THE TOWN OF EDSON Community Social Needs Assessment
Community Services: Family & Community Support Services
October, 2014
THE TOWN OF EDSON Community Social Needs Assessment
Community Services: Family & Community Support Services Table of Contents
Section 1: Introduction 1
Section 2: Community Context 3
Section Population & Demographics 5
Section Student Population 6
Section Growth Projections 7
Section 3: Strategic Review 8
Section Community Research 13
4: Inventory of Social Services 15
Edson FCSS Programs & Services 16
Other Preventative Programs & Services 19
5: Trends & Issues 24
Social Issues 25
Trends & Best Practices in Preventative Social Services 28
6: Consultation Overview 31
7: Conclusions & Recommendations 34
Implementation 38 Section 1
Introduction
1 Situated approximately 200 km west of Edmonton, the Town of Edson is a municipality of approximately 8,600 residents. The community is experiencing significant change with expansion of the resource industry in the area and the attraction to the community of new immigrant families. The Town works to ensure residents experience a high quality of life. This is done through the delivery of services by the Town and others in the community. In particular, Edson Family and Community Support Services (FCSS) strives to strengthen the community and its families through its programs and grant funding.
Due to the changing nature of the community, the Town determined that a structured plan for the provision of social services was needed. A structured plan will bring together a comprehensive picture of the community, including identified priorities, which will enable FCSS to apply its finite resources in the most effective manner. As such the Town retained the services of a consultant (RC Strategies) to help it develop a Social Needs Assessment. The Assessment is intended to guide the Town’s social services efforts for a period of five years.
To complete the Social Needs Assessment—and develop the associated recommendations—a thorough program of research was undertaken. Program elements included a review of the Town context including population analysis. Various municipal and provincial strategic plans were reviewed to understand the context within which this Assessment fits. An inventory of existing social programs offered to community residents was developed. Secondary research was conducted to identify trends in the delivery of social services as well as prevalent issues to address. Finally, a program of primary research was implemented.
A determination of the social needs in the community has to be informed by residents and organizations. Interviews were conducted with a number of stakeholders and organizational representatives in the community. A survey was fielded with community residents; as well, local students were surveyed. The detailed findings from the consultation are presented under a separate cover; however, a brief summary is included in this document.
Finally, a series of recommendations are presented that will guide the Town of Edson in its provision of preventative social services. An implementation plan accompanies these recommendations.
2 Section 2
Community Context
3 The Town of Edson (population 8,646) is located in Yellowhead Edson is served by the Edson Healthcare Centre which includes County approximately 200 km west of Edmonton and 165 km a continuing care facility along with an array of inpatient east of Jasper. The community’s location along Yellowhead and outpatient services. The provincial government recently Highway #16, one of western Canada’s busiest transportation routes, announced a budget allocation of $186 million towards the has contributed to Edson remaining a main service, retail, and construction of a new Edson Healthcare Facility which is industrial hub in the region. Edson serves a trading area of scheduled for completion in 2015.3 The Parkland Lodge in 14,000 people and it is estimated that approximately 18,000 Edson provides 55 units of assisted seniors living and is located vehicles pass through the town each day.1 on a site which includes a park, walking trails, and gazebos.
Residents of Edson have access to a variety of cultural, recreation, The economy in Edson continues to be largely driven by natural and community facilities and services. Facilities located in resource development. The Edson area is home to major Shell the community include the Galloway Station Museum Canada and Talisman Energy operations along with a number and Travel Centre, Kinsmen Park, Red Brick Arts Center, of smaller operations. Industry in Edson benefits from the Talisman Place (swimming pool and twin ice rinks), sports fields, existence of strong transportation infrastructure. In addition to a golf course, and numerous parks and outdoor spaces. the regions location along the Yellowhead Highway Corridor, Also located within the Edson area are 32 campgrounds Edson is also served by a main CNR line and the all-weather which draw numerous visitors to the region each year. Edson Airport.
Community organizations in the Edson area fulfill a key role in the delivery of many community programs. The Town’s Community Services Directory list hundreds of these organizations and agencies, many of which are longstanding in the community. The Town of Edson also plays an important role in the delivery of many community, leisure, recreation, and cultural programs through its Community Services Department and Family Community Support Services office.
Individual volunteers also continue to contribute significantly to a variety of causes and initiatives in Edson. A recent and ongoing initiative that exemplifies the volunteer and community spirit of Edson is the success of the Habitat for Humanity Program. Edson is currently undertaking the largest rural Habitat for Humanity build in Canadian history, which, when completed, will provide new homes for fifteen families.2
Primary and secondary education in Edson is provided by the Grande Yellowhead Public School Division (5 local schools) and the Living Waters Catholic Schools Regional Division No.42 (2 local schools). An independent school, the Yellowhead Koinonia Christian School, is also available in the town. Current enrollment figures indicate that there were 2,397 students in Edson during the 2013 / 2014 school year.
1 Town of Edson, Community Profile (2012). 2 https://www.hfh.org/gallery/photos/edson/ 3 http://www.edson.ca/town/town-news/post/2155
4 Population & Demographics
The Town of Edson’s 2012 Municipal Census count of 8,646 Gender variances also exist within some age categories. Of adults in the Town reflected a 2% increase from the 2011 Statistics aged 25 to 44, approximately 55% are males as compared to a Canada Census. From 2006 to 2011 the federal census provincial average of 50.5% within that age segment. Over 53% recorded a population increase of 4.7% (0.94% average of children and youth aged 0 to 14 years in Edson are males, annual growth). which is slightly higher than the provincial figure of just over 51%. Consistent with provincial data, the majority (just under 55%) of In 2011 the population of Edson had a median age of 35.1, which is adults aged 65 and older in Edson are females. slightly younger than the overall provincial average of 36.5. The following chart provides an overview of the age distribution Identified as follows are additional selected household of residents contrasted with overall provincial figures. As reflected characteristics of Edson. Data is from the 2011 Statistics in the chart, age distribution for the majority of age segments is Canada Census unless otherwise noted. similar to overall provincial figures (within 1%). Age segments • 50.7% of census families in Edson have 2 persons with a variance of more than 1% between the Town and the (provincial average: 48.5%) provincial average were adults aged 25 to 34 (2.7% higher in Edson), adults aged 55 to 64 (1.4% lower in Edson) and • There are 2,345 census families residing in private adults aged 65 and older (2.2% lower in Edson). households in Edson. • 885 individuals (10.6% of the overall population) in Edson reside alone. AGE TOWN OF TOWN OF PROVINCIAL • Of the 1,960 couple families in Edson, 77.8% report as GROUP EDSON (#) EDSON (%) AVERAGE (%) being legally married (provincial average: 72.0%). 0 TO 4 566 6.5% 6.7% • 22.2% of couple families in Edson are common-law (provincial average: 13.6%). 5 TO 9 532 6.1% 6.0% • 52.2% of couple-family households in Edson 10 TO 14 535 6.2% 6.1% have children (provincial average: 53.6%). • 90.9% of residents in Edson report that English is their 15 TO 19 571 6.6% 6.5% mother tongue. The next largest segments are: 20 TO 24 623 7.2% 7.1% »» French: 1.9% 25 TO 34 1566 18.1% 15.4% »» Tagaloc: 1.6% »» German: 1.0% 35 TO 44 1292 14.9% 14.2% • In 2005 (last available federal census data), the median 45 TO 54 1332 15.4% 15.4% income of all Census families in Edson was $78,223 (provincial average: $ 73,823). 55 TO 64 867 10.0% 11.4% »» Median income of married-couple families 65+ 772 8.9% 11.1% was $86,180 (provincial average: $83,046) »» Median income of lone-parent families was $35,705 Town of Edson data from 2012 Municipal Census, Provincial data from 2011 Statistics Canada (provincial average: $40,397) Census of the Population. »» Median income of female lone-parent families was $33,224 (provincial average: $37,469)
5 Student Population
Student enrollment data was compiled in order to further analyze child and youth growth patterns in the community. As presented in the following chart, there were 2,397 students enrolled in primary or secondary school in Edson during the 2013 / 2014 school year. This figure represents approximately 28% of the Town’s overall population.
