Housing and Homelessness- Transitional Housing Project 2020

Photo credits: Lorna Dancey Photography County Council supported the development of a transitional housing proposal to address the needs of Lac La Biche County residents without permanent, stable housing. This document provides the framework for this program with the intention of creating a non-profit society to manage the on-going work. Community members with a passion to support vulnerable populations, professionals with specific expertise and someone with lived homeless experience will be sought for the founding board. Lac La Biche County staff would provide support to the society and board until they are firmly established, at which time we would withdraw on-going involvement.

CURRENT SHELTERS LOCALLY

Lac La Biche County

Lakeland Out of the Elements Shelter Society- Since 2007, they provide an emergency crisis mat program which tends to the necessities, as well as laundry and shower facilities. Their small building leaves no room for private consultations.

Hope Haven Women’s Shelter- Since 1991, Hope Haven has provided a safe, supportive environment for women in abusive situations. They have expanded their services to offer second and third stage facilities. This provides women extra support while transitioning back into the community.

Modest homeless support regionally

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 There are currently no emergency homeless shelters in , Cold Lake, St. Paul or Athabasca.  In St. Paul, the Canadian Native Friendship Center provides day supports, washrooms, food and access to showers.  Recently, Bonnyville is exploring the possibility of establishing a homeless emergency Shelter to run 6 months of the year (Lakeland newspaper, July 21, 2020 pg. 13).  Bonnyville, Cold Lake and St. Paul estimate the number of chronic homeless individuals to be between 4-10 in each centre, without having done a formal homelessness survey.  Athabasca participated in the Homeless Estimation Survey, demonstrating 15 respondents live in unstable housing. A plan is being developed to address their current needs.

HOMELESSNESS

Systemic causes, trends, and cost of homelessness

The causes, contributors and effects are difficult to separate; it differs from person to person. Researchers have identified certain factors that greatly increase the risk of becoming homeless.

The leading causes of homelessness  mental Illness and substance abuse  lived and generational trauma  marital breakdown and domestic violence  transitions out of institutionalized care  poverty and food insecurity  physical disabilities, disabling illness or medical conditions  grief and loss  social isolation  discrimination and racism  incarceration and criminal record

Homelessness vicious cycle and navigational challenges

No home, no job - no job, no home. Without a permanent address, people cannot access income support benefits; without money, they cannot get a home. For some, getting that job does not help either: if they make enough to afford rent, they still cannot pull together first and last month’s rent and a damage deposit. The greater the need for help, the deeper the trap becomes as more orders of government and social agency involvement are required, particularly if children are involved.

The cost of homelessness to society

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The costs are less obvious: “Every $10 spent on housing and supports for chronically homeless individuals results in $21.72 savings related to health care, social support, housing, and involvement in the justice system”. (The Progress Report on Housing and Homelessness in (2014/2015) states, pg.35).

WHAT IS ALREADY WORKING

Alberta Government

 The Alberta Government has transformed the focus to more intervention services rather than using emergency services for stop gap measures. Supports focus on helping people move off the street, out of shelters and into safe, stable homes.  After reviewing the literature and research, Homelessness Best Practices mirror the focus of the Alberta Government.  The Alberta Government has been working on homelessness since before 2008, beginning with the seven cities. The considerable funds invested, and work completed in the last twelve years has proven to be effective, including on-going reviews and minor improvements.

The seven cities and best practices

 After researching eleven cities and municipalities across Alberta, with homeless plans it is evident that there is no comparable project that mirrors Lac La Biche County’s response to homelessness.  Evidence demonstrates that best practices used by the seven major cities in Alberta are relevant for rural communities as well.  Focusing on basic needs, financial supports and mental health lead to positive resolution of long-term housing challenges for individuals.  Responses to homelessness must be flexible and adaptable to each geographic location, taking into consideration their unique needs.

Rural homeless shelters and transitional housing are currently not in place

There are no existing rural homeless emergency shelters or transitional housing. Alberta Rural Development Network (ARDN) funding in 2018 provided rural areas were provided funding for needs in their communities.

Municipality of Greenview (now includes Grand Cache and area): Received funding ($225,840 for 5 years) to secure workers to work with clients regarding at their needs and individual situation. As part of the program, budgeting, cooking and life skill classes must be attended.

