THE ISTRIQ UNICIPAUTY OF USKOKA
COMMUNITY SERVICES COMMIITEE
July 22, 2015
MOVED BY: ~ ( \( .L€.\-bO.rlo) SECONDED BY' 1.1.-/4.2 J/fl Q
THAT the recommendation related to the individual Tax Supported Capital Budget project, as summarized in Schedule A to Report No. CS-8-2015-1, BE RECEIVED.
Carried
Defeated THE ISTRIQ UNICI USKOKA
COMMUNITY SERVICES COMMITIEE
July 22, 2015
THAT the Community Services Department Operating Budget Variance Report as at March 31, 2015 BE RECEIVED.
Carried
Defeated PALITY OF KA
COMMUNITY SERVICES COMMITTEE
July 22, 2015
THAT Muskoka District Council SUPPORTS the recommended Community Initiative projects as outlined in the attached table.
Carried
Defeated Expand availability and volunteer base. Over 600 retums accomplished in 2014. Target 1200 in 2015. Average $12,500 benefit of $2,000 per retum.
Extend model workshops on Financial Literacy. Work with financial institutions and local experts. 20 clinic target in $10,000 2015-16.
Supplement grant to enable sustainability into 2017 and beyond. Serve all six area municipalities. Build on success $30,000 of Corridor 11 Bus.
Provide partial subsidy to low income clientele of NIA, Clubhouses and other senior programs. 400 subsidies at $12,000 $30/program. In 2014 there were 800 participants and 300 subsidies.
Over 800 families served via Bracebridge program. $35,000
Very successful child support program currently Bracebridge based. Extend model for donated/recycled $25,000 items. Tie into Early Years Programs. Build a volunteer base.
Program tied into other base funding and donations but $20,000 requires some continued support from this fund.
2015 grants approved for 27 projects. $36,801
2015 forum to update input into Affordable Housing 6,000 Strategy.
Community Engagement programming and Social Enterprise marketing to support client income and $19,000 employment.
Gift cards and party celebrations in each Town and $14,000 Township.
Continue funding for PROMPT and related programs. $15,000 75-100 working young families who may be eligible for Home Ownership down payment support. Provide $7,500 workshop and individual financial plan.
Current expenditure and projection. $23,000
$265,801
Total expenditure budget excluding Reserve transfer. $293,920
$28,119 'i R4l:J I ~015-C..S PAUTY KA
COMMUNITY SERVICES COMMITTEE
July 22, 2015
THAT the 2015 Tax Supported Operating Budget as it relates to Community Initiatives BE AMENDED and that the respective draft budget for 2016 be included as follows:
Age Friendly Community Planning Grant 2015 2016 Consultant 18,000 6,000 Community EnQagement 4,285 1,715 Communication Materials 2,500 Report Production and Distribution 2,500 Total Expenditure 24,785 10,215 Grant (24,785) (10,215) Net Levy Impact 0 0
Carried
Defeated TH ITY OF USKOKA
COMMUNITY SERVICES COMMITTEE
July 22, 2015
THAT Muskoka District Council ACCEPTS the attached Business Plan for !MPACT Muskoka;
AND THAT up to $40,000 from the Corporate Capital Reserve Fund BE APPROVED to complete necessary capital upgrades to the location at 1955 Beaver Creek Drive, Gravenhurst, ON; with an expectation of repayment by Community Services over the next 10 years;
AND THAT up to $60,000 from the Muskoka Services Investment Reserve Fund BE APPROVED for capital expenditures at 1955 Beaver Creek Drive, Gravenhurst, ON.
Carried
Defeated !MPACT Muskoka Social Enterprise Business Plan
Introduction
The necessity for innovation in developing, refining and enhancing the engagement, training and employment programs offered to our most vulnerable in Muskoka has provided the opportunity and need to examine the benefits of Social Enterprise. The Canadian Task Force on Social Finance has defined social enterprise as "any organization or business that uses market oriented production and sale of goods and/or services to pursue a public benefit mission." These enterprises have various missions, products and target employees; however they are all passionate about creating an opportunity for positive change utilizing business to power solutions for self-reliance within communities. IMPACT Muskoka is no different.
