Everyone Deserves Home, Health, Community
2019/20 ANNUAL REPORT CARD
April 2019 to March 2020
WHAT’S INSIDE
CEO’s Message 2
2018-2021 Strategy Map 3
Primary Objective 4
Home 6
Above—Cool Aid’s dedicated nurses and Health 10 physicians, who provide health care to the Community 13 most vulnerable members of our community Appendix 17 2019/20 Performance Dashboard
Victoria Cool Aid Society acknowledges the Lekwungen and W̱ SÁNEĆ peoples of the Songhees and 1 Esquimalt Nations, on whose traditional territories we build homes, lives, and community. HÍSW̱ ḴE.
Victoria Cool Aid Society 2019/20 Annual Report Card CEO’s Message
CEO’s Message 2019/20 AT A GLANCE
This is Cool Aid’s 14th annual report card, a key deliverable of our strategic planning process, which is based on the balanced HOME PILLAR scorecard framework. The annual report card is one of the ways Apartment buildings 16 properties in which we formally report on progress toward outcomes to both internal and external stakeholders. Apartments & rooms 582 units In April 2018, Cool Aid’s Board of Directors approved a renewed Supportive housing 543 units strategic plan for 2018-2021, with a strong emphasis on community Senior housing 236 units and capacity. Since then, we have continued to strive to: Affordable housing 31 units Better serve our clients and tenants who are Indigenous Indigenous heritage 1 in 5 tenants Create more affordable and mixed-income housing Seniors (over 55) 60% of tenants in addition to more supportive housing Housed 12+ months 96% of tenants Strengthen relationships with neighbours and the
communities in which we provide services
Our current strategic plan is based on three pillars—HOME, HEALTH, HEALTH PILLAR COMMUNITY—that guide and inform our work. Within each pillar are Primary healthcare 39,373 visits the strategic objectives, desired outcomes, performance measures, Health outreach 8,142 encounters and targets that help keep us on track and measure our progress. Dental care 4,842 visits All of these elements are identified in our Performance Dashboard Prescriptions 93,369 filled (see Appendix). The strategy map on page 3 is a graphic overview of our three-year objectives. Overdose prevention 78,191 visits Below is a sampling of what Cool Aid accomplished in 2019/20, Community Kitchen 160 participants made possible thanks to the help of our funders, partners, and Casual Labour Pool >$111K earnings community supporters—and the compassion and commitment Senior recreation 2,779 participants of the 350 employees who are the lifeblood of Cool Aid:
More than 70 staff received Cultural Sensitivity Training COMMUNITY PILLAR through a two-day workshop developed in-house by Cool Aid’s Indigenous Cultural Advisor. Indigenous Education/Program Development Cool Aid received approval to redevelop our property at Client Engagement Facilitator 210 Gorge Road East (details on page 9). We also purchased Cool Aid Arts Collective a 23-apartment low-rise, near Mayfair Mall, to which Peer Advisory Group tenants have now been relocated. Neighbourhood Clean Teams We submitted a proposal to develop the Dr. Joe Haeggert Centre, which would combine housing and health care at a 13th Annual Chili Supper single location, a project we continue to pursue vigorously. 12th Annual Coat & Clothing Drive In March 2020, Cool Aid implemented a comprehensive plan GV Coalition to End Homelessness, CRD, to keep our clients and staff as safe as possible from COVID-19. Aboriginal Coalition to End Homelessness, BC Housing, Island Health, Downtown COVID-19 has exposed, with glaring clarity, that without a home of Service Providers, Food Share Network & one’s own, we are definitely not “all in this together.” It is not easy many other partners, funders & supporters to be kind and be calm when you do not have the safety of a home.
As individuals, as organizations, as community, we must all do what we can to ensure that everyone has access to a safe place that they can call home.
Together, we can make it possible to end homelessness in Kathy Stinson, Chief Executive Officer Greater Victoria. 250.383.1977 [email protected]
October 2020 page 2
Victoria Cool Aid Society 2019/20 Annual Report Card 2018-2021 Strategy Map
October 2020 page 3
Victoria Cool Aid Society 2019/20 Annual Report Card Primary Objective
Strategic Objective End homelessness in Greater Victoria, by building partnerships to improve lives and create homes
Why We Focus on Shelter Use Shelter users represent a significant proportion of the homeless PRIMARY population and Cool Aid is the largest provider of shelter services in Greater Victoria. For those two reasons, monitoring and BJECTIVES TRATEGIC understanding changes in Cool Aid’s shelter population can give us S OBJECTIVE O insight into whether we, as a community, are making progress in reducing homelessness in the region. Note—Since we started reporting on unique shelter clients, shelter capacity in the region has increased significantly. Our Place Society and PHS Community Services Society are two other major providers of shelter services.
Desired Outcome Note that the number of shelter users Fewer people are homeless recorded for 2019/20 is very problematic.
Shelter Usage over Time Unique Shelter Users at Cool Aid The number of people staying at Cool Aid’s three 16 17 18 19 20 emergency shelters gently declined between 2016/17 2015 2016 2017 2018 2019
and 2018/19, a pattern we hoped would continue into 1,663 1,615 1,581 1,549 833 2019/20. Change -3% -2% -2% -46% However, the data recorded for 2019/20 looks quite implausible. It appears that the number of shelter 1. Refers to users of emergency shelters, which include Rock Bay Landing (beds & overflow users has plummeted—by 46%!--compared to the year mats), Sandy Merriman House, and the seasonal before. What happened to some 700 shelter users shelter. Excludes transitional shelter residents. between 2018/19 and 2019/20? The answer, it turns 2. 2018/19 may be slightly understated. out, is multifaceted. After dissecting the data, we can definitively say that, relative to previous years, 2019/20 data is missing a significant number of shelter users. Following are highlights from our analysis:
Overflow mats at Rock Bay Landing (RBL)—Historically, in a typical year, about Not Recorded in 2019/20 14% of Cool Aid’s shelter clients (225 on average) accessed only overflow RBL Overflow shelter
mats at RBL. The regional homelessness management information system Mat Users 225 clients (HMIS) that Cool Aid and other shelter service providers now rely on is estimate currently limited to programs funded by BC Housing. Because RBL overflow mats are not funded, a sizable cohort of clients is therefore excluded from 2019/20 data. Anonymous shelter users—Historically, anonymous users were excluded Not Counted in 2019/20 when determining the number of unique individuals in shelters, a Anonymous shelter convention set by HIFIS 3 (Homeless Individuals and Families Information Shelter Users 130 clients System) and adopted by Cool Aid. Because anonymous users represented estimate only a tiny proportion of shelter users (less than 1%), their exclusion had little effect on reporting. In the regional HMIS, which uses the web-based HIFIS 4, however, the proportion of anonymous users is no longer insignificant. In 2019/20, at least 10% of Cool Aid shelter clients chose to be anonymous. Anecdotal evidence suggests that many more individuals are opting for anonymity because of concerns related to data sharing between service providers, which the regional HMIS makes possible (with many restrictions). Unrecorded or uncounted shelter clients aren’t the only factors contributing to the problematic number of shelter users reported for 2019/20. Removal of limits on emergency shelter stays—A significant policy change was introduced by BC Housing in 2018/19, namely, the removal of time limits on emergency shelter stays (at Cool Aid, usually 30 nights). Cool Aid began to implement that change in late 2018/19 but its effects weren’t evident until 2019/20, as the following table illustrates.