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Fort Macleod and district FCSS: Received funding ($387,772 for 3 years) for a homeless population of 47. The funding is for a worker, transportation, personal case plans, finding housing, budgeting and wrap around services.

Slave Lake Friendship Centre: Received funding ($300,862 for 5 years) to run a seasonal mat program.

Hinton Adult Learning Society: Received funding ($290,052 for 5 years) to run a seasonal mat program but includes a support resource room.

Homeless Task Force-Reaffirming Best Practices

o After thirteen meetings, one strategic planning session and path forward meeting including a SWOT analysis, the Homeless Task Force came up with two main goals moving forward. The pathways to homelessness are complex and varied. The task force community participants demonstrated dedication, energy, originality, hopefulness to support our vulnerable citizens and a strong desire to work together. Knowing what we know now, we can find supports and resolutions to support individuals dealing with homelessness.

Recommendations:

o Develop a 4-stage transitional facility in Lac La Biche County. o Facilitate the employment of a Homelessness and social agency navigator. A navigator position is responsible for supporting vulnerable individuals to achieve their goals. This includes, educating, accessing community supports (including Mental Health, Addictions, FASD and many more) mediation, advocating and provide support between service agencies and clients to fulfill goals.

IMPLEMENTING A TANGIBLE AND INTENTIONAL PLAN

Priorities and Targets

1) Diversity and Inclusion: Communities are strongest when they bring together a diverse set of voices, perspectives and backgrounds. Providing public awareness to all the diversity our community including, religious beliefs, Indigenous People (adding some Truth and Reconciliation Commission of : Calls to Actions), sexual and gender minorities, aging and understanding marginalized groups. 2) Communication and transparency: Ensure service agencies and the community at large are aware of the Transitional Project and the rational behind the plan. To be open for questions, to avoid the “not in my back yard” (NIMBY) mentality. 3) Wrap around supports: Ensure individuals have encouragement and can access the community supports, both in-house and in the community, and bridge gaps.

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4) Strong leadership and commitment: To build an environment of dignity, integrity, respect and hope. 5) Promote active representation from the entire community: Citizens, community organizations and faith-based groups want to assist the less fortunate. Engage the community to encourage and embrace their support.

Goals, outcomes and continual evaluation

We will continually analyze how the programs are going and make amendments as needed to continuously improve and ensure the best support for our clients.

PHASE 1 (2020-2022)

The purpose of the Transitional Housing Project is to address the most immediate homelessness needs: expanded emergency shelter, transitional housing and improve access to supports in one location 24 hours a day/ 7 days a week.

 First Stage: Emergency shelter (mat program) o Purpose: Immediate basic needs are met. o Layout: 2 rooms set up with mats (each room can sleep 6-8 individuals). With 2 rooms, we can accommodate a variety of sleeping arrangements for clients; men and women, youth and adult males, and other combinations. o Programming: Daily programs would be available, and chores completed. o Length of stay: Up to 30 days o Rules and procedures: A set of firm rules and expectations would be well communicated to clients. Staff would be consistent in implementing the rules.

 Second Stage: Transitional Housing- Beginning the journey o Purpose: A safe, supportive place for people to begin to address the issues that caused or keeps them homeless. o Layout: Three rooms with two single beds to a room, a dresser for each bed and small furniture (i.e. nightstand). Individuals would stay in these rooms for stages 3 and 4 as well. It is expected that individuals will make progress, then regress and this cycle may continue many times. This is presumed, the important component is that they continue striving for their goals. o Length of stay: A month to a year or more, depending on the goals and depth of need. o Addictions: If there are addictions present, the expectation would be that the addictions are actively addressed. Staff could support them with this or ensure they have access to the supports needed.

 Third Stage: Transitional housing- Continual healing and life skills

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o Purpose: Healing and individual work will be set as goals. Clients will be expected to work toward these goals with support from staff. o Programming: Attending life skills groups would be mandatory such as; communication, cooking, cleaning, light maintenance, budgeting and managing emotions. This would be a combination of in-house classes and opportunities to have classes in the community with professionals. o Volunteering: Would be expected to practice new skills, build self-esteem, get engaged and be part of the community, using existing programs and services. o Moving to next stage: When clients have demonstrated renewed life skills, healing, and are ready to take the next step in their life and independence.