AGE GROUP 2010/2011 2013/2014 2011/2012 2012/2013 2009/2010 2009/2010 ENROLLMENT ENROLLMENT ENROLLMENT ENROLLMENT ENROLLMENT (PRELIMINARY)
A.H. DAKIN SCHOOL (K – 5) 157 119 134 116 114 EVERGREEN ELEMENTARY SCHOOL (K - 5) 253 248 263 270 241 PARKLAND COMPOSITE HIGH SCHOOL (9 - 12) 544 552 545 578 562 ECOLE PINE GROVE MIDDLE SCHOOL (6 - 8) 327 344 352 372 399 ECOLE WESTHAVEN SCHOOL (K - 5) 316 302 263 264 294 HOLY REDEEMER CATHOLIC HIGH SCHOOL (7 - 12) 338 347 347 332 336 VANIER COMMUNITY CATHOLIC SCHOOL (K - 6) 376 356 364 354 369 YELLOWHEAD KOINONIA CHRISTIAN SCHOOL (K - 12) 86 78 97 94 97 TOTAL 2,397 2,346 2,365 2,380 2,412
The overall student population in Edson has remained relatively Edson School Enrollment: 5 Year Trend stable in recent years. As illustrated in the following graph, Data from Alberta Education the student population increased by 51 students for the 2013 / 2014 school year. Overall, year to year fluctuations 2,450 in the student population have been within +/-2.5%.
2,400
2,350
2,300 4 3 2 1 0
2013/201 2012/201 2011/201 2010/201 2009/201
6 Growth Projections
Fifteen year growth projections for the Town of Edson have been developed and are illustrated in the accompanying graph. The low growth scenario (0.94% annual growth) was developed using the average annual growth recorded in the Town between 2006 and 2011 federal census counts. This scenario would result in a 2029 population of 10,137 residents in Edson. The medium growth scenario (1.36% annual growth) was developed using the average annual growth recorded in the Town between 2001 and 2006 federal census counts. If this scenario was realized, the Town would have a 2029 population of 10,878 residents. Lastly, the high growth scenario (2% annual growth) was developed to reflect the change in population between the 2011 federal census and 2012 Municipal Census. This growth scenario would result in a 2029 population of 12,106 in Edson.
Town of Edson Growth Projections
High Medium Low
12,500
12,106 12,000
11,500
11,000 10,878 10,500
10,137 10,000
9,500
9,000
8,500 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 201 201 201 201 201 201 201 201 202 202 202 202 202 202 202 202 202 202
Note: Edson is a service centre for the surrounding area. While the discussion herein speaks specifically to the Town of Edson, there is a recognition that the population serviced extends beyond solely the Town. In the same manner, the shadow population has not been accounted for in this discussion of population. The primary message from this analysis is that the community is dynamic and continues to grow and change.
7 Section 3
Strategic Review
8 A review of pertinent strategic planning documentation was undertaken to provide context for the development of the Social Needs Assessment. The review included planning documentation produced by the Town as well as the Province of Alberta. Documents with potential relevance to the Social Needs Assessments are summarized as follows.
Family and Community Support Services Act (2000) / Family and Community Support Services Regulation (last amended in 2013)
The Family and Community Support Services Act and The Regulation further indicates that FCSS programs must: Regulation are a provincial statute which outlines the Be of a preventive nature that enhances the social well- responsibilities of municipalities as it pertains to the delivery being of individuals and families through promotion or of FCSS services. The Regulation document identifies five intervention strategies provided at the earliest opportunity, core responsibilities of a municipality in the establishment, and do one or more of the following: administration and operation of FCSS programs: i ) Help people to develop independence, strengthen coping a ) Promote and facilitate the development skills and become more resistant to crisis; of stronger communities; i ) Help people to develop an awareness of social needs; b ) Promote public participation in planning, delivering, and governing the program and services provided ii ) Help people to develop interpersonal and group under the program; skills which enhance constructive relationships among people; c ) Promote and facilitate the involvement of volunteers; iii ) Help people and communities to assume d ) Promote efficient and effective use of resources; and responsibility for decisions and actions which e ) Promote and facilitate co-operation and co-ordination affect them; and with allied service agencies operating within iv ) Provide supports that help sustain people the municipality. as active participants in the community. The Regulation also outlines services that cannot be delivered by FCSS programs. These include reactive or rehabilitative services and duplicate services offered by other government agencies or entities. The Regulation also stipulates that the primary focus of FCSS cannot be to deliver recreational or leisure pursuits.
The Province provides funding to municipalities using a formula based on population. The municipality must contribute at least 25% of the Province’s funding. Municipalities can contribute more.
9 Alberta’s Social Policy Framework (2013) Alberta’s Poverty Reduction Strategy:
Alberta’s Social Policy Framework was initiated to help guide Discussion Paper (2013) the future direction of social policies and the provision of Aligning with the development of the 2013 Social Policy Framework, related programs. Fundamental to the objectives of the Alberta’s Poverty Reduction Strategy has been initiated to framework is the need to coordinate the “activities within meet the following four objectives: and between government departments, to harmonize work between government and other stakeholders, and to ensure that • A comprehensive strategy to eliminate child poverty there is policy alignment and consistency.” Ensuring efficiency in five years; and collaborations between service providers is identified • A 10-year plan to reduce overall poverty; throughout the document as being crucial to the sustainability • An implementation plan that outlines immediate, of Alberta’s social service and program delivery capacity. mid-, and long-term actions; and The strategic directions set forth in the Policy will be driven • A comprehensive community-based evaluation by eight key transformational initiatives. and monitoring strategy. 1. Early Childhood Development. In June 2013, a discussion paper was published to help set forth a context for the development of the Poverty Reduction 2. Poverty Reduction Strategy. Strategy and identify potential areas of exploration that may 3. Common Service Access. help drive potential strategies. Identified in the discussion 4. Primary Health Care Initiatives. paper are seven policy areas or “domains” that have research 5. Results-based Budgeting. based rationale to support the positive effects they can have on reducing poverty. 6. Partner with First Nations, Métis and Inuit communities. 7. Safe Communities. 1. Affordable housing. 8. 10-Year Plan to End Homelessness. 2. Early childhood development. 3. Education and literacy. The document indicates that future decisions and service provision will be largely driven and influenced by these eight 4. Training and skills development. key transformational initiatives. 5. Income supplementation and replacement. 6. Assets. 7. Place-based interventions. The discussion paper suggests that building on these domains (the majority of which are preventative in nature) can help create a path to reducing poverty in Alberta. For each domain a number of potential strategies or options are provided. The discussion paper further mentions that strategy will “coordinate and leverage ongoing municipal efforts to address poverty.”