October 2020 page 4
Victoria Cool Aid Society 2019/20 Annual Report Card Primary Objective
So, while our shelter capacity, in terms of shelter spaces, didn’t change throughout most of 2019/20, we accommodated fewer Average Shelter Nights per Person shelter clients, many of whom stayed for longer periods of time. 201516 201617 201718 201819 201920 COVID-19—Beginning in March 2020, Cool Aid’s shelter capacity had to be significantly reduced in order to ensure 32 31 32 30 60
sufficient physical distancing between clients, a reduction still 2019/20 reflects the impact of removing limits in effect at the time of writing (Sept. 2020). on the length of shelter stays. Concurrently, in response to the pandemic, the region is seeing a significant increase in both shelter spaces and temporary housing at multiple locations. In combination, the above factors make it impossible to say whether the number of shelter users decreased, increased or remained constant in 2019/20. They also render comparisons between 2019/20 counts and previous years invalid. We anticipate that 2020/21 data is going to look even stranger because COVID-19 has necessitated a significant decrease in shelter capacity in order to provide for sufficient physical distancing. Despite these data challenges, we can make some observations about shelter usage at Cool Aid.
Shelter Populations of Special Interest In our 2018-2021 strategic plan, high- Cool Aid Shelter Clients: frequency shelter users, Indigenous Priorities for Housing clients, and seniors are identified as High-frequency is defined as clients staying in emergency priorities for supportive and affordable shelter more than 25% of the year or with three contiguous housing. years of shelter use above 10% of each year.
High-Frequency Shelter Users High- Seniors Indigenous Before 2019/20, high-frequency shelter Frequency (over 55) users, on average, represented 10% to
11% of Cool Aid’s shelter population and % of Total Clients accounted for 45% of shelter spaces 2015/16 9% 26% 17% annually. 2016/17 10% 27% 18% 2017/18 11% 27% 17% Analysis suggests that, in 2019/20, the
proportion of high-frequency shelter 2018/19 10% 27% 17% users more than doubled—to 24% of the 2019/20 * 24% 26% 20% shelter population—accounting for 69% % of Shelter Nights of shelter spaces. This increase is, no 2015/16 43% 25% 25% doubt, attributable to the removal of 2016/17 43% 26% 25% limits on the length of shelter stays. 2017/18 46% 22% 24% Indigenous Shelter Users 2018/19 49% 22% 21% In our region, Indigenous people 2019/20 * 69% 19% 26% represent less than 5% of the regional Average per Person Nights Nights Nights population but account for 26% to 27% of 2015/16 147 38 48 Cool Aid’s shelter clients. To better serve
this vulnerable group, we are committed 2016/17 137 37 45 to providing services in culturally 2017/18 138 35 49 appropriate ways. 2018/19 144 32 38 2019/20 * 176 43 80 Senior Shelter Users
People over the age of 55 represent 17% of the shelter population, on average, * 2019/20 reflects the impact of removing limits on the length of shelter stays. and utilize about one-quarter of shelter spaces. An average of 40% of shelter clients are over the age of 45.
October 2020 page 5
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves HOME
CONNECT PEOPLE WITH APPROPRIATE HOUSING
EVERYONE SUPPORT TENANTS TO MAINTAIN THEIR HOUSING DESERVES IMPROVE STAFF'S CONNECTION WITH THE ORGANIZATION BJECTIVES TRATEGIC GROW & DIVERSIFY COOL AID’S HOUSING STOCK S O HOME ACQUIRE CAPITAL & OPERATING FUNDS FOR NEW HOUSING
Desired Outcome Clients are connected to available housing The focus of this outcome is priority populations, About 12% of Cool Aid’s which we define as clients who are high-frequency emergency shelter clients shelter users and/or individuals who may be especially vulnerable, in particular, senior and Indigenous clients. are priorities for housing.
Supportive housing is a very limited resource. Are people from priority populations being connected to the housing that they need, and to what extent? It is surprisingly difficult to answer such questions definitively. While we know that not all homeless individuals stay in emergency shelters, no one has a reliable estimate of their numbers. So, emergency shelter usage remains the best proxy available for the number of homeless men and women in the region.
However, regional shelter data has significant gaps. Historically, about 20% of Cool Aid’s At this point in time, no one knows how many shelter clients access more than one people are actually using emergency shelters. While progress is being made towards a regional of our shelters. Unknown is how homelessness management information system many also use non-Cool Aid shelters. (HMIS), current coverage is limited to shelter
programs funded by BC Housing. That means several shelter providers are excluded from the HMIS. These limitations also make it impossible to measure chronic homelessness, or its proxy, chronic shelter usage. What we can report on is priority clients who stayed at a Cool Aid shelter and who subsequently became tenants in one of Cool Aid’s housing sites. As the right-hand table below indicates, between 2015/16 and 2018/19, about one-third of Cool Aid’s new supportive housing tenants were priority shelter clients. That proportion rose to 38% in 2019/20. (We don’t know how many of Cool Aid’s priority shelter clients were connected to non-Cool Aid housing in the region.)
Priority Clients in Cool Priority Clients from Cool Aid Shelters Aid Emergency Shelters Moving to Cool Aid Supportive Housing (SH)
16 17 18 19 20 201516 201617 201718 201819 201920 2015 2016 2017 2018 2019 see see Number of priority shelter clients Note Note 190 185 194 181 168 Total new SH tenants 110 133 132 189 87
New SH tenants identified 36 41 43 56 33 % of total shelter clients as priority shelter clients
11% 11% 12% 12% 20% % of new SH tenants 33% 31% 33% 30% 38%
Note—Based on recorded shelter clients. Most supportive housing referrals and priority placements are managed 2019/20 is known to be missing a number of through the regional Coordinated Access and Assessment (CAA) system, in shelter clients (see pages 4-5). The increase in which Cool Aid participates. New tenants reported above may be referrals proportion of priority clients is attributable, in by other service providers via CAA. large part, to the removal of limits on the Between 2015/16 and 2018/19, the number of new tenants reflects the duration of shelter stays. opening of new housing sites, specifically, Mount Edwards Court, Cottage Grove, and 3020 Douglas. No new housing opened in 2019/20.
