MOUNT WADDINGTON REGIONAL HOSPITAL DISTRICT

AGENDA

July 21, 2015 at the Regional District Office, 2044 McNeill Road, Port McNeill

CALL TO ORDER:

The meeting shall be called to order at the conclusion of the regular Board of Director’s meeting.

Adoption of Agenda:

Adopt the Agenda as circulated.

Minutes:

Minutes of the regular Hospital meeting held June 16, 2015 Page 1

Health Network Business: 1. Pan-Canadian Projects Application for Funding “Expanding Connection & Collaboration for Seniors” for approval

Pages 2-36 Adjourn: Motion to adjourn the meeting.

2015 06 16 MWRHD Minutes.Docx – Prior to Adoption Page 1 of 1

MOUNT WADDINGTON REGIONAL HOSPITAL DISTRICT

MINUTES MINUTES of the regular Board meeting of the Mount Waddington Regional Hospital District held

Tuesday, June 16, 2015 at the Regional District Office, 2044 McNeill Road, Port McNeill. Present: CALL TO ORDER: Adoption of Agenda: 023/15

Chair: D. Rushton Directors: H. Soltau, P. Wainwright, M. Berry, J. Allen, D. Dugas, H. Bood, S. Ackland Staff: G. Fletcher-Administrator; L. Patterson-Recording Secretary Regrets: A. Hory, J. Mackenzie-Treasurer The meeting was called to order at 4:21 pm 1. Adopt the Agenda

It was moved and seconded that the agenda be adopted as circulated.

CARRIED

Minutes: 024/15

2. Minutes of the regular Hospital meeting held May 19, 2015. It was moved and seconded that the minutes of the regular Mount Waddington Regional Hospital District meeting held May 19, 2015 be adopted.

CARRIED

Discussion: • Director Berry would like to write a letter of support to the Campbell River Hospital for disallowing pay parking

• Concerns that the new LPN’s and hours seem to be allotted entirely to Port Hardy. There should be two LPN’s allotted to Port McNeill but this should be checked

• Collaborative Health Committee-working on proposals for funding up to $500,000 from the Joint Standing Committee; looking for additional input as current projects total $180,000

• Emergency Shelter has received three years of pilot funding; this is a project where continued funding will need to shift from the Health Network to the appropriate community agencies

Adjourn: 025/15

It was moved and seconded to adjourn the meeting at 4:27 pm.

CARRIED CERTIFIED CORRECT: SECRETARY CHAIR

Page 1 of 36

Employment and Emploi et Protected B When CompletedSocial Development Canada Développement social Canada

For OfficialU. Only;

CNo..__

Program: N

(name of program to which you are applying for funding)

Application for FundingThe funding program under which your organization is applying has specific eligibility requirements. TheApplication for Funding should clearly show how the proposed project meets these requirements. Also, ifapplying in the context of a Call for Proposal or another time-sensitive process Employment and SocialDevelopment Canada (ESDC) must receive the Application for Funding by the closing date Documentationreceived after a posted closing date will not be accepted.

In order to complete this application for funding, please read both of the following thoroughly:• Applicant’s Guide to the Application for Funding. It contains information on how to complete and

submit this form;• The funding program’s information on the Web site

All parts of the application must be complete.

Thank you for your interest in our program.

Notijp4ppiicants:

The information collected in this application will be used, and may be disclosed, for the purposes ofassessing the merits of your application. As part of the assessment process, the information may be sharedwith external consultants, review committee members, officials in other departments, federa provincial and!or territorial governments or Members of Parliament.

It may also be used and/or disclosed for policy analysis, research, and/or evaluation purposes. In order toconduct these activities, various sources of information under the custody and control of ESDC may belinked, However these additional uses and/or disclosures of information will not impact on your project

In the event that the application contains personal information, the personal information will be administeredin accordance with the Privacy Act and the provisions governing the protection of personal information thatare set out in the Department of Employment and Social Development Act, as applicable.

The application is also subject to the Access to Information Act (“A TIA”). The A TIA provides every personwith a right of access to information under the control of the department. subject to a limited set ofexemptions. Instructions for obtaining access to this information are outlined in the government publicationentitled Info Source, which is available at the following website address: infosource.gc.ca. Info Source mayalso be accessed on-line at any Se,vice Canada Centre.

CanaaPage 2 of 36

PART I - ORGANIZATION

1 Legal Name *

g, r :

4 Organization Type *

___L rZI

7. Organ zation Address *

15. Mailing Address * (if different from Organization Address)

_____________________

— 18. Country (if not Canada *) 19. Postal Code *

JNR

22. Organizations Mandate *

r3riza’ior ‘s M.ndat * :0 P g’ or ro f Marit Waifinot pr v3ies miy

nwr.i ipai re”v s : g’ or ‘z’ or 3 t’r ur rnrun:trs. Tbo B rod a1 pp rt: pr essod :ni:’vcs, wti n work wards iwpr vong h haL out ns of N ant Wads’riot nson r1s hroosh tn para Mao iaod±rt 0 Pe3i nai B spitaT Disri. ni noufsmoo4 ng anf :apo 5 faa ne N un Waddi ot n Covnunv Heeitt N tworN. The Board aop ats nedit rai Ar Di r o to is r prseraivc n NWLN 3terin C wiie.Mucira1t’s ala ach soc lot a rpwisnt se n rr Scr1r3 no app otee,

hr I e a a Non w p r wh $ aio Mon ipa appo otee theHealth Nteor k, ai I srw n H Hcth rk itx Iwo C ott: t’o. The MWHN e e s a Thamurrno y P ot Noao— r or o, Mrt a addin4t h t N tw r0 sr’ r prsupp ri ha aat p ir w . rganzar no hriwe a n v a rk in p0r’ roto p :r oh MWPN

a nlevo ne I i slog

si n: Noithy ° pro, Heior” ot

I’v l. ne. t .Jos I B nt 3ro rsZoros r

tp pm ‘nina ttte or aova and sro s, sarennoromng oe oo 0

aol ‘ en ng on p‘y.

B. ORGANIZATION CONTACT This should be our pnma,y contact person in respect to this application for funding.4-

23 Given Name * Surname *

[24 os tion Ttle 25 Prefer’ed anguage of communication *

Written [ EngI sh French Spoken’ r EngI sh ,] French

26 ORGANIZATION CONTACT - ADDRESS *

Same as Organization Address Z Same as Organization Mailing Address “n Different (include below)

27. Contact Address

28 City or Town * ‘29 Prov’nce or

Ext 33. Fax Number 34 Email Address

deictes anctat yfed

2. Operating (Common) Name (if different fro’f siessor Registrationlegal name ) Number *

pa

5. Organizat on Category * f’i Year Establishedv rrTr

[a 54 v H

8 CityorTown*

‘N’NN. a

[i’’iephone Number * Ext.

