3.             CITY OF OTTAWA’S RESPONSE TO COMMUNITY ACTION PLAN ON HOMELESSNESS:  2009-2014

 

RÉPONSE DE LA VILLE D'OTTAWA AU PLAN D'ACTION COMMUNAUTAIRE 2009-2014 EN MATIÈRE D'ITINÉRANCE

 

 

 

Committee Recommendations as amended

 

That Council:

 

1.                  Receive and endorse Ottawa’s Community Action Plan on Homelessness:  2009-2014, produced by the community-based Homelessness Community Capacity Building Steering Committee attached as Document 1.

2.                  Approve the actions to be taken by Community and Protective Services Department in order to implement the recommendations of the Community Action Plan on Homelessness as described in the report.

3.                  Delegate authority to Community and Protective Services Department, through the Housing Branch, to respond to emerging needs as they arise over this period, performing its provincially-designated role of Services System Manager for Homelessness and its federally-designated role of Community Entity for homelessness funding as described in the amended Document 2 Section 1. a), to read as follows:

 

a) City Council hereby delegates authority to the Director of the Housing Branch to receive, allocate after consultation with the stakeholders and monitor the use of provincial funding related to issues of homelessness, including the Consolidated Homelessness Prevention Program, Rent Bank Program, Hostels to Homes Program, and any new provincial funding programs that are to be administered by the Service System Manager for Homelessness in accordance with policies determined by City Council from time to time.

 

 

Recommandation modifiÉe du Comité

 

Que le Conseil

 

1.                  reçoive et accepte le Plan d’action communautaire 2009-2014 pour prévenir et résoudre la question des sans-abri à Ottawa, mis au point par le Comité directeur du renforcement des capacités communautaires pour les sans-abri (voir le document 1 ci‑joint);

2.                  approuve les mesures que Services communautaires et de protection doit prendre pour mettre en œuvre les recommandations, exposées dans le présent rapport, que contient le Plan d’action communautaire 2009-2014 pour prévenir et résoudre la question des sans-abri;

3.                  délégue à Services communautaires et de protectiontous les pouvoirs nécessaires pour qu’il puisse, par l’intermédiare de la Direction du logement, répondre aux besoins qui se manifesteront au cours de cette période et remplir son rôle de gestionnaire du réseau de services pour les sans-abri, qui lui a été assigné par la Province, de même que le rôle d’entité communautaire chargée du financement de la lutte contre l’itinérance, qui lui a été confié par le gouvernement fédéral, ainsi qu’il est indiqué dans le document 2 modifié à l’article 1. a) de la manière suivante :

 

a) Le Conseil municipal délègue par la présente au directeur de la Direction du logement son pouvoir de recevoir et d’affecter, après consultation des parties intéressées, les fonds provinciaux destinés aux problèmes des sans-abri, et d’en surveiller l’utilisation, notamment dans le cadre du

 Programme consolidé de prévention de l’itinérance, du Programme de banques d’aide au loyer, du programme  Hostels to Homes et de tout autre nouveau programme provincial de financement devant être administré par le gestionnaire du réseau de services pour les sans-abri, conformément aux politiques déterminées occasionnellement par le Conseil municipal.

 

 

Documentation

 

1.         Deputy City Manager's report Community and Protective Services, dated 19 September 2008 (ACS2008-CPS-HOU-0014).

 

2.         Extract of Draft Minutes, 2 October 2008.

Report to/Rapport au :

 

Community and Protective Services Committee

Comité des services communautaires et de protection

 

and Council/et au Conseil

 

19 September 2008/le 19 septembre 2008

 

Submitted by/Soumis par :

Steve Kanellakos, Deputy City Manager/Directeur municipal adjoint,

Community and Protective Services/Services communautaires et de protection 

 

Contact Person/Personne ressource: Russell Mawby, Director/

Housing/Logement

(613) 580-2424 x, 44162, Russell.Mawby@ottawa.ca

 

  Médecin chef en santé publique

City-wide/ À l’échelle de la ville

Ref N°: ACS2008-CPS- HOU-0014

 

 

SUBJECT:

CITY OF OTTAWA’S RESPONSE TO COMMUNITY ACTION PLAN ON HOMELESSNESS:  2009-2014

 

 

OBJET :

RÉPONSE DE LA VILLE D'OTTAWA AU PLAN D'ACTION COMMUNAUTAIRE 2009-2014 EN MATIÈRE D'ITINÉRANCE

 

 
 

REPORT RECOMMENDATIONS

 

That the Community and Protective Services Committee recommend that Council:

 

1.      Receive and endorse Ottawa’s Community Action Plan on Homelessness:  2009-2014, produced by the community-based Homelessness Community Capacity Building Steering Committee attached as Document 1.