October 2020 page 6
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves HOME
Desired Outcome
Tenants maintain their housing Supportive Housing Retention
Cool Aid program staff use a variety of methods to 201617 201718 201819 201920 prepare clients for successful tenancy and to support % of tenants who preliminary them once they are in housing. The success of these remained housed 92% 97% 96% 96% for at least one year methods is evident in the adjacent table.
2019/20 numbers are preliminary because they do not yet Desired Outcome include clients whose tenancies began in the second half of Tenants are satisfied with their the year. housing environment Note—After surveying clients, we normally hold Tenants feeling “at home” and satisfaction follow-up meetings to discuss issues and potential with their home environment are important remedies. Due to COVID-19, follow-up on 2020 surveys had to be deferred. aspects of maintaining housing stability.
Satisfaction with Overall Quality of Their Home 2020 TENANT SURVEY A majority of tenants (58%-90%) at three of the
housing sites surveyed in 2019/20 were Satisfaction with overall Legend SATISFIED or VERY SATISFIED with the overall Satisfied or quality of your home Very Satisfied quality of their homes. Neutral At Queens Manor, 44% of tenants indicated Not Satisfied or Very Unsatisfied dissatisfaction with the quality of their homes.
Tenants Feel “At Home” Where They Live Apologies are due Tenants at Johnson Manor feel the most at to respondents home where they live, with 100% answering from Pandora Apts. Their surveys were positively (YES or SOMEWHAT). Feeling least at misplaced during home were tenants at Queens Manor, 36% of the COVID-19 office reorganization. whom indicated they do not feel at home. Below, a sampling of comments from tenants sheds light on what makes them feel at home.
2020 TENANT SURVEY 2020 TENANT SURVEY
Do you feel "at home" Legend What makes you feel at home? Yes where you live? “I have good neighbours and great staff.” Somewhat No “The comfort of the building and staff.”
Apologies are due “The freedom of having my own place with my to respondents own bathroom, which I never had before.” from Pandora Apts. “Because when I go in, it's mine.” Their surveys were misplaced during “A place to shut the door to the outside and have the COVID-19 office a place of my own.”
reorganization.
October 2020 page 7
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves HOME
Desired Outcome New Indigenous Tenants Moving More housing for specific client groups into Cool Aid’s Supportive Housing as % of total new supportive housing tenants Indigenous Clients Our 2018-2021 strategic plan identifies Indigenous 201516 201617 201718 201819 201920 individuals as priorities for supportive housing. 18% 31% 25% 25% 32% In 2019/20, 32% of incoming supportive housing 1. The above percentages may be understated tenants were Indigenous, close to our goal of 33% because Indigeneity is not known for all tenants. by 2020/21, which aligns with the target set by the 2. The spike in 2016/17 is due to the start of a pilot Greater Victoria Coalition to End Homelessness. project at Mike Gidora Place in partnership with the Aboriginal Coalition to End Homelessness. Other Client Groups Another priority for supportive housing is high-frequency shelter users, our proxy for chronic homelessness. Historically, one in ten shelter clients at Cool Aid are high-frequency users, who utilize 45% of shelter spaces. As the table below shows, among supportive housing tenants, more than half have a history of shelter use at Cool Aid, a proportion that has been growing over time; it was 35% in 2012/13. Of those tenants with a shelter history, two out of five (36%-41%) have experienced at least one high-frequency year, up from 26% in 2012/13.
Supportive Housing at Cool Aid
A Majority of Tenants TENANT 18 19 20 Have a Shelter History 201718 201819 201920 DEMOGRAPHICS 2017 2018 2019
% of tenants with a history Indigenous 19% 20% 21% 50% 56% 56% of shelter use, at Cool Aid, Women 31% 32% 31% between 2012/13 and 2019/20
Seniors (over 55) 50% 53% 55% Tenants with one or more Youth (ages 19-29) 4% 3% 2% high-frequency years as % of 37% 36% 41%
tenants with a shelter history (definition on page 5) Note—Percentages for Indigenous tenants may be under-
stated because Indigeneity is not known for all tenants.
Desired Outcomes 1. More supportive and affordable housing is developed 2. Capital funding and financing for new projects is secured 3. Sufficient operational funding for new housing is secured
Cool Aid’s Housing Mix is Changing Cool Aid’s SUPPORTIVE AFFORDABLE Many homeless or at-risk people do not need supportive housing but they do need decent Housing Mix HOUSING HOUSING affordable housing, which continues to be in very
short supply in Greater Victoria. Incomes have In 2019/20 remained flat for many people while rents keep rising. 95% 5% Among those most affected are supportive housing By 2023 74% 26% tenants who are ready to transition to more independent living. Market housing options for people on low incomes are very limited. Cool Aid’s first foray into affordable housing was the 2018 acquisition of the 16-unit Balmoral building. Over the next few years, our housing portfolio will shift significantly. By the end of 2022/23, affordable housing will comprise 26% of total apartments, compared to the current 5%.
October 2020 page 8
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves HOME
Housing in Development By the end of 2022/23, Cool Aid will Current 2019/20 2022/23 Housing New Housing have added 176 new homes to the housing market—165 affordable, 11 & New Portfolio Homes Portfolio supportive. In addition, 73 existing supportive housing units will be Homes 582 + 176 = 758 replaced, providing modernized homes SUPPORTIVE 543 11 554 to our tenants.