The enterprise is the result of Muskoka Community Services looking for alternative methods of programming and engagement in order to actualize outcomes beyond employment. IMPACT Cafe is a catering kitchen specializing in fresh and nutritious meals for various customers. It is also a hospitality training facility for participants who are experiencing significant barriers to employment to gain the necessary employment and engagement skills required. IMPACT Cafe also hosts free meal programs for the community at large with biweekly community kitchens and a weekly drop in meal program, which currently serves 60-80 guests per week.
There are many other examples of municipally supported Social Enterprises in Ontario and beyond. Here are just a few:
COIN: Located in Kawartha Lakes they provide training and support to unemployed and underemployed people for identified skill-shortage occupations in our regional labour market. This proven approach maximizes the probability that individuals will be able to enter and remain in the labour market. This enterprise runs a cafe, food co-op, a yarn shop and a solar farm.
Fusion Youth Activity and Technology Centre: The Municipality of Ingersoll decided to develop, own and operate this social enterprise that has successfully engaged and trained local youth for over 10 years.
Welcome Centre Immigrant Services: After the Regional Municipality of York identified a community need for improved services for immigrants, the search for a solution began, spearheaded by the Human Services Planning Coalition (HSPC) of York Region, an arm's length human services planning agency sponsored by the Regional Government. The HSPC is a partnership of human service providers established in recognition of the need for long-term, sustainable, integrated planning and funding of human services
Rideau Social Enterprises: The clients of RSE are individuals who have an inconsistent work history, low academic achievement, a criminal record and are living in poverty. These individuals are given the training required to work in real and meaningful jobs and become certified workers. On the job training is provided to practice these skills while earning a liveable wage. Many clients are then successful in finding permanent, full time work in the community. Services include bed bug removal, asbestos abatement and moving and cleaning. Toronto Enterprise Fund: Provides operational funding to social enterprises, to combat poverty and homelessness in Toronto. Multiple funding partners are involved, including the City of Toronto.
The District of Muskoka has provided support in staff resources, space and costs associated with the programming and operations for the Community Engagement Program since 2010 and in 2014 committed to piloting the expansion to include Social Enterprise. The remainder of this report will describe an overview of the progression of !MPACT Muskoka from 2010 to present, a description of the venture criteria, an analysis of the competition, targets and timelines, operational requirements, and daily operation overview.
Overview: From Possible to Plannable
Possible In order to determine what the communities needed, the Community Engagement program began a consultation process with individuals in receipt of social assistance. In 2010 a steering committee of Ontario Works (OW) and Ontario Disability Support Program (ODSP) participants began the task. The needs identified at that time were:
o Skill development with accommodation for various challenges o A forum to give back to the community o A place to meet and feel welcome o Change community perceptions of individuals on assistance o Access to fresh, reasonable and healthy food choices
2011 saw the start of the Gravenhurst Community Kitchen and the expansion of the Fresh Food Basket program to Huntsville, all on the direction and manpower of the steering committee. The results of using the community's expertise in creating these programs provided empowerment, leadership development and an opportunity to challenge the stigma associated with social assistance.
Plausible The Community Kitchen program was run out of community centres, church basements and anywhere else that would host us and not charge a fee. In 2013 a permanent location in the Gravenhurst Employment Supports and Services office opened. The !MPACT Cafe was born and offered increased programs and free meal programs. The Cafe also became the central location for an integrated training model which embodied all the characteristics of milieu, which can be defined as "the physical or social setting in which people live, or in which something happens or develops". What started to happen was quite remarkable. Individuals involved in the program began to see the following benefits: ..
• Increased self esteem • Increased social networks/inclusion • Satisfaction in doing a good job • Life had stability and purpose • Applicable training and work experience
1400 1200 1000 800 600 400 200 0 2010 2011 2012 2013 Volunteer Hours
Probable Midway through 2013, the Cafe experimented with the catering world which turned into the main focus for increasing the number of participants in the program. Below is the chart outlining the hours, events and revenue for the program.
2013 1124 29 $0 2014 5040 89 ($2,156) 2015 2701 112 $2,125
In 2014 our losses can be attributed to a lack of efficiencies in staffing, inventory and knowledge of portion sizing for events. Of the losses, $1807 was paid out in honourariums for participants.
Plannable
We have consulted experts in hospitality who have helped The Cafe streamline menu options and increase efficiencies in staffing and inventory. We have found our niche and have begun to market ourselves based on quality, value and social benefits, in that order. The catering component of the Cafe is strong but is faced with challenges.