__:j

13. Fax Number

9 Province or Territory 10 Country (if not Canada *)

116. City or Town *

14 Email Address *

11 Postal Code *

20 Telephone Number *

17 Province or Territory *

Ext. 21. Fax Number

noIo.no.o ow

I oti rrnurai a,

SOC EMP5523 (2013 04 30 E

Page 3 of 36

C, ORGANIZATIONAL CAPACITY

F35 How many employees does your organization currently have 1

36 Has your organization undergone any important transformations in the past two (2) years?

If ‘Ye& please provide a description of the changes:

DYes DN0

37. Please describe how your organization has the experience and expertise to carry out the proposed project activities. If applicable, please include any past

experience with ESDC and the results of the project *

The H ant Haddirn 1 P aZ na Hp 1 Dtri t Meun J ngon Heal h Ne w it vp d a N’u

r:z us $2 , grit n*irid in 2 11. gran was rnae2 ann sa tuiy r t ty

nu HHH ns hir 2 n is HtJrs Bet*er Zsn Ans ry winiu te tir na set ur

the iunuar.an HW Heah Netsore is ai urreni rranging saveraf

C unt luncrina, Hrovded Ly ha Haith Authority

TIHA funds dre dentitid Ln the buege $2, annii ta

• te Menti1 Pea1h nd dii s ae, I vaieicJ r n

cr1Irun c:.

• A seasfu

iep1ernenta

• re Rag *5 Traist St’sr. Estao ian d n 21 , ens irnsn2 ry racrni taxes anl furds

fr rr thr irs Nati s Br L. Th sr+a r Traui Net cork is a sars*e but riad rtTry.• yeay Ncc k s, ra r’ r u ty rr-unes ri

N rn s ant nc ms.

• Hner. N*ta a C in itt s t fie wh on cnity Hnth N to k or i a.

H uinu FTrs p’ p s aith murds Cr r 4Iaar mon t ‘as mcailag tha

f “h’ r soa’

PART 2- PROJECT

OJECTlDENTIFICAON

40 Project Title *

in andf tmc on inn - in n

41 Planned Project Start Date (yyyy—mmdd)

em tesrra dat ymd

ESD EMP23(2013040 F-

42 Planned Project End Date (yyyy-mmdd)

al onin tv inmt ainV 5, onder ur

f r stir on -ts. TdiinL.

s s son ang rug r CCC wart,

y’ars, ;‘mn /11-A nd N th IsnJ

38 Does your organization owe any amounts to the Government of Canada? * LI Yes NoIf ‘Yes’, please complete the fields below for each amount owirg:

Amount Nature of the amount owing Department or agencyOwing e.g taxes penalties, overpayments) to which amount is owed

A. Yes EN0

B, Yes LINO

C. Yes LN0

D, Yes No

39. If an amount isowing, is a paymentplan in place?

Page 4 of 36

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I

C. PROJECT DETAILS

f H:a

r

a

47. Does this proposed project fit with your organizations other activities? * Yes No

If Yes, please describe how:

TL e Mount Waddnan Regional lie h N twora welch r 1 uJs rpr nt t lr: rr rn oca

g vrrirent, rst ions ao2 rnreniy sat rs hoc a mar Lie a a in edS th aHaiy Ot

—rvi pr viirs adcIressng deirnInar1ts of heaitn n he N rth lsari thr gh

fai t .t g 1 an ad a, H: o ig x Lang and nun tv d’ e1 trr nt pr sss.

Main Address C ty or Town Province or Terntory Postal Code

A

Secondary Address City or Town Province or Terntory Postal Code

Jar tea ra dat yfed

46. Does the project include Results Measurement indicators? * R] Yes [J No

If ‘Ye&, please describe how you will meet and track the expected results of the project:it a, i n. r rc1 L r: a i iro ‘r ,s I oe l H ,a t’,

+ +r t r ie I r p :r’ a’ a, ai N a I

a’. a I if Li aol y r r* a ir at t ‘‘ , as

I a n a ra ill tr rg Hi., r t

h gr I w N a ir r

‘ap t aLL a rp’L r ‘q tr r

op ‘at ty a np a H a

a’ ,, at u ,,r ra L

ira ,,‘ I

t’ “N , w

I t’ 1

H r r, P

t dor,d I N

H Li r,, ,>

,

48 Will any of the project activ t es be del vered in a dfferent ocation than where your organizat on is located? * Yes i NoIf Yes’, please include your main address and an address for every other location where project activities will occur:

B

C

D

ESHC F MP5523 (20 3J4 0 F’ ace (1

49 Is your project designed to benefit or involve people in English or French-language minority communities7* [1 Yes No

If ‘Yes, please provide an explanation and any details on whether consultations will take place with these communities:

50 lMll any other organizations, neorks or partners be involved in carrying out the project? * Yes No

If ‘Yes’, please clearly identify the role(s) and expertise they will bring to the project:

HaAth a. - A -rfnct ae _L fas - rnAt it a n at A - ur s r

N rh A tr ci, ani riair a Nisir p nitl n n A hJ Art’ no a r, oh ‘S a rnerbi-r

QAi Pot HAl A an tit I ‘ha Ar t Afons H aItl luArAy.

B Noa A’-rk raAt as I r-z oart nershl0s ana rEprnaan Al r r cii rA HA’ n, as ao

as i a ziarts ‘son kAca ‘a Al aua it a r. afressr j s A 5t iAcr loans I he A’ H.

rarc, rico H wk fIB A Anlars hIder Barren LivZra Advsarj lm ALl-;

it ei A have nor-A r it nirr Ir r enl )r’ acIvca as - roar too r°h s’ and, in Aurirdrapraserd a1itCS A . r irA, Al—ro Ba; ana NaO3ts hurst Aol P rt Ar ce, I rt Haroy,o rt ANeIII, art .luarsinr and Aa’saia’Nakwaxda’xw FAst Nltions, as afl as dAter at Por-,

aria -r S’cnp:r, Alart B i-; .Ani Hart; P rr HAeIA/ Port Al I :e Seniors ps N rAtIonal

exn.pAs of rsrtncershirs cr1 taooratn os inAude:

N rio. sIarA °ollore cr1 hoot A ca ty n tiata; Th At’.’:ark ocs resoon icle for laun hina

ti-- co”d Ao’:ritt’ lrAiAiva fun let dv A H aAhier crnmurinias, whih has nw hr afened out

A rirrnnist-.roi n-n’ North ALa: I laa_. *Autcenlix

51 Does the project address the program’s national, regional or local priorities? * Yes NoIf ‘Yes’, please select all that apply:

National

/ Regional

Local

52. Does your project include activities that are listed in the Canadian Environmental Assessment Agency’s çCEAA) Regulations Designating Physical Activitiesestablished under the Canadian Environmental Assessment Act 20127

NB Applicants need to verify if their proposed activities are listed under the above Act - Please visit httpf/ceaa g.Jdefault.asp?lansEn&n=9EC7CAD2-1to access the list of Regulations Designating Physical Activities.