AFFORDABLE At two of our developments— 31 165 196
Crosstown and 210 Gorge Road East— OTHER (YOUTH) 8 - 8 affordable and supportive housing will coexist on the same site. By including a continuum of housing in these new developments, we are creating inclusive and diverse communities. Crosstown, 3020 Douglas Street Mixed-use initiative with residential, social enterprise, commercial, and community uses. CROSSTOWN—PHASE 1 100 new affordable housing units to range from 3020 Douglas Street (former Tally Ho) studio apartments to family housing, with below- market rents geared to household income. SUPPORTIVE HOUSING—54 APARTMENTS 2 new supportive housing units. 52 existing supportive housing units to be AFFORDABLE HOUSING—100 APARTMENTS replaced. Expected to open in 2023. COMMERCIAL—30,000 SQUARE FEET
210 Gorge Road East Development SOCIAL ENTERPRISES—ART STUDIO, CAFE 42 new affordable housing units. COMMUNITY SERVICES—DAYCARE & MORE 9 new supportive housing units. 21 existing units to be replaced. Expected to open in 2022. Mayfair Manor, 650 Speed Avenue Interim supportive housing for 21 210 GORGE ROAD EAST tenants from our 210 Gorge Road East property. To be converted to 23 affordable housing units once the Gorge Road redevelopment is complete.
October 2020 page 9
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves HEALTH
HELP CLIENTS IMPROVE THEIR HEALTH & WELLBEING
EVERYONE SUPPORT CULTURAL SAFETY & DIVERSITY DESERVES STRENGTHEN WORKPLACE WELLNESS, HEALTH, & SAFETY BJECTIVES TRATEGIC EXPAND CAPACITY TO SUPPORT CLIENT HEALTH & WELLBEING S O HEALTH SECURE FUNDS TO MAINTAIN & EXPAND CAPACITY IN HEALTH & SUPPORT SERVICES
About the Community Health Centre The Community Health Centre is inter- nationally recognized for its expertise Cool Aid’s Health Centre provides integrated primary health care to in hepatitis C and HIV/AIDS, which inner-city clients, a patient population characterized by poverty, food insecurity, housing instability, and homelessness. Survey data indicate includes screening, treatment and that about one in four patients is either homeless or unstably housed. prevention.
2019—Cool Aid was recognized for its leadership and 2018—The Health Centre’s nurse-led, innovation in the integration of programs, services and housing-based approach to hepatitis C advocacy that address the intersection of housing and treatment won an Innovation Award health by a Transformative Change Award from the from the International Network on Canadian Association of Community Health Centres. Hepatitis in Substance Use conference.
Desired Outcome Clients experience improved health outcomes HIV/AIDS and Hepatitis C HIV/AIDS—The Community Health Centre provides integrated health care to 230 patients who are living with HIV. Whether a sprained ankle, a substance use issue, or an HIV-related concern brings them to the clinic, patients have access to a multidisciplinary team of medical professionals, from nurse practitioners to pharmacists, all of whom are knowledgeable about HIV care. The percentage of people living with HIV HIV/AIDS & Hepatitis C 201718 201819 201920 who have undetectable viral loads is the gold
standard for measuring HIV care. Year after HIV+ patients with a plasma 93% 92% 92% year, the Health Centre has continued to viral load <200 copies/mL
meet, and exceed, that standard. Hepatitis C patients 114 127 91 HEPATITIS C—Since 2014, more than 450 starting active treatment
patients have completed hepatitis C treatment at the Health Centre. The number of patients started on hep C treatment peaked in 2018/19. Since then, the Centre has shifted focus to clients who are harder to reach and have comorbidities or mental health and substance use challenges. Launched in 2019 at two of Cool Aid’s Starting in 2020/21, the Health Centre will shelters, the Nurse-led HCV Treatment support four Victoria pharmacies that work in Homeless Shelters Project has been able closely with people who are at risk or living to treat clients with multiple barriers to with hepatitis C. health care, including problematic substance A Cool Aid nurse will monitor patients use, a significant history of mental illness, who test positive and who are interested in lack of primary care provider, and stigma and treatment, providing bloodwork and clinical shame around substance use and HCV consultation. (hepatitis C virus).
October 2020 page 10
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves HEALTH
Desired Outcome Clients have improved access to health supports
Access to Medical Practitioners Improved Access to About 5,000 patients receive their primary Health Supports 201718 201819 201920 health care at the Community Health Centre’s
medical clinic. Clinic visits increased by 4% in Primary healthcare visits 31,625 37,773 39,373 2019/20, rising above 39,000 for the first time. Change 2% 19% 4% Health Outreach For the second consecutive year, the Health Health outreach visits 5,958 7,046 8,142 Centre significantly increased outreach within Change 1% 18% 16% Cool Aid as well as to other service providers Outreach includes doctor, nurse, dietician, and counsellor and community settings. patient encounters at various Cool Aid housing and shelter sites, the Victoria Native Friendship Centre, Anawim House, Introduced in 2018/19, the seniors health PEERS, AIDS Vancouver Island, brothels, and other settings. outreach team continues to provide inter- Excludes activities facilitated by the Health Outreach Worker. disciplinary education and direct care for chronic disease management for tenants in our seniors buildings on a rotating basis. End-of-Life Care For terminally ill individuals who are unhoused or Cool Aid’s Dr. Fraser Black says that the precariously housed, little support is available if they are PORT team has been asked “to see people also dealing with mental illness, substance use or other in their cars, in tents, in places where it challenges at the end of their lives. is just really hard to survive each day.” Hosted by Cool Aid, PORT—Palliative Outreach Resource PORT is the first mobile outreach program Team—is a collaboration between Cool Aid, Island Health, Victoria Hospice, and the University of Victoria, for palliative care in the province. created to bring quality, whole-person palliative care to the region’s most vulnerable people. That means not only pain and symptom management but also connecting health professionals with patients’ families and caregivers and providing grief and bereavement support.
Desired Outcome Clients experience fewer harms and lower risk Pre-Exposure Prophylaxis for HIV (PrEP) Pre-Exposure Prophylaxis for HIV (PrEP) Clients started on PrEP since 2018 178 Under this nurse-led program at the Community Health Clients still on PrEP at March 2020 106 Centre (CHC), PrEP patients are required to have HIV and other blood work done every 90 days. Clients still monitored at the CHC 89 While this represents a significant workload for the nurses, the benefits are also significant. Analysis of first- year enrolments revealed that 25% of patients tested positive for a sexually transmitted disease (STD) post- enrolment, demonstrating the value of follow-up in helping reduce STDs in the community. Overdose Prevention Overdose Prevention AVERAGE
Now in its third year of operation, the Overdose at Rock Bay Landing PER MONTH Prevention Unit (OPU) at Rock Bay Landing continued 19 20 to see growing use and fewer lives lost. Compared to 2018 2019 Change monthly averages in 2018/19, OPU visits increased by 1,654 1,918 +16% Visits to OP unit 16%, inhalation tent visits by 14% while overdose 4,027 4,598 +14% Visits to inhalation tent responses dropped 37% in 2019/20. 18 11 -37% Overdose responses
October 2020 page 11
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves HEALTH
Sadly, March 2020 saw the beginning of a spike in overdose numbers concurrent with a decrease in OPU utilization, most likely due to the effect of isolation in the shelter as well as changes in the drug supply, both attributable to the COVID-19 crisis.