10 An Alberta Approach to Early Town of Edson Municipal Childhood Development (2013) Sustainability Plan
Also aligning with the development of Alberta’s Social The Town’s Municipal Sustainability Plan (MSP) was developed Policy Framework is an initiative to create a strategy to build on previous strategic planning and to outline future specific to early childhood development. The Alberta goals and objectives for administration and council. Approach to Early Childhood Development document The document re-affirms that Town’s mission statement: identifies the need to focus efforts on ensuring a healthy start in life for children along with supports to ensure that “Edson, Heart of the Yellowhead, a community of they can develop in nurturing and supportive environments. opportunities, growth, investment, and an excellent The document outlines five specific objectives for the next quality of life.” three years. The document further reflects that the mission statement is to be 1. Improve maternal, infant, and child health to support reflected by council and administration when making decisions healthy pregnancies; reduce the number of children related to planning, policy, and program implementation. with Fetal Alcohol Spectrum Disorder; optimize The MSP was created using the Alberta Urban Municipalities maternal mental health; and provide early screening Associations’ five pillars of sustainability. One of these pillars and follow up to support a child’s development. reflects the “social dimension creation of a harmonious and 2. Provide Alberta parents with access to leading edge inclusive community”. The Town’s MSP build on this pillar by early years information and practical tools that help outlining five specific priorities. support their child’s development. 1. Multi-use, year-round leisure facilities. 3. Assist families experiencing periods of vulnerability to 2. Designation of additional green space. provide healthy, safe, and nurturing experiences for 3. Enhancement / lengthening of existing trail systems. their children and protect children who are not safe. 4. Increase community volunteerism, 4. Create a “made in Alberta” early years approach to engagement and leadership. provide responsive early learning and care options that help children to reach their developmental potential by 5. Appropriate affordable housing. the time they enter school. 5. Collaborate with communities to develop a cohesive and accessible system of neighbourhood supports where families can get the right supports at the times they need it most. Complimentary to the Alberta Approach to Early Childhood Development is the creation of a Children’s Charter. The Charter will be “used to guide decision making, both within government and in communities, and represents a commitment to uphold a ‘children first’ approach when looking at all programs and policies that impact children and their families.”
11 Town of Edson Municipal Town of Edson Indoor Development Plan (2006) Facility Study (2006 / 2007)
The Town of Edson’s 2006 Municipal Development Plan Developed in two phases, the Indoor Facility Study was (required under the Municipal Government Act for all developed to review the current service delivery structure municipalities with a population exceeding 3,500 residents) and further measure the preliminary community support, outlines a number of broad based goals and strategies to feasibility, and implications of developing new or enhanced help guide future planning, growth, and service provision. recreation and leisure infrastructure. The Study was developed through extensive consultation and research One of the overarching goals identified in the MDP is to with residents and stakeholders. “provide for growth to occur in an orderly and efficient manner without reducing the quality of life for the residents The Study indicates that the exploration of a new multi- of Edson.” Related to growth, the MDP outlines a number purpose regional family leisure centre should continue of objectives which encourage the use of existing land and to be pursued, with the facility potentially including a library, resources and efficient use of land. While the need for or indoor spectator arena, field house, fitness and wellness provision of affordable housing is not specifically cited, facilities, and with other multi-purpose community the MDP does state as an objective that the Town should spaces (e.g. meeting rooms, program rooms). Also outlined “encourage a wide range of residential parcels and housing in the Study are potential options to expand or enhance types to meet future market demands.” A number of existing spaces such as the Edson Recreation Complex, references are also made to ensuring that residents have Edson Leisure Centre, Public Library, and Red Brick School. access to municipal services and facilities.
Part IV, Section 5, of the MDP further outlines three objectives for the future of community resources. Edson Affordable Housing Study (2008)
1. To ensure the provision of enough suitable land to The Affordable Housing Study was developed based on meet the future educational, recreational, spiritual, input from stakeholders in the community. Consultation cultural, and medical needs of Edson’s residents. with stakeholders identified a number of vulnerable 2. To encourage development of high quality community demographics and issues resulting from a lack of affordable facilities and services. housing. The Study further outlined goals that can help 3. To encourage efficient and economic use of all improve the affordable housing situation in Edson: community resources. • Available, appropriately zoned land for development Note: The MDP is being updated by the Town. The revised MDP will be completed in early 2015. of affordable housing projects; and • Attraction of groups / companies to erect diverse types of affordable and transitional housing units to meet the varied needs of the citizens.
12 Community Research
A number of research and community initiatives have been undertaken in recent years that provide information specific to the Edson context. Identified as follows is a summary of this research.
Edson Affordable Housing Study (2008)
Input from stakeholders identified a number of at-risk groups that were most affected by affordable housing issues in Edson: • Low income earners; • Those on fixed income or pensions; • Seniors in several different types of circumstances; • Female single-parent families; • Recent graduates from high school, colleges, and universities; • Singles recently moved to Edson; • Foreign workers; and • Business and service agencies who could not keep / attract staff due to unavailability of housing.
13 HIV West Yellowhead Harm Reduction Needs Assessment (2013)
A Needs Assessment was conducted by HIV West Yellowhead The research also revealed a number of social factors related in order to better identify and understand the needs of to substance abuse issues. Unstable housing was one such individuals using non-prescription injection drugs as well factor identified with 60% of interview subjects reporting as set forth a long term strategy for the region. The Needs that they had made use of more than one type of housing. Assessment included primary research with injection drug An additional 25% had slept in 3 or more types of housing. users and secondary research using available data from When asked about health issues and related needs, half of government and academic sources. participants reported having experienced one or more drug- use-related medical issue in the past year. Just under half (45%) Findings from the primary indicate a number of broader of the subjects reporting having Hepatitis C with 20% substance abuse trends in the region. Twenty individuals indicating that they were HIV positive. reporting injection drug and / or crack cocaine pipe use in the last six months participated in Assessment of Risk Context The Needs Assessment included seven recommendations (ARC) interviews. Key findings from the ARC interviews are to better address the needs and issues associated with as follows: injectable drug use. In addition to a need for increased funding and resources, recommendations included better • Half of participants reported being Caucasian and more prevalent syringe distribution and disposal sites, while the other half identified with one or more increased education and awareness, and the addition of Aboriginal category. on-site medical expertise to help better deal with many • The average age of ARC interview subjects was issues that result from injectable drug use. 45 years old and 60% were male. • Half of participants estimated that the total value of their belongings and property would be worth $1,000 or less. • 25% of interview subjects had completed high school, Shell Community Feedback Session: 10% had some college, 15% had completed college, Report to the Community (2014) and 5% had attended some grad school. In early 2014, Shell hosted a community feedback session in • 90% of interview subjects had at least one child Edson which provided residents with the opportunity to share (average: 2.0) their thoughts on Shell’s current operations in the area and • When asked about the use of substances in the various other community issues. Key themes from the session last 30 days, the top 5 reported substances used were: include the following. 1. Methamphetamine (95%). • Participants were concerned over a widening disparity 2. Alcohol (70%). of wealth within the community that has resulted in 3. Marijuana (60%). a lack of affordable housing. 4. Oxycontin (40%). • A growing population has also resulted in greater use 5. Cocaine (30%) / Percocet (30%). of community services that has caused impacts to the capacity and quality of community infrastructure. • Respondents reported injecting between 1 and 5 different drugs in the last 30 days, including 65% • The Habitat for Humanity program was cited who said they injected more than one. as an example of Edson’s strong community and volunteer spirit. • On average, respondents reported injecting 2.4 different kinds of drugs.