 Fourth Stage: Transitioning to independence and employment o Purpose: The clients are now ready to practice all the skills they have developed toward independence, employability and new goals. o Programming: Clients are expected to attend groups and education opportunities that support their independence and strengthen their success (landlord and tenant expectations, prepare to seek employment, dealing with the unexpected). o Supports: At this point, education, general equivalency diploma, certificates, driver’s licenses or post secondary options could be researched for the individual. o Follow through: Final details for employment or education would be facilitated. o Financial stability: Assisting the client to acquire housing, preferably permanent housing. o After housing, employment or education is established: Start with weekly, then moving to monthly check-ins to help with challenges so they can be addressed quickly, and clients can maintain their independence and accomplishments. o Individuals with employment or who have financial supports: It would be required that individuals with funds coming in would pay an income-tested rent.

What could the building look like?

Transitional Donations Storage room 2 showers

2 beds separate

Mat room/ Laundr Locker Transitional programmin y s Kitchen g room 2 2 beds (staff use only) Common area/ Mat room/ Transitional Lounge programming

2 beds washrooms room 1 separate 2

Office 2 Office 1 Entrance, administration desk 6

Current unmet needs

At this time, we are aware of community needs not addressed in this plan that could be investigated in the future. After the second year, we would analyse and do a community assessment to see which needs are a priority.

 Youth: Due to family economic or communication issues, many youths leave home, couch surf or stay in unsafe locations. Just like adults, their essential needs need to be met first. Working with Children’s Services, their nuclear and extended family support can be offered to help them with the issues that led them to leave home. This could be done with the existing structure, focusing one of the transitional housing spaces for teens.

 Affordable housing: This is a large gap and would be the next step in the homeless continuum. There is a great need for affordable housing for all ages. Transitional housing is only effective if there is affordable housing available after they are healthy and ready to move towards independence.

 Preventing homelessness and eviction prevention: Providing support before they lose their job or become at risk of losing housing.

OPTION 1- FENCED PROPERTY BEHIND BRITTON’S YOUR INDEPENDENT GROCER

Details

 The property designated for transfer from Northern Lights Public School Division to Lac La Biche County behind Britton’s Your Independent Grocer is the proposed location for transitional housing.  This area is not far to walk to shopping, is fenced, it is close to our “tent city”, and has space to let the program grow as needed.

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 Research tells us that aesthetics of nature can increase wellness. There are opportunities for creating spiritual, recreational and holistic spaces to aid in healing.  For funding application purposes, the Alberta and Federal Governments look favorably at emergency, transitional housing and affordable housing in the same area as good practice, to avoid “ghettos”.

FUNDING AND FORECASTED PLANS

Requirements to meet our basic initial needs and meet anticipated needs for the next 2 or 3 years

Staffing

 Case-Coordinator (Navigator): 1 full time (Management of the facility and agency director would fall under the Case-Coordinator’s job description)  Assistant Case Coordinator: (fill in for Navigator or provide assistance to clients’ goals)- 1 casual  General Support Attendant: (help with kitchen, custodial, office and general duties)- 1 part-time  Evening/ Night Attendants: 2 full time and 3 part time

A building that includes

 Kitchen: For staff to prepare meals  Common area/ lounge: where people can eat, watch television or play games  Entrance and main desk: Pivotal point to direct people appropriately  Offices: 2 for staff and to provide space for agencies to meet in private with clients  Mat / programming rooms: 2 rooms that could accommodate mats at night and programming during the day. With 2 rooms, we can accommodate a variety of sleeping arrangements for clients; men and women, youth and adult males, and other combinations.  Showers and washrooms: Space for 2 separate showers and washrooms  Laundry: 2 washing machine / dryer stackable sets  Storage: Store mats and other programming supplies  Donations: Room for donations. Storage and donations could be the same room.  Transitional housing: 3 rooms with 2 twin beds, dressers and nightstands in each room.

Building options

1) Used camp modular- Used for oilfield projects in the area o Research was conducted to find surplus work camp trailers that are available locally for a reasonable price.