Desired Outcome Clients have improved income, employability and employment opportunities
Income Support 18 19 20 For many clients, applying for income benefits is a Clients Helped to Apply 2017 2018 2019
daunting prospect. In 2019/20, REES staff helped for Benefits at REES 239 392 296 almost 300 individuals apply for Canada Pension Plan benefits, Persons with Disabilities benefits, basic income assistance, and other types of income benefits. Casual Labour Pool Employment Casual Labour Despite being chronically underfunded, Cool Aid’s Pool at REES 18 19 20 Casual Labour Pool has continued to connect an 2017 2018 2019
average of 355 clients a year with companies and Individuals hired 384 350 343 individuals needing temporary workers. Average hourly wage $16.20 $17.85 $18.76
Desired Outcome Greater capacity to provide services to Indigenous clients Indigenization Plan Depending on the program, individuals with an Indigenous heritage represent between 25% and 35% of Cool Aid’s clients. Cool Aid has committed to responding to the Truth and Reconciliation Calls to Action and the Missing and Murdered Indigenous Women and Girls Calls to Justice. Below is a synopsis of the steps we have taken, and will take, to create culturally safe environments for Indigenous clients and to support them on their journeys to wellness and wellbeing.
Steps Along the Path to Indigenizing Cool Aid
Completed or Underway 1. Partnership with the Aboriginal Coalition to 5. Grant applications to help build programs informed End Homelessness to house and support 20 by Indigenous food sovereignty, traditional ways of Indigenous clients with a history of chronic knowing, Indigenous epistemology/pedagogy, homelessness, at Mike Gidora Place. activities on the land, and ceremonial opportunities for Indigenous clients. 2. Hiring of an Indigenous Cultural Advisor to facilitate and guide implementation of the Future Steps Indigenization plan. 1. Elevate the position of Indigenous Cultural Advisor 3. Cultural sensitivity training developed in-house to a senior leadership role in the organization. by the Indigenous Cultural Advisor. More than 2. Create an Indigenous Advisory Group that includes 70 Cool Aid staff took the training in 2019/20. Elders from the Vancouver Island region. 4. Relationships established with the University 3. Build on the lessons learned at Mike Gidora Place of Victoria’s School of Social Work and the and expand Indigenous programming to other Cool Geography Department, with the focus on Aid housing sites. practicum students who are allies or are Indigenous.
October 2020 page 12
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves COMMUNITY
INCREASE ENTREPRENEURIAL & LEADERSHIP OPPORTUNITIES FOR CLIENTS
HELP CLIENTS STRENGTHEN THEIR CONNECTION WITH COMMUNITY VERYONE E INVEST IN LEADERSHIP DEVELOPMENT DESERVES EXPAND CAPACITY TO SERVE INDIGENOUS CLIENTS BJECTIVES TRATEGIC STRENGTHEN RELATIONSHIPS WITH NEIGHBOURS & COMMUNITIES S O COMMUNITY NURTURE DONOR RELATIONSHIPS DEMONSTRATE GOOD GOVERNANCE & ACCOUNTABILITY
LENS Clients & Community
Desired Outcome Clients feel supported to engage Cool Aid in entrepreneurial opportunities ARTS Cool Aid Arts Collective From its start as a pilot project, the Arts Collective has COLLECTIVE blossomed into a vibrant social enterprise that merits more resources to thrive than are currently available. 2019/20 ROSTER The Arts Collective welcomes client artists from Cool Aid, Our Place Society, and other organizations. The 2019 Winter Craft SVdP Art Gallery Fair featured 45 artists from the Arts Collective. Bastion Square summer markets
SATISFACTION WITH 2019 WINTER CRAFT FAIR Moss Street Paint-In
Overall, I am glad that Agree or 96% Strongly Agree Out of the Shadows Art Show I attended this event Winter Craft Fair Desired Outcome Clients take advantage of advocacy and leadership opportunities Peer Advisory Group PEER ADVISORY GROUP Some of the areas The Peer Advisory Group was started as a pilot addressed by the 19 20 group in 2019/20: in 2018/19, to explore ways to increase client 2018 2019 unique involvement in the operations and governance Hoarding, Project 34 41 participants Connect, complaints of Cool Aid. Since then, the group has provided policy, client surveys, senior managers and staff with valuable input in 24 24 meetings Residential Tenancy a variety of areas (see sidebar). Act
Desired Outcome
Clients engage in recreational “At our seniors sites, Recreation Rob got COVID- and social activities creative. Recognizing the isolation that people were feeling, Rob played wandering minstrel, strolling Social & Recreational Opportunities the hallways with his guitar and singing songs as At four of our seniors buildings, a dedicated tenants sat in their doorways and joined in!” recreation worker organizes recreational Housing Program, Q4 2019/20 report to the Board of Directors activities for tenants who may have limited mobility. In the time of COVID-19, he has had to become even more creative (see sidebar).
October 2020 page 13
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves COMMUNITY
The Downtown Community Centre and REES Support Services offer 12th Annual Coat 300+ clients numerous opportunities to engage in recreational, educational, & Clothing Drive attendees social, and volunteer activities, in a safe and welcoming environment. Pre-COVID, both locations were busy hives of activity. Since July 2020, some activities have resumed.
Social and Participants (not unique) Downtown Community Centre (DCC) Recreational Activities 201718 201819 201920
Popular Programs Community Events Drop-in visitors 9,478 8,047 8,301
COMMUNITY KITCHEN EASTER COMMUNITY MEAL 300+ REES Peer-led initiatives 178 200 196 DROP-IN ART COMMUNITY BBQS 150+ Drop-in visitors n/a 10,501 12,015 FLOOR HOCKEY THANKSGIVING MEAL 200 DCC Registered programs 442 707 862 YOGA DECEMBER HOLIDAY MEAL 300
Seniors recreation 2,682 2,538 2,779 TH BOARD GAME CAFÉ 13 ANNUAL CHILI SUPPER 300+ (FairWay Woods, Olympic Vista, OUSING EVERY STEP COUNTS HOST FOR ABORIGINAL COALITION H Hillside Terrace, Cottage Grove) running & walking TO END HOMELESSNESS EVENTS
Desired Outcome Clients take advantage of opportunities
to engage in community “The Cleaning Bee initiative Community in Cool Aid Shelters continues to be successful, Clients, peer workers, and staff at Rock Bay Landing with great participation participated in four cleaning bees in 2019/20. and continued enthusiasm to help out.” Community in Cool Aid Housing
participants Shelter Program, Q4 2019/20 report Close to 300 tenants participated in 31 scheduled 100 to the Board of Directors tenant meetings in 2019/20—an all-time high! In the fourth quarter, the main focus of tenant meetings was the results of the Food Services survey of six housing sites and menu changes made in response to tenant feedback.