2.      Approve the actions to be taken by Community and Protective Services Department in order to implement the recommendations of the Community Action Plan on Homelessness as described in the report.

3.      Delegate authority to Community and Protective Services Department, through the Housing Branch, to respond to emerging needs as they arise over this period, performing its provincially-designated role of Services System Manager for Homelessness and its federally-designated role of Community Entity for homelessness funding as described in Document 2.

 

 

RECOMMANDATIONS DU RAPPORT

 

Que le Comité des services communautaires et de protection recommande au Conseil :

 

1.      de recevoir et d’accepter le Plan d’action communautaire 2009-2014 pour prévenir et résoudre la question des sans-abri à Ottawa, mis au point par le Comité directeur du renforcement des capacités communautaires pour les sans-abri (voir le document 1 ci‑joint);

2.      d’approuver les mesures que Services communautaires et de protection doit prendre pour mettre en œuvre les recommandations, exposées dans le présent rapport, que contient le Plan d’action communautaire 2009-2014 pour prévenir et résoudre la question des sans-abri;

3.      de déléguer à Services communautaires et de protectiontous les pouvoirs nécessaires pour qu’il puisse, par l’intermédiare de la Direction du logement, répondre aux besoins qui se manifesteront au cours de cette période et remplir son rôle de gestionnaire du réseau de services pour les sans-abri, qui lui a été assigné par la Province, de même que le rôle d’entité communautaire chargée du financement de la lutte contre l’itinérance, qui lui a été confié par le gouvernement fédéral, ainsi qu’il est indiqué dans le document 2.

 

EXECUTIVE SUMMARY

 

This report is based on Ottawa’s Community Action Plan on Homelessness:  2009-2014 that is a product of the Homelessness Community Capacity Building process that included extensive, bilingual community consultation with more than 200 participants in a forum, responding to a questionnaire and through key informant interviews.

 

The City of Ottawa has been designated by the Province of Ontario as the Service System Manager for issues of homelessness and of housing, for allocating and administering federal, provincial and municipal funding designated for the homelessness service system, for the social housing system and for the creation of new affordable housing.  This role is fulfilled through the Housing Branch of Community and Protective Services within the framework of the Continuum of Housing and Support Services (seen below in Figure 1).  This Continuum has been accepted by the community of stakeholders as the framework for the ongoing development of housing and supports, as confirmed in the Community Action Plan.

 

Most of the work is accomplished through community-based organizations. The Housing Branch facilitates planning, supports research, allocates funds and administers contracts in order to achieve successful, sustainable housing outcomes for individuals and families who are vulnerable for many personal and socio-economic reasons.  This work is done in collaboration with other City branches.

 

The Community Action Plan on Homelessness:  2009-2014 is attached as the primary reference document for the City of Ottawa’s role in implementing actions.  It is a comprehensive review of community accomplishments in addressing issues of homelessness over the course of the current Action Plan.  There is also a listing of continuing challenges and opportunities to move forward.  The actual recommended actions for the next five years are put forward in the context of four Key Result Areas (KRAs). 

 

The community has confirmed that the City is working as well as possible in fulfilling its role as service system manager with the funds available to address issues of homelessness. 

 

A five year plan gives time to more fully develop the strengths and address the challenges of the housing and support service system.  Community and Protective Services are well positioned to implement the actions of the CAP.

 

RÉSUMÉ

 

Le présent rapport renvoie au Plan d’action communautaire 2009-2014 pour prévenir et résoudre la question des sans-abri à Ottawa, que le Comité directeur du renforcement des capacités communautaires pour les sans-abri a préparé en s’appuyant sur une vaste consultation communautaire bilingue à laquelle plus de 200 personnes ont participé, sur des entrevues menées avec des informateurs privilégiés ainsi que sur les réponses à un questionnaire.