14 Section 4
Inventory of Social Services
15 The Edson FCSS provides a number of community resources, services, and programs. While Edson FCSS delivers some of these programs directly, many others are offered through partnerships and collaborations with other organizations in Edson and surrounding areas. These partnerships help reduce duplication and lever the maximum value out available resources. Presented in this section is an overview of the preventative programs and services available to residents in the Edson area.
Edson FCSS Programs & Services
Services offered directly through the Edson FCSS office (located at the Town’s Civic Centre) are summarized in the following chart.
PROGRAM / SERVICE DESCRIPTION TARGET MARKET SEASON / DATE(S)
Newcomers to Edson, individuals Edson FCSS provides information COMMUNITY looking for new opportunities on programs, services, events, INFORMATION to get involved, individuals Year-round and referrals to other SERVICES requiring assistance or help organizations when required. accessing services / programs.
VOLUNTEER Assistance is provided to Low income earners, seniors, INCOME TAX individuals that require help Spring immigrants / foreign workers PROGRAM completing tax returns.
COMMUNITY Published monthly with a Edson and area residents, EVENT Monthly listing of community events. newcomers to Edson CALENDAR
COMMUNITY Published every second INFORMATION year and lists non-profit and Residents & community groups Bi-Annually PROGRAM government organizations.
EDSON Published five times per year SENIORS and mailed free of charge to Seniors Year-round (5 editions) NEWSLETTER Edson seniors.
Edson FCSS coordinates SENIORS workshops on topics such Year-round on a sessional Seniors and caregivers WORKSHOPS as assisted living (Aids to or “one-off” basis Daily Living) and elder abuse.
16 The Edson FCSS also directly delivers programming for parents with children through its Family / Parent Link Centre. The Centre operates with two full-time staff out of the Red Brick Arts Centre and offers a variety of drop-in programs, classes, workshops, and events. The facility is equipped with a play room and toy lending library along with other resources that parents can access. Centre staff are available on-site to run programs and offer support and guidance to parents.
The Centre has also developed a number of partnerships and collaborations with other service providers in the region to deliver workshops and classes. The following chart provides an overview of the programs offered by the Centre. As reflected in the chart, the Centre offers three ongoing drop-in programs. The workshops / classes listed are those which have been offered by the Centre in the previous year.
PROGRAM TYPE
DROP IN TO PLAY (TUESDAYS AND THURSDAYS) Drop-in (ongoing)
STAY & PLAY (WEDNESDAYS) Drop-in (ongoing)
FRIDAY PLAY TIME (FRIDAYS) Drop-in (ongoing)
ROOTS OF EMPATHY Ongoing (in the school)
POSITIVE PARENTING PROGRAM Workshop / class (sessional)
MENU PLANNING Workshop / class (sessional)
NEW MOM’S GROUP Workshop / class (sessional)
POST-PARTUM GROUP Workshop / class (sessional)
CHILD AND YOUTH ANXIETY Workshop / class (sessional)
COMMUNICATION OR CONFUSION Workshop / class (sessional)
UNLIMITED POTENTIAL (SPECIAL NEEDS FOCUS) Workshop / class (sessional)
IMPROVING YOUR SELF-ESTEEM Workshop / class (sessional)
DEVELOPMENTAL HEALTH WALK IN CLINIC Service (quarterly)
MOTHER’S DAY CELEBRATION Event
PLANTING DAY (GARDENING) Event
ABORIGINAL DAY Event
POOL PARTY AND LUNCH Event
17 Edson Family and Community Edson Family and Community Support Services Funding Support Services Funding
• The Boys and Girls Club ($30,000) Edson FCSS provides its services with the following staffing »» The Boys and Girls Club submit an annual complement. funding request. FCSS has made an ongoing • Community Services Director (0.3 FTE); commitment to fund the Club. • FCSS Coordinator (1.0 FTE); • Sacred Heart Church—Telecare ($2,400). • Receptionist (0.3 FTE); »» This is ongoing annual funding. FCSS has made a long-term commitment to Telecare. • Family Centre Programmer (0.8 FTE); and • Reflections ($3,000). • Family Centre Coordinator (1.0 FTE: 0.8 FTE is funded by ParentLink; 0.2 FTE is funded by FCSS). »» This is ongoing annual funding. FCSS has made a long-term commitment to Reflections. Reflections, the Boys and Girls Club, and Telecare (Sacred Heart Church) are reporting annually on their activities and account how they spent the funding.
It was determined to provide these three on an ongoing basis; they are the only three to receive longer term commitment. Ultimately, the Community Services Board determines the recipients of grant funding.
FCSS does have some money budgeted annually for requests received throughout the year. The amount is less than $10,000 (2014) and is earmarked for emergent requests for relatively small amounts (the maximum amount is ~$2,000). Funds are awarded directly by the FCSS Coordinator who considers community needs and the FCSS mandate. Organizations interested in this funding contact FCSS directly and provide details of the initiative such as topic, purpose, overall budget, etc. in order to receive the funding. This money is earmarked for one-time funding only and not for any ongoing projects / operating expenses.
In the past, FCSS has used the funds to sponsor Aboriginal Day, out-of-town speakers on various topics, Family Violence Presentations, radio ad campaigns, International Women’s Day, and special school presentations.
These funds often produce the extra money needed for an event or program to occur. Efforts are made to provide these funds throughout the year.
18 Other Preventative Programs & Services
A number of other organizations in the region deliver preventative programs and services. Some of these services are supported (financially or otherwise) by the Edson FCSS.
The following chart on the following pages summarizes the activities of these organizations.
19 MAIN ACTIVITIES FACILITIES SOCIAL ISSUES ORGANIZATION MISSION / PURPOSE TARGET MARKET(S) & PROGRAMS UTILIZED ADDRESSED
YELLOWHEAD Offer a preventive social • Community development Residents of Multiple facilities throughout • Poverty. COUNTY FCSS services program to Yellowhead program (assist local not for Yellowhead County. the County. • Child & youth development. County residents. profit organizations with skill and capacity building). • Family conflict & issues. • Children’s programs (ages 6 – 12) • Parenting. in cooperation with other community groups. • Support to local playschool programs. • Youth programs (ages 13 – 18) .