!MPACT Cafe has outgrown the current space, using 1 residential fridge/freezer and 1 residential stove to prepare, store and plate for events of up to 100 people or several smaller events at the same time. This is done in a space of about 350 sq ft with no additional storage for dry goods, small ware, catering supplies or dedicated staff space for breaks, personal item storage or change room. To date in 2015 the Cafe has provided:
• 32 free meal programs • 45 in house food programs (workshops, office events) • 35 catering events
The Cafe has declined catering jobs based on space limitations and equipment capacity over the last 7 months which has led to a decrease in revenue and opportunity.
There is no ability to expand at the current location. An opportunity has recently presented itself to relocate this cafe, as a result of Corrections Canada moving out of the building at the south end of the of the airport. The building is owned by the District and is located on the north side of Beaver Creek Drive, just west of the Beaver Creek facility. Not only does this location provide opportunities to market services to staff and visitors at the correction facility, but it also presents an opportunity to connect with the airport and eventually offer direct access to airport customers as well. This would require the installation of a commercial grade kitchen, upgrades to electrical systems, waterline installation and accessibility renovations. We also propose the opening of a small "open to the public" Cafe, which will not only increase revenues but also provide the opportunity for the development of new skill sets for the IMPACT Cafe staff in the fast paced world of made to order food production. As well, there is the possibility of expansion to prepared ready to take out meals, Meals on Wheels programs, preserving and baking options. The additional space will also have a training room, change room, and a meeting lounge for IMPACT staff.
As described above, the Cafe has outgrown its current space. We propose that the community programming portion remain in its current location. This would include: community kitchens, free meal programs, internal catering preparation and food safety training workshops. We also propose that the current space be made available to user groups free of charge to continue to utilize the space for its intended purpose. These user groups may include, but are not limited to: Granny's for Gravenhurst, Great Beginnings and Growing Up Programs, and the Children's Outreach Program. As well, the space could provide a revenue generating stream by renting out the kitchen to new food service providers - caterers and bakers. A scan of the local businesses demonstrated that there would be no direct impact on existing restaurants. The closest would be Skyways, who has direct access from the highway, a gas station, motel, convenience store as well as a small dining room. The cafe would focus on primarily take out breakfasts and lunches with options for ready to heat meals to take home for employees at Beaver Creek and Fenbrook Institutions and the Airport businesses. Therefore, the new venture would not have any adverse impact on this well established Muskoka location.
~~ ~~ Description of Venture Criteria Social criteria
Barriers to employment for target population(s)
The Cafe will encourage employees who are currently on OW and ODSP as well as other individuals who are struggling to gain traction in the mainstream workforce. There will be a focus on individuals with disabilities, women and youth. Barriers to employment may include mental health, addictions and physical limitations, but are not limited to these criteria.
Skills that target population(s) are required to learn on the job
Skills= Transferable = Esssntial
L Communication Skills 6. Skills
2. Teamwork Skills 7. Computer Skills
3. Time S!d!ls 8. Skills
4. Problem-Solving Skilis 9. Creativity Skills
Skills 10. Skills
In addition to the above, the following will be part of the curriculum and on the job training for members of the IMPACT Cafe team:
1. Safe Food Handling 6. rntory Control
2. Smart Serve ' 7. ludgeting
3. WHMIS 8. True Colours
4. Service Excei!ence 9. De-escalation Techniques
5. Cash r~egrster ing 10. Governance
Required terms of employment The Cafe currently has 21 participants involved in various capacities. Our goal with the addition of the new location is to transition 1·4 new members per month into and out of the program. Length of engagement will be based on individual employment/engagement goals, capacity and labour market. Introduction to the program will be voluntary. From this point participants may be asked to transition to honourarium based benefits and then finally wages. Currently, we have 4 leadership positions which provide a higher wage and opportunity for advancement.
~~ ~~ Required work conditions Hours per week will be dependent on the individual's plan for training and the hours necessary based on Cafe and catering work. There will be a requirement for availability at both locations. Transportation will be available.
Operational requirements
• Excellent customer service orientation • Exceptional communication skills with an extremely pleasant demeanor • Proficient in food planning and menu development • Hands on experience in personnel management and performing bookkeeping activities • Self-disciplined with a keen ability to take initiative • Able to assess customers' needs and fulfill them appropriately • Proven ability to handle pressure and work well under stressful situations • Strong ability to foster teamwork and manage conflict resolution • Good organizational skills • Adept at handling administrative and front desk tasks
Post-enterprise employment goals
Transition plans will be put into place for all employees moving from the enterprise program to mainstream employment. This will be facilitated by the Community Engagement and Social Enterprise program, community partnerships or by referral to the Job Developer. The process may include employment placement, job shadowing and incentive packages.