 

La Province de l’Ontario a désigné la Ville d’Ottawa comme gestionnaire du réseau de services relatifs au logement et à la lutte contre l’itinérance, lui confiant la tâche de répartir et d’administrer les fonds fédéraux, provinciaux et municipaux destinés au réseau des services aux sans-abri, au logement social et à la création d’unités d’habitation à prix abordable. La Ville s’acquitte de ce mandat par l’entremise de la Direction du logement, qui relève de Services communautaires et de protection, en respectant le cadre posé par l’éventail des services de logement et de soutien (voir la figure 1, plus bas). Les parties intéressées ont convenu d’utiliser cet éventail comme cadre de travail pour le développement déjà en cours des services de logement et de soutien, ainsi que le confirme le Plan d’action communautaire.

 

La plus grande partie du travail est réalisée par des organismes communautaires. Dans le but de prêter une assistance efficace et durable aux personnes et aux familles qui, pour différentes raisons personnelles et socioéconomiques, éprouvent des problèmes de logement, la Direction du logement fournit de l’aide à la planification, soutient la recherche, affecte des fonds et administre des contrats. Ce travail est accompli en collaboration avec les autres directions de la Ville.

 

Le Plan d’action communautaire 2009-2014 pour prévenir et résoudre la question des sans-abri, joint au présent rapport, constitue le document de référence dans lequel sont définies les mesures que la Ville doit adopter. Il contient une revue exhaustive des réalisations communautaires en matière de lutte contre l’itinérance durant la période couverte par le dernier Plan d’action ainsi qu’une énumération des difficultés persistantes et des possibilités d’action prometteuses. Les mesures recommandées pour les cinq prochaines années sont rattachées à quatre secteurs de résultats clés.

 

La collectivité a reconnu que la Ville faisait de son mieux, étant donné les ressources financières à sa disposition, pour remplir son rôle de gestionnaire du réseau de services relatifs à l’itinérance. Un plan quinquennal offre assez de temps pour renforcer les éléments en place et accroître l’efficacité de l’ensemble des services de logement et de soutien, et Services communautaires et de protection est bien placé pour mettre en œuvre les mesures qui y sont prévues.

BACKGROUND

 

Ottawa’s first action plan involved extensive community consultation and wide-ranging recommendations.  It has been updated twice for the periods 2002 to 2005 and 2006 to 2008.  The latter plan was commissioned by the Homelessness Community Capacity Building (CCB) Steering Committee.

This Committee comprises representatives of the housing and support service sectors, all three orders of government, other funders, researchers, business people, and knowledgeable community members.

 

In its role as Service System Manager for issues of homelessness, the City uses these priorities and other information presented in the Community Action Plan to plan service development, allocate and administer funding and facilitate functional partnerships among the service providers, clients and other stakeholders.  Most of the work is accomplished through community-based organizations and done within the framework of the Continuum of Housing and Support Services as set out on the following page (note that a larger version with agencies listed is in Appendix 1 of Document 1).

 

 



The underlying strength of the service system as shown in the Continuum is its inherent flexibility to adapt to changing needs.  Since 2001, the response to homelessness has moved from an emphasis on shelters and other emergency services to early and earlier interventions to prevent individuals and families from becoming homeless.  Also, an emerging focus in the last three years has been chronic homeless.  To accommodate the needs of that very specific target population, service providers have developed outreach services that include moving the chronic homeless from the streets and shelters to housing with supports as quickly as possible. 

 

All stakeholders are pleased that the recently created Leadership Table on Homelessness has chosen to focus its efforts on this sector of the homeless population.

 

The Community Action Plan: 2009-2014 (Document 1) details the achievements of this community in responding to homelessness over the past three years.  It also acknowledges the ongoing problems and identifies ideas and recommendations to implement practical and strategic solutions.  The twenty-four recommended actions cover the entire range of the Continuum from increasing the supply of affordable housing to increased investment in the Housing Loss Prevention Network and Tenant Support services so people have the supports necessary to retain their housing.  There are also Actions regarding research needed for informed planning, and for consolidating and integrating services.

 

DISCUSSION

 

The Community Action Plan on Homelessness:  2009-2014 is attached as the primary reference document for the City of Ottawa’s role in implementing actions.  It is a comprehensive review of community accomplishments in addressing issues of homelessness over the course of the current Action Plan.  There is also a listing of continuing challenges and opportunities to move forward.  The actual recommended actions for the next five years are put forward in the context of four Key Result Areas (KRAs). 