j No if no an Envronmental Assessment is not required

es

If ‘yes’, then, as per the Canadian Environmental AssessmentAct 2012, you must submit your project description electronically to the CEAA(htt.rllceaa.gcaldefautt.asp?Iang.En&n=63D3D0251) for further review. The CEAA will determine if an Environmental Assessment (EA) isrequired based on your project description. ESOC funding will be conditional upon receipt by ESOC of, as the case may be, CEAA confirmationthat an EA is not required, or, a copy of the completed EA and confirmation that your organization is equipped to appropriately address the EAfindings.

ocr otes irandato j eli

E’nDC iiMP5523 (2013 04 003) 1

PART 3 - FUNDING

A. ANTICIPATED SOURCES OF FUNDING

ESDC

Total Funding for the Project

B. BUDGET (PLEASE REFER TO QUESTION 64 TO PROVIDE ADDITIONAL BUDGET INFORMATION)

58. Cost Category* Planned Expenditures ($)59. ESDC 60 Other-Cash 61. Other-In kind

ui n rf :i trn—rt arJy

S p fl1it daroae :Sr m r rurl1y tH Lh ,0

OR SR serrrs R’ &irnkitohn f ‘yrs 60,205 5,0

!_un r Tr-veI 3,550 5,

ure ir5 r r2rinr 020 hx1 hrsxl vo5urte’s 2, flD 1

‘ urer R.-rrrt hro xOZ hr xi6 rbs 22, 1,

7Zuri:e—: ZZasr 325 r5hw hbs xlJ,s uh:r

“ 1 -. —.I

OrafO ha :ssr5 ‘—5rra :ar rers

OrareS, ff2 sZ5as, err, zzr:arrs 6,255

.. Z5Z ,

Total Planned Expenditures

C. BUDGET DETAILS

62. Associated Businesses or Individuals: Please check all staterrents below that apply to your planned expenditures of ESDC fundi’g

Contracts valued at S25 000 or more are part of the planned expenditures

E Contracts with businesses or individuals legally associated wth the appl cant organization are among the planned expenditures

Contracts with outside providers to manage all or part of the project activities on behalf of the applicant organization are among the planned expenditures

d t€a r dat rvfed

aXEMP”523( 61 4O3iE

53 Source Name* 54 Source Type* 55 Cash

ESDC

56. In-kind 57 Confirmed*

($ value> Cash In-kind

ttz

__

— 1

apital Assets: Wf I capital assets be among your planned expenditures with ESDO funding? [71 Yes No —

If yes, please explain the benefit of the purchase that are necessary to carry out the project activities:By r ; ‘ix

T r rc i ri red, wri ‘

r r :tr —it>, i ikL7

a 1 re ‘rr w 11 Jr Bri: d- r:rj

urgrJr,

n I

J

64. Further Budget Details:

ences mardaory eid

EbOC EMP5523 (2O3O4 UO3 r age ID o 11

PART 4- DECLARATION

In order for your application to be eligible for funding, it must be completed and signed by the official representative(s) of the applicantorganization in accordance with the organization’s bylaws or other constituting documents. The person(s) signing this form certify(ies) thefollowing:

A. I certify that I have the capacity and that I am authorized to sign and submit this Application on behalf of the Organization named in Part 1;

B. I certify that the information provided in this Application and supporting documentation is true, accurate, and complete to the best of myknowledge; and

C. I certify that the Organization and any person lobbying on its behalf is in compliance with the Jn Act R.S.C. 1985 c.44 4itiand that no commissions or contingency fees have or will be paid directly or indirectly to any person for negotiating or securing

this request for funding.

Joe Mackenzie Treasurer

Signatory Name (please print) Title (please print)

2O15O7O7Signature Date (yyyy.mm-dd)

Andrew Hory RDMW Representative, Mount Waddington Health NetworkSignatory Name (please print) Title (please print)

2015-07-09Signature Date (yyyy-mm-dd)

Alyson Hagan-Johnson Co-Chair, Mount Waddington Health NetworkSignatory Name (please print) Title (please print)

(I-7t - 2015-07-09Signatu Date (yyyy-mm-dd)

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AMOUNT REQUESTED ($) RECOMMENDED AMOUNT($)

To be completed by HRSDC

Full time coordinator 150,000 for three years including MERCS Full time Outreach Worker $150,000 including MERCS for 3 years300,000.00

3200

0

0

0

9000

0

0

0

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0

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5000

3000

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0

700

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0

aa. 10,240

ab. 0

ac. 0

ad.

ae. 7560

Support to individuals

Telephone For 7 hub Volunteers Liaising with regional Better at Home Coordinator about isolated seniors in their hub

Staff, consultant and volunteer travel which may not be a part of travel claims; international travel where warranted

Coordinator and Outreach worker travel, and contribution to travel to liaise with hub representatives in 7 hubs

Staff disability supports

Staff training for disability-related issues

x. Reference materials

y. Rent, lease and repairsand leasehold improvements

z. Signage

u. Printing fees

v. Professional development fees

w. Professional fees related to project activities for Knowledge Transfer workshops throughout Region and six Regional forums

r. Membership fees, affiliation fees and business licenses and permits

s. Other non participant-based costs (e.g. water where public water is not safe for drinking)

t. Postage and courier fees

o. Information technology maintenance

p. Legal fees

q. Materials and office supplies for coordinator and outreach worker

l. Hospitality Knowledge Transfer workshops throughout the Region

m. Insurance (fire, theft, liability)

n. Internet and other information technology requirements Wifi and cell phones with data plans for Coordinator and Outreach Worker for three years

i. Equipment repair and maintenance

j. Furniture

k. Goods and Services Tax / Harmonized Sales Tax / Provincial Sales Tax

f. Contracting

g. Costs related to transition/wind down

h. Equipment lease, rental or purchase and computer software

c. Bank Fees

d. Conference attendance fees

e. Conference fees Cost of 6 Regional forums, two per year, on technology, housing, and other ways to connect seniors and address their isolation

TOTAL

B: PROJECT COSTS: Provide a detailed overview of all proposed project costs.

a. Advertising Advertising of food security, transportation initiatives and forums - e mail and rural informal networking primary vehicles

b. Audit Fees

Human Resources and Ressources humaines etSkills Development Canada Développement des compétences CanadaBUDGET DETAIL TEMPLATE"Set B"LEGAL NAME OF ORGANIZATION: Mount Waddington Regional District PROPOSED START DATE: Oct 1, 2015 PROPOSED END DATE: Sep 30, 2018

PROJECT TITLE: Collaboration with Partners, Integration and Learning; Developing, Strengthening and Linking Hub initiatives to Create Seniors Community Networks, Webs, Infrastructure and Capacity on the North Island FUNDING PROGRAM:New Horizons Pan Canada

Project NumberOfficial Use Only

TOTAL PROJECT BUDGET RECOMMENDED FROM HUMAN RESOURCES AND SKILLS DEVELOPMENT CANADA

PLEASE NOTE THE FOLLOWING:- For details and information on how to complete this template, please refer to the program specific Applicant Guide.- All requested costs must be linked to the funding proposal and to project activities.- Reimbursement will be subject to monitoring and/or audit.- As indicated in the program specific Applicant Guide, provide the necessary details on how the requested budget amounts in each cost category were calculated.

