees, reports, and updates for landlords and tenants.

Through the Steering Committee we are seeking funding to develop a poster on general awareness of AHAN/homelessness to be distributed throughout our community

Through the Bricks and Mortar Task Force we will hold public forums on innovations in other areas outside of Belleville and recruit non-traditional partners

Through the Advocacy Task Force we will advocate for changes to laws and programs to prevent/eradicate homelessness.

We intend to update the current public presentation.

We are also working with the community partners to develop a strategy to prevent avoidable eviction from social housing. Hold Forum on Human Rights and Accommodations,

Other websites include: Hastings County, Canadian Mental Health Association, City of Belleville, Community Advocacy and Legal Centre and other not for profit agencies who work with homeless and the at risk populations.

Copies will be available


Element 11 – FINANCIAL AND NON-FINANCIAL RESOURCES

b. Please complete Table H, to identify the sources and amounts of matching funds or in-kind contributions secured by your community for the implementation of your homelessness initiative for the next two years. Please attach letters of confirmation.

Completed-see Tools Table H section

20


c. Does your community have a funding strategy to increase its financial and non-financial resources for the next two years?

What efforts will your community make to increase the number of different sources or amounts?

No, our community does not have a funding strategy at present. We plan on leveraging funding and interest from the private sector. We also plan on developing a relationship with Belleville City Council as being a source of support on the AHAN. We will actively engage and promote their involvement.

Element 12 – HUMAN RESOURCES

21


d. Please describe your community strategies for developing knowledge and skills related to strategic planning, fundraising, public awareness, etc.

Through the Information Sharing and Networking Task Force our community will increase networking and awareness for seamless service delivery by involving outside Belleville areas more formally/deliberately in the network (Regional Homeless Plans). We will co-sponsor with the Legal Clinic an Eviction Prevention Project. We also intend to invite neighbouring Lennox & Addington services to AHAN meetings. Ongoing maintenance of the membership list, website updated and increase in the asset mix via recruitment will continue.

Regular updates of the strategic plan through the Steering committee.

e. Please describe your community strategies to address human resources stability within the homelessness sector to improve the effectiveness of this sector.

It is our intention to apply for funding from Foundations, Service Canada programs as well as other private/public sources to maintain appropriate supports.

We are in the development phase of planning human resources stability.

If available, please include a plan with your submission. Let us know if your community would be willing to share information on your human resources strategies with other communities

Element 13 – ENVIRONMENTAL INITIATIVES

Please describe your community strategies to address environmental sustainability in capital projects (e.g. incorporating energy efficiency into capital project designs) or operating projects (e.g. recycling and conservation education).

Provide information to tenants/landlords on energy efficiency initiatives, smart meter, Low Income Energy Network via the AHAN web site

In the purchase of land/building and renovations for the transitional/supportive housing every attempt will be made to be as environmentally conscious as possible.

Cutting down as few trees as possible, and landscaping with addition of trees. Upgrades to energy efficient heating and cooling systems Energy efficient appliances and lights Recycling, composting and water conservation strategies

If available, please include a plan with your submission. Let us know if your community would be willing to share information on your environmental initiatives with other communities

Not currently available

22

The Last Word

The Last Word

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.

This template is long and repetitive. The CPA and CPU should be rolled into one shorter document. Most people are volunteering their time to be a part of the CAB and don’t have time to read long documents.

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

23

The Last Word

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 AHAN 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.

Difficult to estimate number of beds or services (assets) available with only $237,000 in HPS funding. We do not want to make a commitment on behalf of this community. In reality this is too much work for such a small amount of funding.

The language used in this document does not represent the language that is used in this community. (ie. affordable vs. supportive).

24

Documents

Hastings Housing€¦ · Web viewMarch 31, 2009) 2.1 Housing Retention 2.1.1 Number of individuals who have retained their housing for a 3-month follow-up period after receiving