 

This report follows a similar format in order to be as consistent as possible in outlining a City response to homelessness for the next five years. 

 

Current Status of Homelessness in Ottawa

 

Number of people at risk of homelessness

Thousands of households in Ottawa are always just that one pay cheque or emergency away from losing their housing.  There are several indicators that help us identify the number of individuals and families at risk of homelessness:

 

·        9,567 households were assisted by the various housing loss prevention services funded through the Housing Branch at 16 non-profit agencies in 2007.  Of those, 864 of the households were at imminent risk of being evicted; 84% of that group were successful in keeping their housing.

·        An average of 34,489 households per month, representing 59,124 individuals were receiving Ontario Works (OW) or Ontario Disability Support (ODSP) in August 2008.

·        9,370 households were on the Social Housing Registry waiting list at the end of 2007, waiting to access one of 22,478 units.  The number of new applications received in 2007 was 4,738.

 

Number of people absolutely homeless

The Salvation Army Outreach Van reported that in 2007, an average of 64 different homeless individuals were counted living on the street each month.  They total 530 different people in 2007, 45% of whom were Aboriginal and 76% of whom were male.  Many of them would be on the street for only one or two nights (fight with roommate, temporarily denied access to a shelter, mental health issues, will not leave pets, etc.)  Perhaps two to three dozen are hardcore street people, living outside year round.

 

Number of people using emergency shelters

In 2007, an average of 932 people per night stayed in emergency shelters in Ottawa.  Over the year, emergency shelters accommodated 7,573 unique individuals including:

·        3,861 single men

·        1,173 single women

·        505 youth

·        639 families (797 adults and 1,237 children)

The average cumulative length of stay in the shelters was 45.18 days.  This is an increase from the average length of stay in 2006, which is a reflection of the ongoing difficulty in finding appropriate, affordable long term housing.

 

Number living in supportive housing

In 2008, there were approximately 900 subsidized residents at any time in the twenty-seven domiciliary hostels. 

 

In addition, the Supportive Housing Network, known as Housing Plus, provides 943 beds in 792 units of supportive housing.  There are over 2,000 people on waiting lists for this service.  Even with some duplication, the demand far exceeds the supply.

 

Results from City Implementation of Current Community Action Plan: 2006-2008

 

In January 2006, the City of Ottawa, through the Housing Branch, Employment and Financial Assistance (EFA) Branch, Community Funding and the Public Health Department committed to strengthening services to individuals and families experiencing or at risk of homelessness.  Since that time, they have implemented or enhanced the following programs and services in the Key Results Areas (KRAs).

 

KRA#1:  increase the supply of affordable and appropriate housing.

 

The Housing Branch since January 2006:

 

·        Allocated funding to the development of:

o       619 new affordable housing units already occupied, being developed or pending approval.

o       95 additional supportive housing units, mostly for clients with mental health issues; 10 of these are conversion of shelter beds.

o       18 transitional housing units for young women involved with the justice system and Inuit needing a safe place for post-treatment stabilization.

o       60 shelter/transitional units for youth.

·        Developed the City of Ottawa’s Housing Delivery Plan for funding from the Canada/Ontario Affordable Housing Initiative; this was accepted for implementation.  In addition, secured City capital and assistance to supplement the federal/provincial funding so that rents could be affordable to tenants living on Ontario Disability Support Program.

o       Action Ottawa funding was released for building 648 of the housing units listed above.

o       Homeownership Down Payment Assistance program is helping 205 households buy affordable housing.

·        Increased the capacity of transitional domiciliary hostel services for particularly challenging single men and single women in the emergency shelters.

 

KRA#2:  Prevent Individuals from becoming homeless and assist people while they are homeless.

 

The Housing Branch administers approximately $30 million per year for emergency shelter, domiciliary hostels and support services for individuals and families experiencing or at risk of homelessness.   In accordance with the current Community Action Plan, the Branch has worked to strengthen both the homelessness prevention services and the outreach services that target the chronically homeless.  To this end, the Branch:

 

o       Funding two additional services.

o       Coordinating services of 11 agencies (29 staff and volunteers) for more complete coverage of geographic areas and kinds of service.

o       Increasing funding for the Outreach Van, 16 hours per day with 24-hour coverage in extreme weather.

o       Implementing a seven-month pilot in 2008/09 to develop a profile of issues with sex trade workers in Vanier in response to a request from that community.

o       Increase and enhance the capacity of the tenant resource centres located in Social Housing to work directly with tenants to ensure housing stability.

o       Increase the supported housing options for persons moving into social housing by providing on site clinical support.

o       Increase transitional support for the resident through the development of a support plan with a housing worker.     