CATEGORY DETAILS DETAILED BUDGET DESCRIPTION COMMENTSTo be completed by HRSDC

A: STAFF WAGES: Provide a detailed overview of all proposed staff wages (by position).

a. Wages, mandatory employment related costs and benefits paid to or on behalf ofstaff working directly on the project;includes direct and administrative costs (e.g. project manager and administrative assistant).

af.

347,200

80,000

25,000

25,000

57,840

94,600

60,000

44000

18000

198600

649,140

TOTAL 125,000

TOTAL RECOMMENDED PROJECT BUDGET COST ( A + B + C + D + E + OTHER SOURCES OF FUNDING)

774,140

Port Hardy Hospital Auxiliary contribution toward construction of commercial kitchen in United Church basement in Port Hardy

10,000 (anticipated) 10,000

St.Columba Anglican United Church volunteer labour for commercial kitchen construction 10,000

OTHER SOURCES OF FUNDING: The Applicant must identify any other source of funding for this project. The source could be public (other federal department, provincial government, municipal government, university, school board, etc.) or private (including the Applicant's own contribution).

SOURCE DETAILS (if applicable ) CASH IN-KIND

Island Health Health Network Coordinator and programming funds 105,000

Tuition fees

TOTAL

TOTAL PROJECT BUDGET REQUESTED FROM HRSDC (A + B + C + D + E)

Participation and completion recognition

Professional fees related to participants – sub- contracting Volunteer Driving training, Volunteer Recruitment, Coordination and Liaison

Travel, transportation 3000 per regional forum for resource people to travel to North Island for forums and workshops, and for assistance of community members to travel to workshops and forums - hwy travel and ferry costs

Emergency assistance

Living expenses

Materials, supplies, books and testing materials to be used by/for participants

Food Security programs in Port Hardy and Port McNeill (materials for preparation, distribution of meals by volunteers including food, volunteer training, WHIMIS)

Dependant care; Food security programs in Port Hardy and McNeill will be dependent on volunteers who require dependant care for spouses in order to participate. ($45,000 each for 3 yrs) In addition workshops and forum participants will require dependant care

Disability-related incremental costs

Disability-related supports

TOTAL

E: PARTICIPANT COSTS (IF APPLICABLE): Provide an overview of all proposed participant costs details and breakdown.

a. Participant wages and mandatory employment-related costs, completion bonuses and other employment-related benefit costs where warranted by current organizational human resources policies and/or provincial/territorial labour standards

Volunteer Hub Liaison wages 21,840 Volunteer Driver pay 36,000

General Project Participant Costs:Adaptive-technology set-up

D: FACILITIES (IF APPLICABLE): Provide specific details of all proposed cost estimates for the construction or renovation and market value of property.

a. Construction or renovations Construction of commercial kitchen in Port Hardy United Church basement for use in Food Security programs partnership with Hardy Bay Seniors Society

b. Pre-development

c. Purchasing land and/or buildings

TOTAL

C: CAPITAL ASSETS: Provide a detailed list of all proposed individual capital assets.

a. Any asset/expenditure requiring agreement of disposition, as per programspecific Terms and Conditions and value

TOTAL

Utilities

Vancouver Island and the Gulf Islands Social Isolation of Seniors IMPACT PLAN 1 | P a g e

IMPACT PLAN AND THEORY OF CHANGE

Reducing the Social Isolation of Seniors in Transition: Vancouver Island and the Gulf Islands

Vancouver Island and the Gulf Islands Social Isolation of Seniors IMPACT PLAN 2 | P a g e

IMPACT PLAN AND THEORY OF CHANGE

Reducing the Social Isolation of Seniors in Transition: Vancouver Island and Gulf Islands

Context

On British Columbia’s Southern Vancouver Island, 14% of seniors do not have someone to turn to for help or advice. In the more rural central island areas, 18% of seniors 55 and older experience these forms of isolation.i In the North, Central and South Vancouver Island Health Regionsii, social isolation affects nearly 40,000 people above the age of 55iii (6,418, 15,003, 18,530 people respectively). This represents a vast and growing number of people on Vancouver Island with percentages of isolation that either rival or exceed the national level.iv On Vancouver Island and the Gulf Islands many small, rural communities share common challenges related to isolation – poor transportation, restricted support services, absent-family structures, shortage of volunteers and limited organizational capacity. Organizations present in the larger Regional centres are stretched to provide services for outlying rural areas and their own growing population of local and in-migrating seniors. Communities are not well connected to each other, to external resources or to emerging concepts. In addition to geographic challenges, community service providers identify a lack of co-ordination among government, non-profit and private sector services and between those serving distinct populations such as First Nations or low-income or marginalized seniorsv. While there are pockets of successful innovation, the social and intellectual capital related to seniors and aging populations is not being shared and added to. Unless we collaborate within and between communities we will not be able to affect systemic change and reduce the increasing number of seniors who feel isolated and alone.

Objective and Target Population Our objective is to measurably reduce the rate of the social isolation of seniors in designated community and regional sites on Vancouver Island and the Gulf Islands in British Columbia. As a result of three facilitated conversations, representatives from 60 agencies from across Vancouver island and the Gulf Islands determined that the target population for this work should be seniors 55 and older who are at risk of isolation due to a significant life transition or who are already experiencing isolation as a result of a significant life transition. Life transition is one of the most common risk factors for seniors’ social isolation identified in the federal Report on the Social Isolation of Seniorsvi. Transitions include a range of situations from the loss of a driver’s license to a change of locations; loss of capacity due to health issues or loss of a partner. Seniors experiencing these life changes, in combination with other risk factors such as, low income, lack of information, and limited access to technology or transportation, are more at risk of isolation.

Vancouver Island and the Gulf Islands Social Isolation of Seniors IMPACT PLAN 3 | P a g e

Expected Outcomes by 2018 Factors considered when setting these targets included the number of small, isolated areas within the Region and the focus on responding to and preventing isolation as a result of both apparent and hidden transitions. The combined efforts of this work will reduce the social isolation of seniors on Vancouver Island and the Gulf Islands by increasing the proportion of seniors who:

have support and help when they need it by 25%, participate regularly in activities by 30%; feel connected to family, friends and acquaintances by 20%, and feel valued by the family, friends and acquaintances with whom they are connected by 20%.