Business Criteria
Start-up capital
The IMPACT Cafe expansion would require $100,000 in start-up capital for the costs of renovations and equipment. The amount will be shared between Facilities and the Community Services Department. It is proposed that up to $40,000 be provided through the Corporate Capital Reserve Fund, with an expectation of repayment over 10 years and up to $60,000 be provided from the Muskoka Services Investment Reserve Fund. The reasoning behind this cost share model would be that the building is owned by the District and requires some upgrades for accessibility and safety, regardless of who the next tenant is. As well, there is currently no water to the building as the water line is owned by Fenbrook Institution and a new line is required from the road to the building. Community Services would cover all capital costs required for the program to operate.
Muskoka Services Investment Reserve Fund ($60,000) • All kitchen related costs: o Equipment o Gas line o Electrical for appliances ~~ ~~ o Lighting o Drywall o Fire doors x2 on kitchen o Flooring for kitchen, hallway and front entrance o Update 1 bathroom with new fixtures/flooring and drywall ceiling o Furniture
Corporate Capital Reserve Fund ($40,000) • Accessibility
0 Entrance to building
0 Interior ramp
0 Interior doorway
0 1 bathroom accessible • Safety 0 Emergency lighting o Smoke/C02 detectors • Utilities o Waterline from the road
!MPACT Cafe • Serving equipment • Small ware- pots, pans etc.
Monthly Operating and Revenue Projections (assumes no growth in catering venue):
Breakeven Scenario Operating Costs 3 days/week 4 days/week Wages $2,236 $2,981 Product Cost $1,170 $1,560 Utilities $500 $600 Loan Repayment
$3,906 $5,141
Net Revenue Projection (After Taxes) Cafe $3,120 $4,160 Catering $800 $1,000 $3,920 $5,160
Costs and revenues based on 35 meal purchases per day (Cafe) at average cost of approximately $7 .SO (based on current sales trends)
~~ ~~ Monthly Estimate:
Best Case Scenario Operating Costs 3 days/week 4 days/week Wages $2,236 $2,981 Product Cost $1,950 $2,600 Utilities $800 $900 Loan Repayment $400 $400 reinvest in capital $314 $252 $5,700 $7,133
Revenue Projection Cafe $5,200 $6,933 Catering $800 $1,000 $6,000 $7,933
• Revenue based on 55 meals/customers per day (eat-in plus take-out). • Wages based on 3 staff x 4-5 hours per day at $14 inclusive hourly costs.
Relevance for Venture
An analysis of the local employment market is beneficial to understand the potential for this venture as well as outcomes for the participants. With the exception of retail, employment in accommodation and food service are the two most prevalent occupations in Muskoka. It would therefore make the proposed expansion of the IMPACT Cafe relevant.
WHERE WERE THE JOBS IN 2012? Top 4 sectors (54% of jobs) by NAICS code: Retail 4,621 Accommodation & Food 3,280 Healthcare & Social Assistance 3,087 Construction 2,965 Total related jobs in Muskoka 26,076
The restaurant industry in Canada makes up 4% of the country's GDP and the Canadian Restaurant and Food Services Association's outlook is that this will continue to increase into 2016. Although a large industry, there is no single chain that dominates the market, in fact the majority of businesses are independently owned, although this does include franchises. Managing costs to ensure profit margins are maintained continues to be a challenge for restaurateurs.
~~ ~~ Targets and Timelines
August 2015 • Meet with local building, fire and health officials to outline plan • Determine project lead for renovations. • Develop tender for renovations. • Begin the RFP process (if applicable) • Obtain Business Licence • Develop financial practices with the District of Muskoka or partner • Develop marketing materials
September- October 2015 • Renovations • Marketing deployment to local businesses • Survey on what potential patrons would like to purchase at the cafe • Recruitment of additional employees • Develop transportation plan for employees • Begin development of new partnerships to enhance the program through training, opportunities for on the job experience and transition to employment
November 2015 • Catering operations move to new location • Current location continues community based programming • Cafe opens to the public mid-late October
Spring 2016 • Possible expansion of products THE ISTRIQ UNICIPAUTY OF USKOKA
COMMUNITY SERVICES COMMITTEE
july 22, 2015
THAT the 2015 Tax Supported Operating Budget BE AMENDED as outlined in the following table:
2015 2015 Approved Proposed Proposed Budget Amendment Budget MED -General Operating Program Services - Other 1,375,095 76,385 1,451,480 MED- Revenue MED Funding 3,769,738 76,385 3,846,123 Net Levy Impact 0
Carried
Defeated USKOKA
COMMUNITY SERVICES COMMITTEE
July 22, 201 5
MOVEDBY fl~~ sEcoNDED sv: ' ~ 4-~ce ', /1 ?