 

The Employment and Financial Assistance Branch, in addition to the usual support services provided to all social assistance recipient and residents with low incomes, focused specifically on individuals and families experiencing or at risk of homelessness as the Branch:

 

 

The Cultural Services and Community Funding Branch provides operational funding to Community Health and Resource Centres where most homeless and at risk populations access services.  Since January 2006, the Branch has also:

·        Increased operating funds to eight day programs (drop-in centres) annually by at least 2% cost of living in order to sustain important support services to individuals and families who are experiencing or are at risk of homelessness.

·        Increased annual funding by 2% to 18 food programs as often households have to choose between paying rent and buying groceries.

·        Funded core operating costs and support services through Community Health and Resource Centres.

·        Recipients of Renewable Community Funding have also received a portion of the $500K Sustainability funding in 2007 and 2008.

 

Within its wide range of regular services, Ottawa Public Health also focuses on the homeless and at risk population in the following, all of which have been reviewed and even enhanced since January 2006:

 

KRA #3:  Achieve legislative and policy changes to end homelessness.

 

Various Branches of Community and Protective Services and other Departments have worked together to:

 

·        Develop the City Housing Strategy to be used as a framework for planning and advocacy.

·        Develop policies and bylaws related to rooming houses to improve the quality of life for tenants, provide clear guidelines for landlords and improve relations in the community. 

·        Participate in the creation of the new Leadership Table on Homelessness in Ottawa that includes high profile members who will find ways to address issues of chronic homelessness.

·        Advocate through memberships on a number of provincial planning bodies and associations with results such as more streamlined, flexible funding for homeless services; pilot projects for needed support services, additional capital funding to support the addition of new units for low-cost housing.

 

KRA#4: Ensure a coordinated, comprehensive and accountable community response to homelessness.

 

The Housing Branch, acting as Service System Manager for issues of homelessness:

 

 

o       Allocation of 12 capacity building grants to community agencies and coalitions.

o       Sponsorship of community events such as the Housing Fair for homeless people, and the Tenants’ Conferences.

o       Organization of 86 training sessions for front line workers, management and Boards on topics such as Understanding and Managing Aggressive Behaviour; the Refugee Process; Dual Diagnosis, and Advocating for Clients.

o       Monitoring of the Community Action Plan, actively encouraging and supporting community-based initiatives such as development of the network of Francophone services.

o       Support of the development of the Leadership Table on Homelessness, providing information to help them organize and plan.

o       Organization of the consultation process for this next iteration of the Community Action Plan.

 

 

 

 

 

City’s Role in Implementing Community Action Plan on Homelessness:  2009-2014

 

The actions recommended in the Community Action Plan (Document 1) are aligned with the important services already provided by the Community and Protective Services Department through the following branches:  Housing, Employment and Financial Assistance, Public Health and Community Funding.  The actions proposed below are in addition to the regular services already provided by the Community and Protective Services Department.

 

 

KRA#1:  Increase the supply of affordable and appropriate housing.

 

Increasing the supply of affordable housing with supports as necessary continues to be a top priority for the next five years.  In particular, the community has identified a need for more:

 

1(a)      Affordable housing:

·        Rental

In 2004, the City of Ottawa established a target of an additional 500 low-income rental units per year.  Between 2006 and now, near the end of 2008, there are only 714 units that have been, or are in the process of being developed, leaving a deficit of 786. 

 

·        Homeownership

Home ownership programs are best suited to households at the upper end of the low-income range.  In Ottawa, a household at the 40th income percentile earns about $58,861, and could afford an ownership unit costing  $203,061.  A household at the 20th income percentile earns about $32,595, and would not typically be able to afford a unit costing more than $112,449. 


1(b)      Housing with supports:

 

·        Supportive housing: long term housing with on-site support services, usually 24/7, that assist residents to live as independently as possible.