Theory of Change Three Strategic Approaches: Eleven Collaborating Organizations

This Impact Plan focuses on measurably reducing seniors’ isolation through three strategic areas: planning and prevention; place-based solutions and strengthening connections, collaboration and capacity building across geography and fields of expertise. Projects reflect innovations in community engagement and in developing or scaling successful approaches to reduce or prevent seniors’ isolation. In many cases, communities share a concern or transition challenge, such as low income and homeless seniors or caregivers; navigating resources and referral systems is a priority in many areas, and clusters of communities share a need to develop rural transportation solutions or respond to growing food security transitions. By combining the strengths of place-based collaboration with regional specialist pilots and learning, this initiative is a rich opportunity to prototype, learn quickly about what works and then replicate new approaches, including a stronger prevention orientation. 1. Planning and preventing the social isolation of seniors, on Vancouver Island and the Gulf Islands,

who are experiencing a significant life transition. Raising public awareness and increasing access to information were identified as key measures in the federal report on The Social Isolation of Seniorsvii. This Plan includes locally-based and systems-wide approaches to prevention and planning. Increasing public awareness, referrals and access to resources and programs among seniors, non-traditional service providers and whole communities is one approach to this focus area (Eldercare Foundation; Our Cowichan; Our Place and Cool Aid; Pacific Centre Family Services). Providing formal opportunities for transition planning is another (Aging Well in Community).

2. Using place-based, engagement and planning across sectors and segments of the community. The

place-based strategy is intended to ensure a legacy of collaboration, capacity, co-creation and ownership in participating communities. Strengthening capacity and collaboration are foundations for achieving longer term population impacts.viii Place-based approaches can be most simply defined as stakeholders engaging in a collaborative process to address issues as they are experienced within a geographic space. ix The place-based approaches meet unique local conditions, engage participants from a diverse range of sectors, build on local talent, resources and constraints, leverage assets through shared ownership and have an evolving process due to adaptive learning and interests. (Cool Aid, Our Cowichan, Our Place, Mayne Island, Mount Waddington Regional District; Salt Spring Island Community Services; Sooke Community Health Initiatives).

Vancouver Island and the Gulf Islands Social Isolation of Seniors IMPACT PLAN 4 | P a g e

3. Strengthening connections, collaboration and capacity between selected communities Addressing common issues and gaps through collaborative approaches and shared knowledge can not only build efficiencies but can also enhance innovation. Transportation is a shared issue for three rural sites. Through shared research, development and learning, these communities will have an opportunity to explore potential innovative solutions that address seniors’ isolation and transportation. Similarly, projects focused on food security; intergenerational connections and those targeting marginalized, at-risk seniors and homeless seniors (Cool Aid; Eldercare Foundation; Mount Waddington Regional District; Our Cowichan; Our Place; Pacific Centre Family Services; Sooke Community Health Initiatives; Salt Spring Island Community Services; University of Victoria) will create approaches and lessons that span boundaries and may be adapted by other communities and agencies. The innovations and collaboration coordinator will support learning and development emerging from these initiatives.

Summary of Initiatives and Outcomes The chart below provides a summary of initiatives being undertaken by collaborating organizations and some 85 additional partners. Each body of work contributes to the entire Impact Plan successfully reducing seniors’ isolation. Not all locations are starting with base-line information regarding the local and regional levels of isolation. Establishing this understanding will form part of the early work and enable us to set more precise and locally-focused targets for change. Given the diversity of Island communities and regions, defining baseline data, identifying targets and assessing progress will allow for local level and region-wide learning and adaptations over the three years.

Impact Plan Summary for Vancouver Island and Gulf Islands SSI Initiative

Four Regional R&D Supports or Pilots: BC Healthy Communities, Innovation and Impact Backbone Co-ordination and Capacity Building; Eldercare Foundation, Wellness Navigation Hub Development in 3 sites; Our Place Society and Cool Aid, Building Community with Homeless and Vulnerable Elders; University of Victoria, Generation XChange Victoria. Six Place Based Engagement and Collaboration Initiatives: Mayne Island Health Centre Association, PrimeTime Mayne; Our Cowichan, Cowichan Seniors Isolation Collective Impact Initiative; Pacific Centre Family Services Association, Better at Home; Regional District of Mount Waddington, Expanding Connections and Collaboration; Salt Spring Island Community Services, People’s Roots – Food to Include; Sooke Community Health Initiatives, Aging Well in Community

Population Outcomes

Project Outcomes: by 2016 Collaborating Partner and Project

Cross sector community networks are collaborating to reduce seniors isolation

BC Healthy Communities: Seeding the Field workshops and backbone supports connect organizations to a variety of tools and resources (Mayne Island)

Eldercare Foundation: Collaboration Coordinator facilitates planning, evaluation systems and communication between communities, projects, experts and networks

BC Healthy Communities: Growing the Change Makers Events 2-3 times/year between communities and other partners

Eldercare Foundation: Wellness Navigation Hub prototypes: On-line platform, Community Engagement resulting in Seniors Networks & Councils (3 sites: Comox, Cowichan, Sooke)

Our Cowichan: Expanding the seniors network working with Eldercare to expand the network and then support, co-ordinate and promote network with the 12 regional projects and related partners

Communities and regional experts/networks are collaborating to learn, adapt and scale proven innovations

Vancouver Island and the Gulf Islands Social Isolation of Seniors IMPACT PLAN 5 | P a g e

Mayne Island: Research and Engagement resulting in asset mapping, planning and seniors network

Our Place/Cool Aid: Building Community with Homeless and Vulnerable Elders prototype

University of Victoria: Generation XChange Victoria prototype- connecting seniors to each other and to K-3 students in schools

Population Outcomes 2018

Project Outcomes: by 2018 Collaborating Partner and Project

The proportion of seniors who do not have support and help when they need it is reduced by 25%.

The proportion of seniors who do not participate regularly in activities is reduced by 30%.

The proportion of seniors who do not feel connected to family, friends and acquaintances is reduced by 20%.

The proportion of seniors who do not feel valued by the family, friends and acquaintances

Participating organizations have the capacity they need to collaborate, deliver and measure activities that reduce seniors’ social isolation.

• BC Healthy Communities: Growing the Change Makers Events 2-3 times/year between communities and other partners

• Gaps identified that the Change Makers group will explore include issues such as: seniors’ volunteerism realities and alternatives; sustainability of services and regional learning.

• BC Healthy Communities: Seeding the Field workshops and backbone supports connect organizations to a variety of tools and resources.

• BC Healthy Communities: Harvesting the Learning, shared measures framework and methods for gathering data

• Eldercare Foundation: Collaboration Coordinator facilitates planning, evaluation systems and communication, between communities, projects, experts and networks

More seniors 55+ are planning ahead for the transitions related to aging.