THAT a municipal housing facilities by-law BE PREPARED for the provision of a capital incentive for one (1) affordable home for private sale by Loon Call (Muskoka) Inc.;
AND THAT the by-law AUTHORIZE FUNDS in the amount of $15,000 for one ( 1) affordable home, to be made available to the proponent;
AND THAT The District Municipality of Muskoka BE AUTHORIZED to enter into an agreement with respect to this by-law with Loon Call (Muskoka) Inc.;
AND THAT the terms of the agreement BE SATISFACTORY to the Commissioner of Community Services and the District Solicitor;
AND THAT the District Chair and Clerk BE AUTHORIZED to sign the agreement on behalf of The District Municipality of Muskoka.
Carried
Defeated ' 'RS I ) ;\.0\S- i_ TH
COMMUNITY SERVICES COMMITTEE
July 22, 2015
THAT a municipal housing facilities by-law BE PREPARED for the provision of a capital incentive for one (1) affordable home for private sale by Loon Call (Muskoka) Inc.;
AND THAT the by-law AUTHORIZE FUNDS in the amount of $15,000 for one (1) affordable home, to be made available to the proponent;
AND THAT The District Municipality of Muskoka BE AUTHORIZED to enter into an agreement with respect to this by-law with Loon Call (Muskoka) Inc.;
AND THAT the terms of the agreement BE SATISFACTORY to the Commissioner of Community Services and the District Solicitor;
AND THAT the District Chair and Clerk BE AUTHORIZED to sign the agreement on behalf of The District Municipality of Muskoka.
Carried
Defeated RSQ))~OIS-C.S THE ISTRIQ UNICIPAUTY OF KA
COMMUNITY SERVICES COMMITTEE
July 22, 2015
THAT a municipal housing facilities by-law BE PREPARED for the provision of new rental housing for Johnathan and Melinda Snyder;
AND THAT the by-law AUTHORIZE FUNDS in the amount of $15,000 for one (1) new rental unit (secondary suite) to be made available to the proponent;
AND THAT The District Municipality of Muskoka BE AUTHORIZED to enter into an agreement for new rental housing with Johnathan and Melinda Snyder;
AND THAT the terms of the agreement BE SATISFACTORY to the Commissioner of Community Services and the District Solicitor;
AND THAT the District Chair and Clerk BE AUTHORIZED to sign the agreement on behalf of The District Municipality of Muskoka.
Carried
Defeated 10 RS3 )dO IS -CS. THE ISTRIG UNICIPALITY OF KA
COMMUNITY SERVICES COMMITTEE
July 22, 2015
THAT Muskoka District Council APPROVE the Year One Update for Muskoka's 10 Year Housing and Homeless ness Plan, as attached.