20 • Summer activity camps. • Family outreach workshops. • Subsidized home support program. EDSON FOOD BANK Provide food to residents facing Open for food pick-up on Tuesday and Residents in the Edson region Food bank facility. • Poverty. financial difficulty or living in poverty. Thursdays from 9:00 a.m. – 11:00 a.m. that require assistance with • Issues associated obtaining food. with poor nutrition. PARKLAND Provide assisted living for seniors. Parkland lodge provides a variety of Seniors. Parkland Lodge and • Poverty. SENIORS LODGE recreational, cultural, and wellness surrounding amenities • Issues associated activities to residents and associates (park spaces). with poor nutrition. (spouses, family, etc.). • Social isolation. • Physical & mental inactivity. • Community connectivness. MAIN ACTIVITIES FACILITIES SOCIAL ISSUES ORGANIZATION MISSION / PURPOSE TARGET MARKET(S) & PROGRAMS UTILIZED ADDRESSED
REFLECTIONS Provide services, activities, and • Drop-in centre. Individuals with disabilities and Drop-in facility. • Social isolation. supports to individuals with • Meals (3 times per week). the homeless. • Homelessness. disabilities or facing homelessness. • Facilitate access to community • Addictions prevention. activities (e.g. performances). • Mental health. FRIENDSHIP CENTRE Family-oriented community • Formal and informal programs Aboriginal and non-aboriginal Friendship Centre facility. • Child & youth development. organization that services and services through partnerships residents of Edson. Other facilities in Edson • Family conflict & issues. aboriginal and non-aboriginal and leadership in the community. as required. residents of Edson. Provides a Provides advocacy, assistance, • Parenting. supportive environment through support, and education. • Poverty. cultural, educational, community, • Programs offered or supported • Mental health. and social programming. include The Family Support, • Social isolation. Brighter Futures, Oskayuk,
21 ParentLink Nursery School, WIN, Aboriginal Literacy, Family In Need, Gym Program, and Summer program offerings. BRINGING EMPOWERED Promotion, prevention and early Build and implement programs Children and youth. AH Dakin School. • Child & youth development. STUDENTS TOGETHER intervention, addiction, and mental and services tailored to each • Mental health. (B.E.S.T.) health services to children, participating school. youth, and their families in a • Preventing substance abuse. school-based setting. BOYS AND GIRLS CLUB Provision of programs that offer • After school and early dismissal Children and youth. Club facility and recreation/ • Child & youth development. OF EDSON & DISTRICT a child-focused approach to day programs. leisure facilities in Edson • Mental health. skill development, self-esteem • Day camps. as required. enhancement, and character building. • Employment & training. • Summer programs and camps. • Babystting courses. • Kinderclub. MAIN ACTIVITIES FACILITIES SOCIAL ISSUES ORGANIZATION MISSION / PURPOSE TARGET MARKET(S) & PROGRAMS UTILIZED ADDRESSED
DAY CARE SOCIETY Provides out of school, preshool, • Day care services. Children, youth, and parents. Edson Early Learning and N / A OF EDSON and childcare services in a 84 space • Developmental programs. Child Care Centre. day-care facility and provides additional assistance to private • Social contacts (facilitation). day home providers. • Home for programs offered by Friendship Centre (ParentLink Nursery School, Brighter Futures, WIN). GRANDE YELLOWHEAD Meet the varied developmental • Regular and adapted Early Children and parents. School division facilities. • Child & youth development. PUBLIC SCHOOL needs of children 2.5 – 8 years Childhood Service programs. • Parenting. DIVISION NO.77 EARLY within a warm, stimulating, and CHILDHOOD SERVICES • Support for parents facing experience oriented environment. challenges or with special needs children. PARENT LINK Provides programs that are play Play programs for 3 and 4 year olds. Young children, and parents. Edson Early Learning and • Child & youth development.
22 NURSERY SCHOOL themed integrating songs, crafts, Child Care Centre. • Parenting. games, and playtime. BULLY FREE EDSON Educate youth and the community • Advocacy and education. Children, youth, parents, N /A • Mental health. as a whole about the effects of • 24 hour support line. and community. • Child & youth development. bullying. Partnership involving educators, protective services, • Community development. media, and numerous community organizations. YOUTH INTERAGENCY Foster empowerment in • After school & Youth aged 11 – 17. Museum. • Youth development. (RCMP, AHS, GRANDE youth and help them become early dismissal activities. YELLOWHEAD SCHOOL Town recreational facilities. • Mental health. competent, confident, and • Day trips. DIVISION, B.E.S.T., caring individuals. Provide safe Schools. • Physical health & wellness. OSKAYUK YOUTH GROUP, and enjoyable alternatives to • Summer camps. TOWN OF EDSON, Parks. • Community development. TALISMAN ENERGY) drug and alcohol use through • Presentations. low cost recreational programs. SACRED HEART CHURCH Provide home monitoring and • Monitor. Individuals of all ages that Sacred Heart Church. • Injury prevention. (GOOD SAMARITAN support to prevent injury. • Support. can benefit from enhanced • Social isolation. TELECARE) in-home support. • Respond. • Community development. MAIN ACTIVITIES FACILITIES SOCIAL ISSUES ORGANIZATION MISSION / PURPOSE TARGET MARKET(S) & PROGRAMS UTILIZED ADDRESSED
COMMUNITY Provide adult learning opportunities. • Variety of non-credit courses as Adult residents of the Edson area. Edson Provincial Building. • Employment & training. LEARNING SOCIETY identified to meet community • Community development. needs and demands. • Social isolation. • ESL training and courses. FAMILY LITERACY Promote literacy in the community. • Free literacy programs for families Families and children / youth. Library. • Literacy. PROGRAM Programs offered in conjunction with an emphasis on families • Child & youth development. with the Edson Public Library, with children 0 – 6 years old. • Parenting. Brighter Futures, and the Family / • Programs include Books for Parent Link Centre. Babies and Rhymes That Bind. KIDS IN SPORTS Provide financial support to Financial support for sport programs Children and youth from low N / A • Child & youth development. ASSOCIATION qualified children to participate income families. • Community development. in sports programs. ALBERTA HEALTH Provide health care programs and • Community healthcare services. Alberta residents. Edson Healthcare Centre. • Child & youth development. 23 SERVICES (AHS) services to Albertans. • Aboriginal Heal Liaison Program. Various community • Parenting. • Adult Day Support. partner facilities. • Mental health. • Disease & health issues education • Physical health & wellness. (e.g. Diabetes Education Program). • Community development. • Early Childhood • Additions prevention. Development Program. • Health promotion & injury prevention. • Home care & education. • Health Families Program. • Mental Health awareness & education. • Addictions education & support. • Nutritional programs Section 5
Trends & Issues
24 The provision of preventative social services is often based in social research from a variety of government and academic sources. Presented in this section is research relating to a number of social issues that are important in the context of preventative social service delivery. Also presented herein are some trends and “best practices” in the provision of social services.