• Our Cowichan: Ladysmith Family and Friends social connecting to resources series

• Our Cowichan: Cowichan dialogues on healing engage First Nations/Non-First Nations

• Sooke Community Health Initiatives (CHI): Aging Well in Community and other transition planning approaches in 3 sites (Sooke, Mayne Island, Mount Waddington region)

• Mount Waddington: Housing Forum and planning

Information about seniors programs and services is co-ordinated and accessible in a variety of forms in all communities.

• Eldercare Foundation: Wellness Navigation Hub establishes on-line navigation hub and trains way- finding navigators in 3 sites (Comox, Cowichan, Sooke) with First Nations participation targeted for Sooke and Cowichan

• Mount Waddington Regional District: Integrate seniors Advocacy and Better at Home services with 7 existing service centre Hubs: Port Alice, Port Hardy, Port McNeil and 4 First Nations

• Mount Waddington: youth/seniors tech buddy program (as knowledge exchange)

• Our Cowichan: Ladysmith Family and Friends • Our Cowichan: Senior’s Peer-to Peer Volunteer Program for the

rural Cowichan communities of Lake Cowichan, Crofton/Chemainus and South Cowichan

• Mayne Island Health Centre Association: Develop and publish print and online resource brochure

• Our Place/Cool Aid: Building Community with Homeless and Vulnerable Elders - Part II: training non-traditional service providers

Transportation service or support is available, accessible and sustainable

• GAP Pacific Centre Family Services: Transportation - to be explored through community consultation and research (see below)

• Mount Waddington Regional District: Transit Placemaking and

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with whom they are connected is reduced by 20%.

Volunteer Transit Liaison and Training (to be shared with Mayne Island)

• Our Cowichan: Cowichan Seniors Transportation strategy needs assessment and feasibility in Cowichan with shared learning in Sooke

There is pro-active effort to connect isolated seniors to the supports for daily life that they need.

Support for essential needs through transitions • Mount Waddington Regional District: Meals on Wheels develop

services for Port McNeil, Port Hardy and area and Community Kitchen development

• Mount Waddington: Integrate seniors Advocacy and Better at Home services with 7 existing service centre Hubs: Port Alice, Port Hardy, Port McNeil and 4 First Nations

• Pacific Centre Family Services: Better at Home shopping and housekeeping is expanded to serve Sooke and outlying areas

• Salt Spring Island Community Services: Peoples Roots - Food to Include community kitchen and good food box will support food access and preparation; backyard sharing supports home gardening/picking

Preventing and supporting vulnerable seniors transitions • Our Cowichan: Cowichan Mental Health Outreach Worker will

connect isolated seniors to services • Our Place/Cool Aid: Building Community with Homeless and

Vulnerable Elders - Part III: Bridging Seniors at risk with non-traditional service providers

Caring for others and ourselves through loss • Our Cowichan: Cowichan Caregivers Support Circles are

replicated throughout the Cowichan region • Our Cowichan: Cooking though Grief gathering and cooking

together to support community members during loss and grieving

• Mayne Island Health Centre Association: Prime Time Mayne Day Program as respite for isolated caregivers and a Caregivers Support Group

There is proactive effort to connect isolated seniors who want to be connected, with each other, with activities and with other generations in community.

Engaging with each other • Mayne Island Health Centre Association: Prime Time Mayne

Day Program • Our Cowichan: Saint Anne’s Garden Club Seniors Program,

South Cowichan Golden Oldie Movie Nights and Seniors Engagement Project, Cowichan Seniors Transportation strategy, Ladysmith Family And Friends, Senior’s Peer-to Peer Volunteer Program

Engaging across divides • Our Cowichan: Intergenerational Connections seniors at Early

Childhood Centres • Our Cowichan: Cowichan dialogues on healing will engage First

Nations and non-First Nations seniors • Mount Waddington: Youth/seniors tech buddy program (as

knowledge exchange) and Placemaking project • University of Victoria:: Generation XChange Victoria prototype -

connecting seniors to each other and to K-3 students in schools • Pacific Centre Family Services: Better at Home volunteer

training for visiting will target youth volunteers

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Preventing and supporting vulnerable seniors transitions • Our Cowichan: Cowichan Mental Health Outreach worker will

connect isolated seniors to one on one or group activities • Mount Waddington Regional District: Community Kitchen

develop a kitchen at the Port Hardy Health Network hub site and deliver community kitchen program

• Salt Spring Island Community Services: Peoples Roots -Food to Include activities are engaging isolated seniors with each other/residents: in community kitchens, community gardens and backyard sharing

• Our Place/Cool Aid: Building Community with Homeless and Vulnerable Elders - Part I: Facilitated Peer Outreach and Engagement

Collaborating Organizations There are 11 collaborating partners associated with this Impact Plan. The partners provide the Plan with local connections, location and sector-specific population expertise, and proven capacity to address the target population (seniors 55+ experiencing life transition) in innovative ways. These 11 partners support the collectively-determined strategic areas of: planning and prevention; place-based solutions; collaboration and learning exchange.

BC Healthy Communities: Backbone Organization Since 2005, BC Healthy Communities (BCHC) has developed a strong reputation in building individual and community capacity to address tough social and ecological challenges in BC including senior’s isolation. BCHC has been involved in encouraging and supporting small-scale local actions to decrease social isolation for seniors. This work has confirmed that action and learning in isolated pockets and sectors is not sufficient when trying to affect change on complex systemic issues. As the backbone organization for this initiative, BCHC will have the opportunity to connect simultaneous change efforts, support intentional learning, and scale up successful innovation in order to create a social movement for change. A learning community can support local leaders to connect, learn, and innovate for healthier communities.

Cool Aid (in partnership with Our Place): Building Community with Homeless and Vulnerable Elders Cool Aid has 47 years of experience helping people overcome homelessness, currently helping over 9,000 individuals each year at 14 locations across the capital region. Alarmed by the increasing number of seniors experiencing or in danger of homelessness, Cool Aid has focused since 2008 on increasing support for vulnerable seniors, including the creation of three supportive seniors’ apartment buildings and a variety of engagement and service initiatives which serve hundreds of seniors each year. Cool Aid is nationally recognized for its success helping people overcome homelessness, and the scope of Cool Aid and Our Place’s existing operations and partnerships will be instrumental in building trust among vulnerable seniors, sharing knowledge and tools with organizationally and geographically diverse partners, and engaging our broader community.

Eldercare Foundation: Wellness Navigation Hubs The Eldercare Foundation, established in 1982, is accomplished in fundraising, awareness and partnerships enhancing care and quality of life for seniors through community and residential care support, research and education. Eldercare is leading the Island wide initiative to respond to this CFP. The objective of the Wellness Navigation Hub project is to create an on-line multi-sectoral network and unified ‘one stop shop’ to help people navigate their journey of aging and connect to community. This project will prototype in three Vancouver Island locations. Seniors will design and develop their community hub and inform the development of a hub template for other communities. Sustainability is built into the project through Elder Connect Hub functions and a planned

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endowment fund. Eldercare is experienced in building community based relationships and collaborating with seniors and diverse agencies through initiatives like Embrace Aging, (launched in 2006), and the successful TRUST ME New Horizons for Seniors #11081189).