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o Camp trailers are either being used, stored for future use, or no longer fit for use.

2) Used basic portable or camp trailers o There are unlimited variations of used camp trailers through dealers and by owner. There are some that could suite our immediate purpose.

3) Used open concept modular models (we could connect 3 modulars together) o Example: 7 years old, $15,000- $24,000 for 12X 40 or 60 feet. These are available through auction or sold online. . For 3 open models, moving and set up (3X$20,000) and renovating to meet our needs (3X$50,000), . The total cost would be approximately $300,000.

4) Used open large “one building” concept designs: comes in 9 to 11 pieces

o Example: Vintage 2007 – 9 unit with more enhanced options like . vaulted ceilings and window coverings. . $600,000 plus delivery and set up $90,000. . The total would be approximately $690,000.

o Example: Wilscott office modular 2011- 132X60 . 25 rooms (mainly offices) is $375,000 plus delivery and set up ($98,000), renovations to the conference rooms (turning them into a kitchen and common area) $50,000. . The total cost would be approximately $550,000

5) Used camp type set up with a combination of individual buildings:

o Example: Buy Camp Sell $345,000 . . A combination of individual trailers with one layout consisting of; 30-60 dorm units, 1 trailer for washrooms, another for laundry and kitchen. . This number of dorms is beyond what we need; renovating the building to suit our needs would cost around $200,000. . Delivery and set up would be around $98,000. . The total cost would be approximately $642,000.

o Example: Wilscott 38-person dorm unit with 1 trailer for washrooms, another for laundry and kitchen. . $475,000 for the building, plus $98,000 shipping and set up. . The total cost would be approximately $600,000

6) Used personal modulars: o The cost is low, but are designed for family use, not for commercial use.

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o Many new and used personal modulars are available. Used modulars are less expensive, by about 20%, but the entire cost to move them and set up would be our responsibility. o New modulars are available in from $90,000- $150,000 plus GST with different configurations. These are demos and the price includes delivery, skirting and blocking. o We could custom design modulars, but the cost would be extra, and we would have to cover the cost of set up. It would take 6 weeks to build. Some double wide trailers go up to 2200 square feet. . Example: 3-bedroom, 2 baths for $109,000 plus GST (which includes delivery, skirting and blocking).

7) Other NEW building options o New building to our specifications o New modular buildings custom ordered for our purposes. o Storage container unit builds, through Sustainable Housing Initiative (SHI) that do not look like storage container units when complete o It would take approximately 2 years to come up with a tangible plan and seek funding for any of the NEW options

Anticipated Financial Expenses for Year 1

 Capital Costs: o Building: $500,000-$700,000 o Set up utilities: $38,000 o Water cistern and sewer tank: $35,000 o Leveling of ground, gravel and parking set up: $10,000 o Total: $583,000-$783,000

 Operational Costs: o Staffing: $313,181.44 o Start up costs (furniture and supplies): $60,000.00 o Program costs: $ 18,000.00 o Total: $391,181.44

Available Funding

In order to apply for provincial or federal funding, a commitment from the municipality is required. Once that commitment is made, we can seek funding. We anticipate Lac La Biche County’s funding portion to be less than 30%; the provincial and federal grants to cover approximately 70% of total funds.

Funding and grants available for homelessness

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Our circumstances make us eligible to apply for numerous grant programs addressing homelessness.

 Home estimation data  High Indigenous population  Link to employment  Link to Truth and Reconciliation Calls to Action  Already established Homeless Task Force

If Lac La Biche County is “donating the land” this would be looked upon as a substantial contribution, there could be minimal cash outlay.

 Grants for modular builds o Sustainable Housing Initiative (SHI) and Reaching Home are designed for affordable housing modular builds. They support the planning and pre-grant requirements like a needs assessment. We meet the requirements of these grants.

 Grants for affordable housing and parts of the housing continuum o National Housing Strategy’s Housing Innovation Fund o A Place To Call Home o Housing First o Affordable and specialized housing projects - housing capital o CMHC o Reaching Home o National Housing Strategy o Alberta Rural Development Network (ARDN) typically has yearly funding available o Federal grants

 Indigenous Housing for the housing continuum o Rural and Northern Communities Infrastructure o Indigenous Housing Capital Program

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