“Tally Ho has an excellent garden this year containing beautiful wooden boxes made by a resident. Many other residents spent several hours both working in and enjoying the outdoor space over the spring months. It is evident how much pride the residents have taken in making the outdoor courtyard space ‘home’.” Housing Program, Q4 2019/20 report to the Board Tenants and Their Neighbourhoods 2020 TENANT SURVEY Note—After surveying clients, we normally hold follow-up meetings to discuss issues and Your neighbourhood as a place to live potential remedies. Due to COVID-19, follow- up on 2020 surveys had to be deferred Legend Satisfied or In our 2020 tenant survey, at least half Very Satisfied of the respondents (50%-60%) at Neutral Desmond House, Johnson Manor, and Not Satisfied or Very Unsatisfied Mike Gidora Place gave positive ratings to their neighbourhoods. Least Apologies are due to respondents from satisfied were the tenants at Queens Pandora Apts. Their Manor, with only one-quarter giving surveys were misplaced positive ratings. during the COVID-19 office reorganization.
October 2020 page 14
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves COMMUNITY
LENS Cool Aid & Community
Desired Outcomes 1. More active involvement in neighbourhoods 2. Proactive communication with neighbours
Listening to Our Neighbours Working with Our Neighbours Keeping Neighbours Informed
Our plans for the 210 Gorge Road East Cool Aid’s CEO or a designate regularly Cool Aid publishes monthly articles redevelopment were revised several attends meetings of the Burnside in the Burnside Gorge Community times in response to feedback from Gorge Community Advisory Council. Association newsletter. residents, to better align with The long-standing Rock Bay Landing We hosted open houses at our 210 community priorities. Good Neighbour Committee has been Gorge and 3020 Douglas properties Our plans for the transformation of integrated into the Burnside Gorge to keep neighbours up-to-date on our the former Tally Ho Motel into Community Advisory Council. plans. Crosstown were created in The 713 Johnson Building Committee, In January, we began to reach out to collaboration with the community in composed of the Community Health neighbours of our newly purchased order to achieve a shared vision for a Centre and other occupants, meets Mayfair Motel, which will house successful redevelopment of the site. bimonthly on issues affecting clients, tenants from 210 Gorge Road while staff, and building security. that property is being redeveloped.
Neighbourhood Activities Neighbourhood Clean Teams Giving Back
For the third year, a group of staff and Teams at Rock Bay REES staff were active participants in residents from Rock Bay Landing Landing and Sandy the 2019 United Way Community
joined members of the community in Merriman House Campaign, Partner Presenter Program. the Annual Gorge Waterway Cleanup. undertake daily patrols At presentations to 450+ participants of the area around the in 8 workplaces throughout Greater shelters. Team members hand out Victoria, they shared information business cards so that neighbours about Cool Aid and the United Way. know who to call with any concerns.
Desired Outcome Donors are informed and appreciated
The Spirit of Giving Donate a Hot Breakfast Keeping in Touch When we asked Victorians to help us Between Each issue of People of Cool Aid, our give a holiday gift card to every shelter October and newsletter, highlights a different client resident, the response was beyond December, 11 and how the support of donors is extraordinary. community making a difference. The newsletter With 2,000+ groups came to goes out to donors three times a year. serve a hot breakfast to 75-100 Rock gift cards Every year, our most committed Bay Landing residents. donated, there donors receive a Donor Impact were enough “Feedback from both donors Report, which focuses on programs not only for our and clients has been over- funded by donations to show shelter clients whelmingly positive.” accountability and demonstrate how and our tenants but also for everyone Shelter Program, Q3 2019/20 important their support is to Cool Aid. staying in any shelter in Victoria! report to the Board of Directors
October 2020 page 15
Victoria Cool Aid Society 2019/20 Annual Report Card Everyone Deserves COMMUNITY
LENS Community & Accountability
Desired Outcome
Stakeholder satisfaction with 2020 TENANT SURVEY—SUPPORTIVE HOUSING Cool Aid’s overall performance We undertake regular surveys of clients Overall, how satisfied are you with the and other stakeholders, to ensure that we services provided by Cool Aid Housing? know what stakeholders think about the Legend work we do. In all cases, we share the Satisfied or results of surveys with those surveyed. Very Satisfied Because of COVID-19, several 2020 client Neutral Not Satisfied or surveys were either interrupted or had to Very Unsatisfied be postponed. Furthermore, the follow-up Apologies are due meetings we would normally have with to respondents clients had to be deferred. from Pandora Apts. Their surveys were Featured here are the ratings from our misplaced during 2020 tenant survey, together with a the COVID-19 office sampling of comments from respondents. reorganization.
2020 TENANT SURVEY—SUPPORTIVE HOUSING
What do you like most about living here? What could be improved?
Desmond House Desmond House “It is the location which enables me to commute to work.” “Cleaning common areas.” “I am central to everything I need.” “In this building, it would be a chair lift.” Mike Gidora Place “More input as to services.” “Staff that understand, listen to complaints.” Mike Gidora Place “Close to the things I need.” “Maintenance issues. My eaves are full of dirt and I told staff a while ago.” “Friendships I have here.” “More Aunty Glo [Indigenous Elder].” “My apt & location & staff.” Johnson Manor Johnson Manor “Add counseling.” “Cleanliness, quiet.” “Clarification of rules like guests, etc.” “Security and safety. The building is well kept.” “Maybe offer more programs like AA, “Victoria's society today, there isn't a lot of help out NA, smart recovery.” there. The Cool Aid Society goes above and beyond.” Queens Manor Queens Manor “Draws or game night to win tickets to “Staff and most of the tenants are cool.” movies, sporting events.” “There is safety in the building. They don't let everyone in “The guest policy. Tenants can't always and you have to sign in.” get down to let in guests.” “Staff are caring and do their best to help with issues.”
“The look of the building outside.”