Social Issues
Mental Health
The Canadian Mental Health Association estimates that 20% The overall significant and impacts of mental health is also of Canadians will personally experience a mental illness in increasingly being recognized by both the private and their lifetime and that 8% of Canadian adults will experience public sectors. On an annual basis it is estimated that the major depression at some time in their lives. While mental cost of mental health issues to Canadian society is in the health issues affect all demographics and ages, the issue is magnitude of $51 billion.5 As a result, mental health and of a particular concern among youth and young adults.4 wellbeing is becoming a focus area for both the public and private sectors. Corporate-driven campaigns such • An estimated 10 – 20% of Canadian youth are affected as “Bell Let’s Talk” have helped raise awareness and by a mental illness or disorder. funding for mental health and related issues such as • Suicide accounts for 24% of all deaths among 15 – 24 year addictions and bullying. olds and 16% among 25 – 44 year olds. • Suicide is second only to accidents in terms of causes of death in 15 – 24 year old Canadians. • 3.2 million Canadian youth aged 12 – 19 year old are at risk for developing depression. • Just under half (49%) of those who feel they have suffered from depression or anxiety have never gone to see a doctor about the issue. • It is estimated that only 1 out of 5 children who need mental health services receives them.
4 Canadian Mental Health Association. http://www.cmha.ca/media/ fast-facts-about-mental-illness/#.U8mHg7FFqkw 5 CAMH, 2014 Annual Report.
25 Risk Factors for Family Instability Addiction & Substance Abuse
& Poor Parenting Addiction and substance abuse issues can come about Increasingly, many preventative social service agencies in multiple forms and have a wide spectrum of family, are recognizing the impacts that positive parenting and community, and societal consequences. In some cases, family functioning can have on individuals as well as a addiction may be obvious and put an individual and / or broader community. The City of Calgary’s Family & the person’s family in immediate distress. However, addiction Community Support Services published a research brief issues can also be less overt and more gradual. While this in 2014 that identified a number of risk factors which form of addiction may not always receive as much attention, can lead to poor family and parenting environments. 6 the long-term affects to the individual and their family and friends can also be profound and harmful. Low Income This is clearly related to parents’ ability to meet basic Much of the focus by preventative health and social service needs such as food, shelter, transportation, and clothing, providers remains around children and youth. Research continues along with recreational and other forms of programming to show the direct connection between addictive behaviours that are important for healthy youth development. and the family and social environment in which children and youth are raised. The 2014 Childhood and Adolescent Pathways Social Isolation to Substance Use Disorders report specifically outlines that Isolated parents without supportive networks of prevention efforts can have the most profound in childhood relatives and friends are more likely to maltreat or neglect and adolescence and that more should be done to identify risk their children. Reduced social support restricts the ability of factors in these age groups.7 family and community to offset the direct effects of poverty. Another report published by the Canadian Centre on Substance Marital Conflict Abuse in 2007 recognized a number of sub-segments of the Children who live in families featuring conflict (but not youth population that are at a much higher risk of having heavy necessarily violence) between the parents is often associated use, multi-drug substance abuse issues. The groups identified with poor parenting, which is, in turn, associated with as being at high risk included: children’s mal-adjustment and behaviour problems. • Runaway and street involved youth; Identifying and implementing strategies to combat these risk • Adolescents with co-occurring disorders; factors can play an important role in mitigating a host of other • Youth in custody; community and societal issues. Inter-agency partnerships • Sexually-abused and exploited youth; often play a key role in the provision of programs and services that can help prevent the occurrence of issues such as • First Nation, Inuit and Métis youth; and financial distress, social isolation, and marital conflict. • Gay, lesbian, bisexual and questioning teens. The report further identified the need to better recognize signs of trauma, violence, stigma, and neurophysiological vulnerability in these groups as these often lead to chronic substance abuse later in life.8
6 http://www.calgary.ca/CSPS/CNS/Pages/FCSS/FCSS-Resources.aspx 8 Canadian Centre on Substance Abuse, Youth in Focus. 7 Canadian Centre on Substance Abuse, Substance Abuse in Canada: Childhood and Adolescent Pathways to Substance Use Disorders (2014).
26 Social Isolation
Social isolation has often been described as resulting from a lack of social ties or sense of belonging and continues to be linked to numerous physical and mental health issues. The effects and need to better prevent social isolation is being increasingly recognized by social service and health care providers. Many efforts to prevent social isolation have been focused around seniors who are often identified as being at a higher risk for becoming socially isolated. A research brief published by Calgary’s Family & Community Support Services in 2014 summarized research from a number of sources which identified a variety of issues that can result from seniors becoming socially isolated, which include: • Increased risk of chronic disease. • Disability or chronic disease. • Reduced self-care. • Decreased immunity and slow wound healing. • Premature death. • Poorer sleep efficiency and fatigue. • Abuse. • Stress. • Loneliness, depression, other mental illnesses, and suicide. • Poor nutrition. • Psychosomatic illness. • Reduced well-being. • Quality of life. A number of other population groups are often at a higher risk for becoming socially isolated. These include: • Immigrants and refugees; • Single parents; • New parents; • Unemployed; and • Individuals with disabilities. Preventing social isolation requires assurance that vulnerable groups and individuals are provided with opportunities to establish or strengthen social ties. In many cases, individuals may not be aware of these opportunities and / or face barriers (e.g. language, cultural, financial) to becoming more integrated into the community. Service providers can play a role in eliminating these barriers by offering supports, facilitating partnerships between program providers, and putting and emphasis on creating or supporting programs that are inclusive and welcoming.
27 Trends & Best Practices in Preventative Social Services
Increased Demand for Social Services Identifying Vulnerable Populations
Over the past years, demand for social services has both The delivery of effective preventative social services requires diversified and intensified. Intensification of demand has providers to be constantly in-tune with the needs and arisen largely because of family instability. This instability has issues in their community. More specifically, agencies and translated into a higher percentage of single-parent families organizations must be able to identify those populations and common law relationships, which tend to be less stable. which are most vulnerable and then align services and programs to mitigate or prevent these issues. The increase in cases of child poverty and family violence has also led to an increase in the need for services for children The identification of vulnerable groups within a community can and families. Other factors have also contributed to the rise in occur through a variety of mechanisms including the following. demand for social services both in the health and social services • Gathering feedback from current program sector and on community organizations: stress, alcoholism, participants and clients. drug addiction, gambling addiction, dropping out of school, behavioural problems, traumatic events, etc. While some of • Ongoing communication and collaborations with these dynamics have long been present in society, the public is other organizations, agencies and service providers. increasingly aware of these and therefore demands more by way • Conducting regular surveys of residents of intervention. All these trends should be maintained, or even or specific populations. accentuated, over the next few years.9 • Being cognisant of trends, both local and regional. Research supports that many vulnerable populations in a community are characterized by having poor social ties and structures.10 While these individuals and groups may be difficult to reach, developing strategies to engage them in programs and services can have a significant impact. Many preventative service providers have found that reaching many vulnerable populations requires an increased focus on developing outreach initiatives and being creative in the implementation of promotions and marketing strategies. Vulnerable populations often face additional barriers to accessing services. In order to engage these individuals and groups service providers must often find ways to eliminate barriers.