Carried
Defeated DISTRICT OF MUSKOKA SPECIAL POINTS OF INTEREST:
• I I new afforda ble -units The Plan's Vision is thai all households in Muskoka will have a place lo call home !hal is • 65 new Rr!nt suitable, safe and affordable, helping lo support each household lo live life optimally. Supplements HOW HAVE WE DONE IN YEAR ONE? • 8 neW -R-etire rrient'HOme Fe'e ASSistanCe agreements -I Our Plan spoke not just to sup This has all occurred in a provin ply, but also quality of life, health cial atmosphere of poverty re-o • New Homeless-_ In all of Its Iterations, poverty ductlon, Investment. cooperation ness: Sharing reduction, engagement, partner across Ministries, flexible pro ships. supportS, accessibility, and gram guidelines, the measure- Table innovation. We are pleased to ment of outcomes, not process, Cooperative note that significant progress has and a receptive ear for innovative I .. I been achieved In many of these ideas. disCussions" with areas. locai Canadian--- We can be proud of our accom c Attainable Housing Is the Much of our work Is undertaken plishments, but must continue Mental H~th I cor-~~ Inerstone concept of our housing through an Integrated approach our efforts--housing wait lists office, Ll-liN I programs, More man just afford both internally across our differ remain long, precarious housing
! able, attainable housing is ade- 1 ent programs, with both District Is still the norm for too many Stro?g rehltiOn:-_-,_ , Iquate in condltlon, appropriate l and Area Municipality coopera households, neighbours still re-o sllip .with 21ocarc' lin size, accessible in that it is I tion, and also externally with our main cautious about new afforda shelters_ tO sup , loCilted In areas where common ~ many community partners who ble housing construction, the pOrt victims-ilf _,--::: Iservices and activltles are pre- 1 share the same general vision for demand remains higher than ViOlence I sent, is available In the market, ! Muskoka citizens. supply, and our country stlll has Iand Is affordable' i no long term housing strategy. lmpi-9ved ar r~ge~ent_~_fQ-r, __ New Supply - The Investment in Affordable ::~j·~o:t': Housing Extension (IAH-E) Program and the Muskoka Affordable !lousing Unit cO:h~~j.~-:d fOr tenant en Initiatives ProgrJm (~L\liiP) gageme'nt op When writing the Plan, the origi Repair/Accessibility grants, and 5 savings from the upload of OW portunities nal IAH program (Provincial) was Rent Supplement agreements. supports to the Province. In winding down. Now, a six year 2014, we granted several Capital Our locally funded MAHIP pro Strengthened· program has been added. Musko Incentives, Initiated approximate gram commenced In 2014. Dis c-hud~=~=;_i~Out ka's allocation over that time is trict Council demonstrated their ly 60 rent supplements, Intro --~e~~J;--P~o~~~ :-~- ~ $3.462,300. Our planned uptake duced 8 Retirement Home Fee ------commitment to increasing the includes 17 new rental units, 73 Subsidies, and helped 2 Habitat supply of affordable housing by -__ ,e-- NeW~-P~r_tri~;.. Home Ownership grants, 59 transferring former 0/C Waiver homes to be built. Ontario Renovates Home :shiJ_JS --~-~:-iici~e allocations, as well as local lessness PAGE 2 Homelessness Sharing Table
The Homelessness Sharing In the spirit of working together, Table was established towards we have funded new partners the end of 2014. It brings to with Housing Stability dollars, gether representatives from effectively introducing new non-profit and charitable sec doors to assistance. Muskoka tors, mental health, food secu Women's Advocacy Group, rity, homelessness and youth Poverty Reduction of Muskoka workers, justice and the legal Planning Table, three local Salva- system. Our inventory of ser Housing First mandate, with a tion Anny Corps, and our local vices is Impressive, but we still plan (and impressive progress} Legal Clinic now have a means see homelessness in our com towards ending homelessness, to help to stabilize housing for munity. Inspired by the Medi our Table will be entering people. cine Hat Community Housing discussions on how a similar Society, who have applied a systems approach could be comprehensive systems ap established and applied locally. proach to homelessness and a Housing for the Most Vulnerable
Several areas of our Plan spoke North Simcoe/Muskoka, an ad date, not enabled us to pro to the need for housing that hoc committee established by ceed with any firm plans. Such serves those with serious men the Waypoint care facility to funding as is available would be tal Illness and/or addiction repurpose funding historically used for the support services issues, and those transitioning attached to the domiciliary through mental health, without between care facUlties and hostel program, and have had sufficient funding for the deep Independent living arrange several discussions with our rental subsidies needed by ments. To this end, through LHIN about supportive hous what are typically very low 2014, we participated In a ing in Muskoka. The borders Income persons. This will con special committee facilitated by between health and housing tinue to be a focus of our on the North Simcoe Muskoka are not barriers, but the fund going work. and we will keep LHIN for transition beds In Ing levels available have, to the dialogue going. Good News through CHPI
The Community Homelessness Province annualized one time And, we can invest In pro Prevention Initiative (CHPI) funding, and now provides grams that empower and ena reflects all that is working well $982,800 each fiscal year. This ble people who are precarious at the Provincial level - trust year, we are now able to ex ly housed, such as the "Getting that Municipalities know their pand our Community Out Ahead In a just Getting By communities and how best to reach efforts by adding extra World" with The YWCA and serve them, reports that ask us staff to deepen our capacity, the Bracebridge United to share best practices with and to extend it to our more Church. our peers, and encouragement rural communities. As noted to explore innovation and above, we have new partners partnerships. In 2014, the with housing stability funds.