Thank you for reading this report. Your comments are most welcome. Kathy Stinson, CEO, [email protected]
October 2020 page 16
Victoria Cool Aid Society 2019/20 Balanced Scorecard Report APPENDIX—Performance Dashboard
2019/20 Performance Dashboard
ANNUAL 2019/20 PERFORMANCE
PERFORMANCE On or above target Caution Below target Target Actual LEGEND Y3 2020/21 initiative D Deferred Not available at this time
2017/18 2017/18 2018/19 2019/20
PRIMARY OBJECTIVE
1 End homelessness in Greater Victoria DESIRED OUTCOME Fewer people are homeless (see pages 4-5) <1,552 see ◾ Number of unique shelter clients decreases over time pages new <11% 4-5 ◾ Fewer people from priority shelter populations are homeless
CLIENT PERSPECTIVE
1 Connect people with appropriate housing
% of move-ins DESIRED OUTCOME Clients are connected to available housing new 32% 38% ◾ More shelter users from priority populations are connected with Cool Aid housing
2 Support tenants to maintain their housing
preliminary DESIRED OUTCOME Tenants maintain their housing 85% 96% ◾ New tenants remain stably housed (for one year or more)
DESIRED OUTCOME Tenants are satisfied with their housing environment
2018 2019 2020 % Satisfied ◾ Tenants are satisfied with the overall quality of their home - - - - . . . . . Cottage Grove - - 75% 57% . . . . . Desmond House - - - - . . . . . FairWay Woods - - 75% 90% . . . . . Johnson Manor Dashes represent non-survey years. Tenants at each supportive housing - - 75% 72% . . . . . Mike Gidora Place site are surveyed every three years. - - - - . . . . . Mount Edwards - - - - . . . . . Olympic Vista - - 75% n/a . . . . . Pandora Apartments - - 75% 38% . . . . . Queens Manor - - - - . . . . . Swift House % Yes or
2018 2019 2020 Somewhat ◾ Tenants feel “at home” where they live - - - - . . . . . Cottage Grove - - 75% 70% . . . . . Desmond House - - - - . . . . . FairWay Woods - - 75% 100% . . . . . Johnson Manor - - 75% 92% . . . . . Mike Gidora Place - - - - . . . . . Mount Edwards - - - - . . . . . Olympic Vista
October 2020 page 17
Victoria Cool Aid Society 2019/20 Balanced Scorecard Report APPENDIX—Performance Dashboard
ANNUAL 2019/20 PERFORMANCE
PERFORMANCE On or above target Caution Below target Target Actual LEGEND Y3 2020/21 initiative D Deferred Not available at this time
2017/18 2017/18 2018/19 2019/20
- - 75% n/a . . . . . Pandora Apartments - - 75% 64% . . . . . Queens Manor - - - - . . . . . Swift House
3 Help clients improve their health and wellbeing DESIRED OUTCOME Clients experience improved health outcomes 90% 92% ◾ HIV+ clients with plasma viral load <200 copies/mL 100 91 ◾ Hepatitis C patients starting active treatment new 80% n/a ◾ Clients participating in GPSC chronic disease care planning DESIRED OUTCOME Clients have improved access to health supports 140 129 ◾ More tenants have access to additional food where they live new 38,000 39,373 ◾ Increased client access to Community Health Centre providers new 7,000 8,142 ◾ More client encounters through health outreach DESIRED OUTCOME Clients experience fewer harms and lower risk new 100 42 ◾ Clients started on pre-exposure prophylaxis for HIV (PrEP) new 19,000 22,956 ◾ Client visits to Overdose Prevention Unit (Rock Bay Landing) DESIRED OUTCOME Clients have improved income, employability and employment 260 296 ◾ Clients assistedopportunities in applying for benefits for which they are eligible 350 343 ◾ Clients employed through the Casual Labour Pool
4 Support cultural safety and diversity
DESIRED OUTCOME People with different backgrounds are welcomed and respected
2018 2019 2020 % Positive ◾ Clients feel welcomed and respected when using Cool Aid services - D 75% - . . . . . Rock Bay Landing shelter residents - - - - . . . . . Sandy Merriman House shelter residents - - - - . . . . . Next Steps Transitional 2018 2019 2020 D 80% - . . . . . Medical Clinic 2017 2018 2020 D 80% - . . . . . REES DESIRED OUTCOME Indigenous clients feel supported when accessing Cool Aid services new - Y3 - - ◾ More opportunities to engage in cultural and social events new - Y3 - - ◾ Sub-measure: More clients participate in cultural and social events new - Y3 - - ◾ Indigenous clients report they feel supported when accessing Cool Aid services
5 Increase entrepreneurial and leadership opportunities for clients Unique DESIRED OUTCOME Clients feel supported to engage in entrepreneurial opportunities new 80 75 ◾ Participants in entrepreneurial workshops/training and events/activities new 75% 96% ◾ Client satisfaction with supports, opportunities, responsiveness
October 2020 page 18
Victoria Cool Aid Society 2019/20 Balanced Scorecard Report APPENDIX—Performance Dashboard
ANNUAL 2019/20 PERFORMANCE
PERFORMANCE On or above target Caution Below target Target Actual LEGEND Y3 2020/21 initiative D Deferred Not available at this time
2017/18 2017/18 2018/19 2019/20
Unique DESIRED OUTCOME Clients take advantage of advocacy and leadership opportunities new 40 41 ◾ Participants in workshops/education sessions and Client Advocacy Group new 18 18 ◾ Sub-measure: Clients who participate for 3 months or more new D 75% - ◾ Client satisfaction with supports, opportunities, responsiveness
6 Help clients strengthen their connection with community DESIRED OUTCOME Clients engage in recreational and social activities Not unique ◾ Participation in social/recreational events/programs 8,500 8,301 . . . . . Visitors to REES new 11,000 12,015 . . . . . Visitors to Downtown Community Centre (DCC) new 200 196 . . . . . Participants in Peer-Led Initiatives at REES new 900 862 . . . . . Participants in DCC Registered Programs new 2,700 2,789 . . . . . Participants in Senior Recreation DESIRED OUTCOME Clients take advantage of opportunities to engage in community Not unique ◾ Increased engagement in social opportunities and community events new 115 76 . . . . . Participants in social opportunities new 150 710 . . . . . Participants in community events 2018 2019 2020 % Satisfied ◾ Tenants are satisfied with their neighbourhood as a place to live - - - - . . . . . Cottage Grove - - 75% 50% . . . . . Desmond House - - - - . . . . . FairWay Woods - - 75% 60% . . . . . Johnson Manor - - 75% 59% . . . . . Mike Gidora Place - - - - . . . . . Mount Edwards - - - - . . . . . Olympic Vista - - 75% n/a . . . . . Pandora Apartments - - 75% 25% . . . . . Queens Manor - - - - . . . . . Swift House