9 www.servicecanada.gc.ca/eng/qc/job_futures/statistics/4212.shtml 10 Calgary Family & Community Support Services, http://www.calgary.ca/CSPS/CNS/Pages/FCSS/FCSS-Resources.aspx
28 Best Practices in After-School Programming
Many educators, preventative organizations and agencies, and levels of government have placed a focus on after-school or “critical hours” programming. This is based largely on the recognition that providing positive programs and activities for youth can help deter deviant behaviour and build skills that will benefit children and youth later in life. Identified as follows are selected key attributes of successful after-school programs. 1. Sustained Participation: Children and youth experience greater gains across a wide variety of 3. Mentoring Program: The most effective mentoring outcomes if they participate with greater frequency programs are those that adhere to promising practices. (more days per week) in a more sustained manner –– Regular meetings, ideally at least once per week (over a number of years). for at least a year, are most beneficial. 2. High Quality Programming: There are a number of –– Mentoring programs that engage parents appear attributes that describe high quality programming. to have greater successes in fostering positive –– Appropriate supervision and structure. developmental outcomes. –– Competent, qualified staff who: –– For young children (especially boys) mentoring • Model positive behaviour; activities that focus on play and structured activities may be most effective. Programs for • Actively promote mastery of the skills adolescents should provide opportunities to or concepts presented in activities; explore and learn new things for which they can • Listen attentively to participants; receive attention and praise and also emphasize • Frequently provide individualized feedback the development of social skills and positive and guidance during activities; and connections with adults. • Establish clear expectations for mature –– A close relationship characterized by mutuality, respectful peer interactions. trust, and empathy, between the mentor and the –– Intentional programming with opportunities mentee is one of the best predictors of positive for autonomy and choice. developmental outcomes and may be even more important than the frequency of contact. –– Strong partnerships: • Programs are more likely to exhibit high-quality when they effectively develop, utilize, and leverage partnerships with a variety of stakeholders like families, schools, and community.
29 Fostering Positive Parenting & Strong Families Partnerships
Many preventative social service providers play an important Partnerships in the provision of preventative social services role in ensuring that parents have access to the resources and are becoming more prevalent. These partnerships can supports required to successfully raise children and youth involve multiple entities and include government, as well as create strong family environments. Ensuring that not-for-profit organizations, schools, and the private sector. parents have necessary skills and supports to create these The creation of partnerships can enhance service levels and environments can have a profound impact in preventing more efficiently lever public funds. instances of abuse, addiction, mental illness, and a host of other ailments. A research brief published by Calgary’s Family In Alberta, many Family and Community Support Services (FCSS) & Community Support Services identifies a number of key organizations rely heavily on partnerships. Provincial FCSS dimensions of positive parenting: funding has not increased in since 2009 which has resulted in the need to rely even more on collaborations with not-for-profit • Warmth & responsiveness: parents express love organizations and other municipal departments to deliver services. and affection and are responsive to their child’s The Family and Community Support Services Association needs and requests. of Alberta offers its members with a number of resources • Control & discipline: parents outline specific rules and case studies that can be used to replicate best practices and expectations and enforce these consistently that have been experienced across the province in the as a child grows and matures; parents continue to set development of partnerships. 11 limits, but allow for more autonomy in the child’s world. The complexity of preventative social services also requires • Cognitive stimulation: parents ensure that their child many providers to establish strong working relationships has materials that are stimulating; parents are verbally with organizations and agencies that provide “reactive” engaging and actively teach their children key concepts. or rehabilitative services such as health care providers • Modeling of attitudes, values, and behaviours: and law enforcement. In many instances these services see parents discuss their values, convey their attitudes, the value of investing in preventative programs and initiatives. and act toward their child and others in the way they want their child to act. • Gatekeeping: parents serve as links to the environment, influencing which family and friends their child interacts with and what outside activities and programs they become involved in. • Family routines & traditions: parents create a daily routine as well as family traditions that help structure a child’s expectations for the day as well as promote knowledge of cultural and family heritage. A number of municipalities and their umbrella agencies (e.g. FCSS) have gone as far as to create and fund programs that can directly offer these supports to parents. This programming often consists of both “drop-in” and structured programs, and in many cases can provide referrals to parents that require additional or more ongoing supports.
11 Family and Community Support Services Association of Alberta.
30 Section 6
Consultation Overview
31 There were a number of elements to the consultation program that were implemented to develop the Community Social Needs Assessment. These elements included: • Household mailout survey (with accompanying web survey); • Student survey; and • Stakeholder interviews: »» Organizations and service providers in the Edson area. »» Internal stakeholders including FCSS staff (including Parent Link) and the Community Services Board.
METHOD CONTACTS RESPONSES RESPONSE RATE MARGIN OF ERROR
RESIDENT MAIL OUT SURVEY 4002 392 9.8% +4.7% 19 times out of 20 WEB SURVEY — 45 — N / A STUDENT SURVEY — 399 — N / A STAKEHOLDER INTERVIEWS 18 18 100% N / A
The detailed findings from the consultation activities are presented under a separate cover entitled “Engagement Report”.
32 Household Survey Student Survey • Respondents identified the top five priorities that should • Respondents identified the top priorities that should be addressed in the community: be addressed in the community: »» Substance abuse / addictions (74% identified it »» Substance abuse / addictions (71% identified it as as a top priority); a top priority); »» Depression / mental health issues (53%); »» Violence and bullying (70%); »» Affordable housing (52%); »» Depression / mental health issues (49%); »» Violence and bullying (43%); and »» Feeling unsafe (34%); »» Seniors in-home support needs (40%). »» Affordable housing (33%); and • Social programming improvements. »» Family conflict / violence (30%). »» Better promotion and advertising of existing programs . »» Social programming services need more funds. »» Greater assistance is needed for people Stakeholder Interviews with addiction problems. • Local access to needed services and programs. Key findings synthesized from the interviews included: »» 27% were able to completely access the needed • Issues with substance abuse, abuse, and addictions were services and programs locally. considered significant. »» 40% were somewhat able to access the services locally. • Mental health issues need addressing. »» 11% were unable to locally access the services they • Family dynamics should be a focus: unattended children, needed (difficulty getting appointments, cost, privacy, healthy relationships, building capacity amongst youth quality issues, transportation issues). • Building and fostering community pride. »» 8% were unsure and 13% were not looking to access • Agencies need to work together more so than services locally. is done currently. • 82% or respondents had heard of FCSS while 4% • Affordable housing is a critical issue that needs were unsure. addressing. Housing for seniors is important as »» Of those aware, 66% were aware of programs is seniors in home supports. provided by Edson FCSS. »» The Weekly Anchor, the Edson Leader, and the Edson program brochure were the top three ways of getting people information about social programs and services.
33 Section 7
Conclusions & Recommendations
34 Edson is a unique community. All aspects of the community have a level of interconnectedness. The economy impacts the composition of the community which, in turn, contributes to the social dynamics in Edson. This interconnected tapestry means pulling on one thread impacts others. The information gathered through the development of this Needs Assessment is critical to paint a picture of the community in a manner that enables direction to be set which can strengthen the community.