MUSKOKA'S HOUSING AND HOMELESSNESS PLAN 2014-2024 '"' 0""'"/M'or M"'"''' PAGE 3 Investments in Children- On Site Child Care
Child Care Centre also started a couple of years ago, on a promotes increased shoestring with primarily voluntary Watch a video learning, provides staff, in non-dedicated space. healthy lunches and Working with the Ministry of Edu about ~ snacks and engages par catlon and the Ministry of Child and this ents in an education Youth Services, the program Is now '!U process that can have fully licensed and adequately fund program! long lasting benefits for ed. It has improved, dedicated everyone. space. Kids from the program enter .b!!.i Muskoka Attainable Housing Advisory Table (MAHAT) Established In 2012, MAHAT Is a tlnue the Table through the next the fall of 2015, with a planned slate Committee of Council which con round of Council. cerns rtself with affordable housing of presentations and break-out They will be consulted In, and con Issues In Muskoka. As membership sessions. tribute to, Muskoka's response to is comprised of a mix of elected the call for Input Into the Provincial officials and volunteer community Long Term Affordable Housing members, MAHAT experienced a Strategy. hiatus through 2014 due to the municipal election In October. Out Additionally. plans are underway going members reiterated the need for a Housing Information Day In to con- MUSKOKA'S HOUSING AND HOMELESSNESS PLAN 2014-2024 PAGE 4 Advocacy to The Ministry of Municipal Affairs and Housing Our Muskoka Attainable Housing Advisory Table (MAHAT), our 10 Year Housing and Homelessness Plan and District lodging with friends or family. Council have all noted over time that, of all possible types of tenure, home ownership, where feasible, is the most attrac The District created guidelines for their Revolving Loan Fund tive option. It helps promote young adult in migration and which allows eligibility for non-renters. Additionally, the discourage out migration, adds to the property tax and rate District Chair wrote to the Minister of Municipal Affairs and supported bases, introduces the opportunity for equity Housing, and information about this issue was forwarded to growth, and supports pride of ownership. The Home Own the other 46 municipal service managers in Ontario. ership component of the IAH-E is very popular. The Minister's response acknowledged our position but the Muskoka's only issue with the program is it's limitation on guidelines have not been changed. purchaser eligibility, which states that recipients must be in a pre-existing rental tenancy. This precludes participation by We are hopeful that other Service Managers will concur with such groups as young adults who are establishing themselves Muskoka's position. and that our combined effortS will even in the work force and living at home with parents, persons tually result in a change. living in supported housing who are now ready to live inde pendently and arrangements where people are temporarily One Pt~rson~s Story - Integrated Supports Over Time "Anna" and "David" are a young cou dy for Connor, as well as several This family is only one of many who ple with one six year old son. Due to referrals from our Children's Services have been well served by a fulsome a medical error "Connor" will re Community Facilitator to various and integrated approach to service quire a special diet and medical over support agencies. Connor was also provision. Virtually every program sight for his entire life. able to participate in our Children's supported their various and changing Anna, David and Connor moved into Outreach Program on a regular basis. needs as they were presented. an RGI unit in Community Housing in After completing her 2 year diploma Without the Home Ownership down Muskoka 5 years ago. They were in program, Anna secured full time em payment program, this family would receipt of Ontario Works at the ployment in her field. With steady not have been able to purchase a time, and both parents were 19 years income, and a view to the future, they home, and another family from our old. applied for a Home Ownership down long wait list for RGI housing would Through the next several years, with payment gram through the IAH-E still be waiting. income and other employment sup affordable housing program. Congratulations Anna and David! ports from their OW Case Managers, They were able to purchase a home and part-time employment, Anna in rural Muskoka, which contained a attended college both here in Musko small secondary rental unit. ' ' ka, and, when courses to complete The family are now moved in and her diploma were not available local enjoying their new home. and the ly, in Orillia. During this period. the secondary suite will help to ensure family received Child Care Fee Subsi- their financial viability over time. MUSKOKA'S HOUSING AND HOMELESSNESS PLAN 2014-2024 I I TH PALITY KOKA COMMUNITY SERVICES COMMITTEE July 22, 2015 THAT the Community Services Committee adjourns to meet again on August 26, 2015, or at the call of the Chair. Carried Defeated