STAFF PERSPECTIVE
1 Improve staff's connection with the organization DESIRED OUTCOME Staff feel recognized and valued new 225 290 ◾ More staff participate in Cool Aid social, training and educational events 2016 2019 2020 % Positive
D 70% - ◾ Staff indicate they feel recognized and valued
October 2020 page 19
Victoria Cool Aid Society 2019/20 Balanced Scorecard Report APPENDIX—Performance Dashboard
ANNUAL 2019/20 PERFORMANCE
PERFORMANCE On or above target Caution Below target Target Actual LEGEND Y3 2020/21 initiative D Deferred Not available at this time
2017/18 2017/18 2018/19 2019/20
2 Strengthen workplace wellness, health, and safety DESIRED OUTCOME All staff participate in a culture of occupational health and safety ◾ Progress on OSH management system to achieve WorkSafe BC Certificate of Recognition (COR) new 59% 56% . . . . . % of COR criteria met new complete complete . . . . . COR sections completed—2019/20 target: Inspections Section
2016 2019 2020 % Positive DESIRED OUTCOME Staff have supports for workplace wellbeing D 71% - ◾ Increased satisfaction among staff with workplace health and safety new D 71% - ◾ Staff report satisfaction with support from supervisor and colleagues
3 Invest in leadership development
2016 2019 2020 % Positive DESIRED OUTCOME Opportunities for leadership development are available new D 71% - ◾ Staff report satisfaction with relationship with immediate supervisor new D 75% - ◾ Increased satisfaction by management team in leadership development
COMMUNITY AND CAPACITY PERSPECTIVE
1 Grow and diversify Cool Aid’s housing stock
ME apts ME apts DESIRED OUTCOME More supportive and affordable housing is developed new 15 15 ◾ Mount Edwards, 210 Gorge Rd, and 3020 Douglas are completed DESIRED OUTCOME More housing for specific client groups new 28% 31% ◾ Indigenous individuals are housed in Cool Aid supportive housing in line with Coalition targets
2 Expand capacity to support client health and wellbeing DESIRED OUTCOME Key gaps in services are filled new Y2+ funds Y2+ funds ◾ Palliative care program for vulnerable clients is implemented
3 Expand capacity to serve Indigenous clients DESIRED OUTCOME Greater capacity to provide services to Indigenous clients new - Y3 - - ◾ Indigenization plan for Cool Aid developed and implemented new - 60 >70 ◾ More staff complete Cultural Sensitivity training new - Y3 - - ◾ Increased connections/relationships with Indigenous community
4 Strengthen relationships with neighbours and communities DESIRED OUTCOME More active involvement in neighbourhoods new 8 8 ◾ Regular interactions are established with relevant community associations new 8 8 ◾ Neighbourhood activities led or participated in DESIRED OUTCOME Proactive communication with neighbours new 12 11 ◾ In-house events and tours of Cool Aid sites hosted new 10 12 ◾ Number of Cool Aid communications to neighbours
October 2020 page 20
Victoria Cool Aid Society 2019/20 Balanced Scorecard Report APPENDIX—Performance Dashboard
ANNUAL 2019/20 PERFORMANCE
PERFORMANCE On or above target Caution Below target Target Actual LEGEND Y3 2020/21 initiative D Deferred Not available at this time
2017/18 2017/18 2018/19 2019/20
5 Demonstrate good governance and accountability
2016 2019 2020 DESIRED OUTCOME The Board assesses performance and meets established benchmarks D - - ◾ Board performance meets or exceeds established benchmarks
DESIRED OUTCOME Stakeholder satisfaction with Cool Aid’s overall performance
2018 2019 2020 % Satisfied ◾ Client satisfaction with services received - D 75% - . . . . . Rock Bay Landing shelter residents - - - - . . . . . Sandy Merriman House shelter residents - - - - . . . . . Next Steps Transitional
- - - - . . . . . Cottage Grove Dashes represent non-survey years. - - 75% 73% . . . . . Desmond House Tenants at each supportive housing - - - - . . . . . FairWay Woods site are surveyed every three years. - - 75% 80% . . . . . Johnson Manor - - 75% 69% . . . . . Mike Gidora Place - - - - . . . . . Mount Edwards - - - - . . . . . Olympic Vista - - 75% n/a . . . . . Pandora Apartments - - 75% 40% . . . . . Queens Manor - - - - . . . . . Swift House 2018 2019 2020 D 80% - . . . . . Medical Clinic 2017 2018 2020 D 80% - . . . . . REES new 2019 2020 % Positive ◾ Staff satisfaction with their workplace and with Cool Aid - D 70% - . . . . . Workgroup - D 61% - . . . . . Agency
DESIRED OUTCOME Cool Aid apartments become available to new residents more quickly new <45 days 49 days ◾ Average time to fill supportive housing apartments decreases over time
FINANCIAL PERSPECTIVE
1 Acquire capital and operating funds for new housing
DESIRED OUTCOME Capital funding and financing for new projects is secured ◾ Funding and financing is approved for new projects new - Yes Pending . . . . . 210 Gorge Road East (2019/20 target: Final construction pricing & approval) new - Yes Pending . . . . . 3020 Douglas (2019/20 target: Provisional BCH approval for construction financing/funding; CMHC confirmation for grant funding)
DESIRED OUTCOME Sufficient operational funding for new housing is secured new - Y3 - - ◾ Revenue meets or exceeds operating costs for new projects
October 2020 page 21
Victoria Cool Aid Society 2019/20 Balanced Scorecard Report APPENDIX—Performance Dashboard
ANNUAL 2019/20 PERFORMANCE
PERFORMANCE On or above target Caution Below target Target Actual LEGEND Y3 2020/21 initiative D Deferred Not available at this time
2017/18 2017/18 2018/19 2019/20
2 Secure funds to maintain and expand capacity in health and support services DESIRED OUTCOME Increased or stable funding for health and support services new $100K >$700K ◾ Additional funding for Health and Support Services is secured
3 Nurture donor relationships DESIRED OUTCOME Donors are informed and appreciated new 12 14 ◾ More opportunities for community groups to engage with Cool Aid programs
DESIRED OUTCOME Individual, corporate and foundation contributions increase new $850K $1.6M ◾ Sustain or grow contributions from private sources new 1,000 2,075 ◾ Growth in number of active donors new 62% 60% ◾ Donor retention rate increases
October 2020 page 22