Mayne Island Health Centre Association (MIHCA): PrimeTime Mayne MIHCA takes the lead in health care planning, promotion and program development on Mayne Island, in co-operation with health care providers, community organizations and the community at large. MIHCA offers regular education sessions and other health related services. MIHCA’s strategic plan responds to community identified needs. In collaboration with BC Healthy Communities and other partners, PrimeTime Mayne, will enable community organizations and seniors to research, plan and develop solutions for existing and future senior’s needs, paying particular attention to seniors who are at the highest risk of social isolation. MIHCA has a strong board and management team and a long-held level of trust across the Island, enabling it to positively engage and plan successful project development and delivery.

Our Cowichan: Cowichan Seniors Isolation Collective Impact Initiative Our Cowichan (Communities Health Network’s) mandate is health promotion and prevention through partnerships, education, facilitation and advocacy. Established in 2010, Our Cowichan is a locally formed group of individuals and organizations representing the diverse peoples of the Cowichan Communities. We have hosted over 24 community forums and planning strategies including supporting 5 collective impact initiatives within the region tackling complex social and environmental challenges. Our Cowichan is a leader in community development, enhancing community collaboration, planning, and research and data collection. We are housed under the Cowichan Valley Regional District (the CVRD provides financial and banking services). Our collaborative approach to improving health outcomes for citizens within the Cowichan Region has been recognized for its innovation and approaches.

Our Place Society (in partnership with Cool Aid): Building Community with Homeless and Vulnerable Elders Our Place provides services for the poor, disadvantaged, and homeless of Victoria. At Our Place, some of the vulnerable seniors are already coached and referred to activities within the organization and broader community. This program builds on existing relationships and trust to improve engagement and integration for seniors. It underscores the needs of homeless and near-homeless seniors accessing services at a rate of 24%, totaling approximately 160-180 individuals daily and those who do not currently access services. Our Place has been active in the community for over 46 years, operating as The Upper Room and Open Door before becoming Our Place Society in 2005. We have intimate knowledge of the challenges experienced by 800 vulnerable people (24% identify as seniors) accessing Our Place every day. Regional District of Mount Waddington: Expanding connection and collaboration (short title) The Regional District of Mount Waddington manages programs and projects in collaboration with the Mount Waddington Health Network and the Mount Waddington Health Authority. The group brings a region-wide lens to seniors’ issues and a skilled management team to administrative functions. Mount Waddington has a successful rural Health Network in place that can be scaled-up to provide services to more remote communities and to local First Nations. Mt. Waddington’s project components respond to local seniors’ expressed need for improved transportation and for new ways of connecting through technology and food security. The Mount Waddington Regional Hospital District/Mount Waddington Health Network has successfully completed New Horizon’s community grants and is currently managing local community initiatives, under Our Healthy Community funding. Salt Spring Community Services: People’s Roots – Food to Include Since 1975 Salt Spring Community Services (SSICS) has been supporting and strengthening individuals, families and communities of the Southern Gulf Islands. It provides the Seniors Wellness program to build health and social wellness through health information and education, peer counselling and friendly visiting, social activity and community involvement. The SSICS project creates opportunities and supports seniors to become involved in

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community food security activities. Community food security activities are rapidly becoming central connecting and community participation outlets. This project addresses connecting isolated seniors in meaningful ways with community activities and support networks. SSICS is CARF accredited, is currently managing 34 programs, has managed previous HRSDC and ESDC New Horizon grants and has a total annual operating budget of 3.5 million.

Pacific Family Centre Society: Better at Home, Sooke Expansion Pacific Centre Family Service Association (PCFSA) is a non-profit serving youth, families and seniors throughout the Westshore and Sooke areas of Vancouver Island. In 2014, following an extensive community consultation, PCFSA became the agency to roll- out the Better at Home program for the Westshore. Better at Home aims to help seniors live in their own home and stay connected to their community by providing non-medical support services. The PCSFA project will bring Better at Home services to the Sooke area. PCFSA worked in partnership with Sooke Community Health Initiative (CHI) to determine gaps in health and social services, find tools and resources for change, and implemented projects for a more coordinated approach. PCSFA is a CARF accredited organization accustomed to a high degree of accountability, and has an excellent track record for completing and reporting on community health and social service projects.

Sooke Community Health Initiatives (CHI): Aging Well In Community

Sooke is a rural region encompassing a non-Indigenous population and three First Nations. While relatively close to Victoria and other sub-urban/urban settings, transportation services are limited as are complex services for seniors. Aging Well in Community is an innovative approach which calls on the expertise, experience and implementation skills of Canadian Senior Cohousing. For communities with similar configurations CHI introduces a new model of co-care. Being able to extend this knowledge across Vancouver Island and the Gulf Islands will allow us to evaluate, revise and scale this model with the potential for adaptation to communities across Canada. Sooke CHI actively supports over a dozen community based agencies by hosting funds and on-line resources.

University of Victoria, Centre for Aging,: Generation XChange Victoria The Centre on Aging at the University of Victoria is a research-intensive centre whose multi-disciplinary researchers have expertise in maintaining health, cognitive vitality, and well-being of an aging population. They place high value on the process of knowledge discovery in partnership with our community through programs like Generation XChange, an evidence-based intergenerational program linking senior volunteers with children as well as with other seniors. This program offers a collaborative and collegial opportunity in delivery and evaluation of structured learning and engagement activities that promote health and wellness. The Centre is well-poised to build on its success to deliver the program’s primary objectives to increase the number of seniors who participate regularly in volunteer activities and who have support and help when they need it.

Management Plan

BC Healthy Communities (BCHC) will be the administrative lead for the Impact Plan and partner with Eldercare Foundation to support the administrative functions of the Management Plan. BCHC is a province-wide not-for-profit organization that facilitates the ongoing development of healthy, thriving and resilient communities. We provide a range of services, programs, events and resources to support communities, local governments and multi-sectoral groups to collaborate around a shared vision for a common purpose. The complexity of the challenges that face people working to build healthy communities today demands new ways of seeing, thinking, and learning, as well as new ways of working across sectors and across scales. It requires that we see ourselves as architects of change and new possibilities. Over the last decade, BCHC has developed a strong reputation in building individual and community capacity to

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address tough social and ecological challenges in BC including isolation.There has been a proliferation of small-scale local actions to decrease social isolation for seniors. And while these actions are desirable and necessary—and indeed BCHC intends to continue to encourage and support them—BCHC knows that action and learning in isolated pockets and sectors is not sufficient when trying to affect change on complex systemic issues. To work more upstream, BCHC needs to connect simultaneous change efforts, support intentional learning, and scale up successful innovation in order to create a social movement for change. A learning community can support local leaders to connect, learn, and innovate for healthier communities. The management functions necessary to support the Impact Plan being undertaken by our collective team include:

Communications between and among the organizations and projects;

Coordination of data;

Measurement of achieved outcomes including: o the collection of baseline data to measure the level of social isolation in the target

population before implementation of the Impact Plan o the ongoing collection of data to measure the progress made in reducing the rate of social

isolation in the target population over the length of the Impact Plan in comparison to the baseline data;

BCHC will ‘seed the field’ by providing learning and connecting opportunities that introduce more

people to new ways of thinking about and working on the complex community issue of social

isolation amongst seniors;

BCHC will ‘grow the change makers’ by convening and facilitating intentionally transformative action

learning experiences while offering support for ongoing development through communities of

practice and community coaching; and

BCHC will ‘harvest the learning’ by provoking and inspiring new ideas through investigation and

dissemination of our own learning as an organization working with communities across the project.