Based upon the research conducted and presented in this report, a number of recommendations are identified. It is important to note that social issues are best addressed through a more holistic approach. While the recommendations presented herein provide direction for the Town’s FCSS department, it is important to recognize that some efforts will see FCSS work with other agencies. In the same vein as the axiom “it takes a whole village to raise a child”, all members of the community have a hand in strengthening the community itself and the families and individuals within.
Cross-Sectoral Collaboration Communication & Awareness
The agencies and organizations that are working to address While the household survey showed a high level of the social needs of the community and its members need awareness of FCSS (82% were aware) and the programs to work together to better leverage their finite resources. provided (66% were aware), continued efforts to maintain This is not to suggest that these community agencies are and improve these awareness levels is recommended. currently working in isolation. Rather, this recommendation The level of awareness of the programs and services offered formally recognizes this approach. It is important that the in the community could be higher, as well among the other pertinent agencies formally meet semi-annually or annually agencies delivering services. Regardless, it is important to to review the social issues prevalent in the community and communicate about the programs and promote their availability. the programs each provides. An overlay of the two will help While many of the social services in Edson may not necessarily determine gaps that exist. fit the mandate of FCSS (preventative in nature), the Town can serve as a central agency—the spoke in the wheel—and serve While each agency and organization does have its own as an agency of referral for individuals looking for direction mandate to address, all are working to strengthen and enhance for programs. FCSS does provides this function currently but the community and its constituents. Formally bringing these this role should be formally acknowledged by its partners, partners together to globally discuss the issues then identify the community, and the Town itself. This role is labour intensive any gaps (or overlaps) can help extend the limited resources. and consumes a lot of staff attention. Efforts to communicate to Sectors to include in this initiative are social services agencies, the community this information role should be enhanced. RCMP, Alberta Health, the educational institutions, the business community and industry, recreation providers, and justice. FCSS does develop the directory and events calendar but Edson FCSS can lead this effort with the initial meeting additional efforts through other means (e.g. social media, concerning the findings of this Social Needs Assessment. website, traditional media) should be utilized. Content can be developed through the cross sectoral efforts. This system There does exist an Inter-agency Council that meets monthly. would see that an individual in the community would know This initiative could be reinvigorated and used as the basic for to contact Edson FCSS to enquire about a program. FCSS does the recommended initiative. not need to know the details of all the programs and services but would know where to refer the individual. FCSS needs to develop a communication plan describing its approach to the enhanced communication and awareness.
It is assumed that any additional telephone or in-person traffic that may result from this strategy can be assumed within the current staffing levels.
35 Program Priorities Ongoing Community Priorities Identification
Through the resident survey, the student survey, and Through this Social Needs Assessment community program the stakeholder interviews, a number of priority areas priorities were identified. While it is recommended that a for programs were identified. The program priorities the similar process be undertaken every five years, it is important community needs to address includes the following. to regularly assess the state of the community. Particularly in a community as dynamic as Edson, things can change rapidly. • Substance abuse / addictions; As such it is important to avoid waiting for the next formal • Depression / mental health issues; social assessment to determine program and other areas of focus. • Violence and bullying; Through the annual or bi-annual cross sectoral meetings • Affordable housing; arising community issues can be discussed and identified. As well, FCSS needs to utilize its established means to “keep its • Seniors in-home support; thumb on the pulse of the community”. The agencies that • Family conflict / violence; receive FCSS support can provide insight into community priorities. • Unsupervised children; The Community Services Board as well can be utilized. • Parenting / child rearing; and Part of the Board’s mandate is to represent the needs of • Building a sense of community. the community. The Board Members’ involvement can help with the identification of community issues. Over the course of The specific issues addressed by FCSS need to be determined several months and years, significant issues can be identified. as does the approach used by FCSS to these issues. The Cross- Sectoral approach is the appropriate forum through which to As well the Town could implement an annual or bi-annual identify roles as well as the program and services that citizen satisfaction survey. This type of survey enables will address the priorities. residents to provide comment and ratings on their satisfaction with an array of municipal services. Services can include There are some programs in the community that address garbage services, road maintenance, resident and Town interaction, the priority issues listed above. The inclusion of these issues recreation services, and so on. Many municipalities use these in the priority list suggests that these issues continue to be to help identify service priorities. While the survey may extend significant in the community and require continued focus. well beyond that of FCSS, it can be a mechanism that allows residents to provide some insight into issues impacting the Certainly some issues in the priority list are clearly focused community. Various methodologies can be used. While some on youth in the community. The top two items on the list costs have been identified in the implementation table (substance abuse / addictions and depression / mental health that follows, it is assumed that these costs are not borne by issues) were both identified as being significant amongst the FCSS department but rather are assigned to a broader the youth population as well as the community generally. corporate budget. Certainly a focus on the community’s youth could serve to address these issues and many others even though Undertaking this process as well can provide insight into the some programs may exist currently which addresses them. effectiveness of efforts to address the identified priorities. In other words, providing programs to engage youth could serve to prevent youth from becoming involved in activities that would lead to substance abuse issues.
36 Strategic Funding
Edson FCSS needs to be strategic annually in its one-time funding. While this does not suggest that the recipients of the current funding are not worthy, the intent of this strategic approach is to ensure that funding is allocated to programs and services that address the identified priorities of Edson FCSS.
Programs and services should be funded that address the priorities as identified by this Social Needs Assessment and through the ongoing identification of priorities. While there will always be “good causes” it is important that allocated funds target FCSS identified priorities. These priorities can be communicated to the community as well. Knowing these priorities can assist organizations when applying for funding, knowing the areas that Edson FCSS is targeting.
Programs seeking funding should submit an application that identifies the preventative social issues that they will be addressing. FCSS could use the Community Services Board (or some members thereof) to provide advice regarding the awarding of funds. Consultation with the Board would ensure consideration of the identified priorities accompanies funding decisions.
Agencies receiving funding will need to reportback indicating their program outputs (e.g. numbers served) as well as outcomes (how well they have achieved the program’s purpose). These annual reports should be standardized to ensure all agencies are providing the same pieces of information. These program evaluations can be utilized when considering funding requests the following year.
It is important that the application and reporting process are aligned with the scale of the monies sought. For example, the formality of the application and following reporting related to a request for $300 should not be to the same level of complexity as a request for $3,000. The basic information should be the same, however (e.g. purpose, intended outcome, participant numbers).
37 Implementation
There are some costs attributed to the implementation of these recommendations. The following table indicates estimated costs for the implementation over a five year period.
METHOD YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
CROSS-SECTORAL COLLABORATION $500 $500 $500 $500 $500 COMMUNICATION & AWARENESS $1,500 $250 $250 $250 $250 STRATEGIC PRIORITIES X X X X X PRIORITIES IDENTIFICATION $6,000* $6,000* $6,600* $6,600* $6,600* STRATEGIC FUNDING X X X X X TOTAL $8,000 $6,750 $7,350 $7,350 $7,350
* Costs to be budgeted in broad municipal budget that refer to the community-wide satisfaction survey.
38