Evaluation Plan - for evaluating the efficacy of the impact plan itself “When you look at evaluation as a means of learning for improvement, … investments in evaluation seem worthwhile because they can yield information needed for smarter and faster decisions about what works”.x BC Healthy Communities (BCHC) has experience in working within a collective impact framework addressing developmental, formative and summative evaluation. BCHC will address the strategic questions of what needs to happen. How well is it working? And, what difference did it make? BCHC will use a combination of approaches over the course of the project to harvest the learning and adapt our activities to ensure all projects are contributing to the theory of change.

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Resources – Budget BC Healthy Communities has budgeted $720,000 over three years to support the roles and activities included in this Impact Plan. Initiatives will include: utilizing expertise in coaching; collective impact workshop facilitation; developmental evaluation; pattern finding; visual facilitation; digital storytelling and communications. BC Healthy Communities has budgeted $720,000 over three years to support the roles and activities included in this Impact Plan. Initiatives will include: utilizing expertise in coaching; collective impact workshop facilitation; developmental evaluation; pattern finding; visual facilitation; digital storytelling and communications. The administrative support, logistics and coordination functions will be provided by the Eldercare Foundation.

THREE YEAR BUDGET

CATEGORY BUDGET ALLOCTION

Staff Wages: Administration; Coaching; Facilitation; Curriculum Development 432,500

Learning Labs; Coaching Sessions; workshops 180,000 Contracting 50,000

Travel 16,000

Rent Office Space 14,000

Equipment Lease: computer/printer 10,500

Telephone 5,400

Materials & Office Supplies 5,000 IT 4,500

Evaluation 2,100 TOTAL 720,000

i CCHS Social Isolation Data for BC June 2015 ii Health Regions defined by Statistics Canada Census Profile data. iii Statistics retrieved and compiled from Statistics Canada Census Profile data. http://www12.statcan.gc.ca/census-recensement/2011/dp-pd/prof/search-recherche/lst/page.cfm?Lang=E&GeoCode=59&TABID=1&G=1&Geo1=PR&Code1=01&Geo2=0&Code2=0 iv Seniors SI Innoweave National Webinar. Retrieved from https://mcconnell.app.box.com/s/9omm7lf1n1ltag8wjnxukumaf769mlad v A recent survey conducted among people using Our Place facilities revealed a marked increase over the past few years in the number of seniors accessing our facilities and programming. Participants of the survey expressed a strong need for increased support services and more recreational activities and outings geared towards mental health issues and overall health and wellbeing for seniors vi CCHS Social Isolation Data for BC June 2015 vii National Seniors Council http://www.seniorscouncil.gc.ca/eng/research_publications/social_isolation viii Policy Horizon Canada http://www.horizons.gc.ca/eng/content/evaluation-place-based-approaches ix Coote et al, 2004; Federal Family, 2008; PRI, 2010b; RGI x Grantmakers for Effective Organizations. n.d. Four Essentials for Evaluation. Washington, D.C.: Grantmakers for Effective

Organizations

9 July 2015

To Whom It May Concern;

The Mount Waddington Health Network looks forward to providing our in-kind contribution to this proposal being submitted by the Regional District of Mount Waddington.

Our Health Network Coordinator, who works closely with many community groups throughout the region, and who acts on behalf of the MWHN, will be the primary liaison for this project. We confirm that this cost will be approximately $20,000 annually.

Yours truly,

Alyson Hagan-Johnson

Co-Chair, Mount Waddington Health Network 250-956-3301

1 vhox t or e

I is iy p1 a ur ) cut tin letter of upp Ic i Ii ppl cab rn bem br i t

tic M ur t W dd b on 11cr th N 1w )rk f r lb Net I n r s anio I r g a

I he Mount Waddmgton Community Food In’tiatir e is a partherhip between Nor hIsland e ollege (Mt Waddington Campu and I land Health I a h year w t r n 1amount of money from the Communi bood Achon Inittatire toward i iproving foodsecurity in the Mount Waddington Region We work toward our goal )f decreasinfood insecurity through identifying. 9upporting, and oonnecting people and projects tidentified assets and needs in tire region. We create opportunities for collaboration

I he Mount Waddington Community Food hxithtive began as a project ,ut ore tyars ago, with the support of the Mount Waddington Health Network, Ihe HealthNetwork has a broad representation of stakeholders trom across the region Witl thisdiverse and engaged membership, from across the sectors, they positnely influcr thhealth of our local population through addressing the social determmates of he lth

I feel the proposed projcct will dlreLtly benefit the community It willr eatc aropportunity for seniors to join, for example, a community kitchen program Ih amany benefits to participants of community kitchen programs, more than ‘ookin 11-group cook offers opportunities for intergerteralional learning socialiiation sk 11sharing, and not to mention sharmg the costs of tooth

I t conclusion I fully support lb etfort 01 the Mount Waddin1kn HealtI N r’ kthcy seek external funding to reduce thc so ahonof ser i rs lvlnp ir our rural a drerote r ri

Melissa Tonkin

From: wade alien <wcaiien@hotmaiLca>Sent: iu1y4045 2:29 PMTo: mtonkin@rdmwbccaSubject: Yes to Seniors proposal

To whom it concerns

I am the minister at St Columba Anglican and United Church in Port Hardy.

My Council has disbanded for the summer and I find myself having to speak on their behalf. We are verysupportive of the Social Isolation of Seniors proposal and have given verbal support to this energetic, and webelieve ,worthwhile venture.

It is anticipated that I will be extensively involved in all the activities at the church. I expect to volunteer up to15 hours a week. However beyond that I am currently unable to speak for the council.

Rev. Wade Allen 250-230-6044 (c)

Expanding Connection and Collaboration Application Check List

Included in application submission: 1. Application 2. Documents A: CRA Information/GST Rebate Form 3. Budget Template 4. Impact Plan 5. Letters A: North Island Community Services B: Mount Waddington Health Network C: Mount Waddington Community Food Initiative D: St.Columba Anglican United Church To follow: Board motions for In-Kind support letters.