      Currently, there is a waiting list of over 2000 people waiting to access units in Housing Plus.  Many of these people have mental health issues; some are living with HIV/AIDS.  More specifically, homeless, senior women and men need supportive housing.  Francophone women have also been identified as a subgroup needing this type of housing.  At least 30% of the people in the single men’s and women’s shelters urgently need supportive housing.

 

·        Transitional housing:  time-limited supportive housing, typically no longer than three years.

There is a need for more transitional housing to provide:  post-treatment stabilization; newcomer integration into the community; safe accommodation for Aboriginal women and for women and children fleeing abuse; lifeskill development for certain individuals and families transitioning from emergency shelters.  

 

·        Supported housing:  any of the affordable housing units in which the residents receive community-based support, individually or in groups, to help them maintain that housing. 

This could include mental health case management, money management, conflict resolution, etc.  There is a need for a significant increase in the supports available in the community, specifically for professional services for individuals with mental health and/or addiction issues.

 

This need is particularly evident in the 21,500 social housing units.  A recent study by KPMG has shown that 26% of the households placed under the homeless priority are identified as ‘challenging’, meaning that they need supports in order to maintain their tenancy.  In a typical year, there are 500 households placed that are in this category.  As those residents demonstrate their need for support, they are usually disrupting several other households.   

 

Actions:

 

The Housing Branch will work with its funders and community partners, including the private sector to:

 

1.1  Implement the current Homeownership Down Payment Assistance program to ensure that a minimum of 205 families are able to purchase affordable housing in 2008. If more funding is forthcoming, it will be allocated as quickly as possible.

1.2  Explore opportunities in the private sector for capital funding and private-public-nonprofit partnerships to develop (build or purchase and renovate) affordable rental housing units, some of which could provide housing with supports; 50 units a year for the next five years would be a good start.  Estimated average cost to acquire and renovate is $70,000 per unit, total $3.5 million per year.

1.3  Develop 50 units of transitional housing annually as funding and partnership opportunities become available.  The current populations in most need are:  newcomers; Aboriginal women; women and children fleeing abuse; and, individuals who need post-treatment stabilization.  Estimated average cost to develop or acquire and renovate is $120,000 per unit, total $6.0 million per year.

1.4  Increase the stock of supportive housing by 100 units a year to focus on the need of senior women and men who are homeless or at risk of homelessness.  Estimated average cost to develop, or acquire and renovate is $120,000 per unit, total $6.0 million per year.

 

 

KRA#2:  Prevent individuals and families from becoming homeless, and assist people while they are homeless.

 

As Service System Manager for issues of homelessness, the City of Ottawa, through the Housing Branch, continues to focus on preventing homelessness.  The first step is to ensure that individuals and families have appropriate housing in the first place.  That is why there is funding for Housing Support Workers in all of the adult shelters – to ensure that people move into housing they can afford and that they are stabilized in the community.

 

Then the Housing Loss Prevention services, whether on site or community-based, take over providing services to clients who continue to need support while establishing themselves in the community.

 

The Housing Loss Prevention Network, which is based in six agencies, operating in ten sites across the city has served 7,110 households in the last two and a half years.  It has been able to move to earlier intervention instead of engaging clients only when housing loss is imminent.   However, the demand is still greater than the capacity of the services.

 

The Tenant Support Workers at Options Bytown who work in Ottawa Community Housing have assisted 1700 tenants a year in retaining their housing.  But there is a need for more of these workers to be available to more residents of social housing.

 

Since January 2006, the Housing Support Workers in the emergency shelters have been helping 4,249 households find long term housing, with supports as needed.  The workers in the men’s shelters have been coordinated over that time, sharing landlord information and best practices.  It is time to increase that coordination throughout the system.  Any further efficiencies could benefit the housing loss prevention services.

 

There is a continuing call for more coordinated, even integrated client service that is efficient and accessible.

 

Actions:

 

The Housing Branch will:

 

2.1 Strengthen and expand services provided by housing support and housing loss prevention workers, both on-site and community-based as funding becomes available over the next five years.  This will include:  

o       Adding a minimum of 10 tenant support workers to the service provided by Options Bytown in Ottawa Community Housing Buildings ($1 million annually).

o       Adding a minimum of 10 staff to the Housing Loss Prevention Network, based mostly in Community Health and Resource Centres ($1 million annually).

o       Adding up to 10 Housing Support Workers to assist homeless clients with accessing and stabilizing their tenancy in social housing ($1 million annually).

o       Advocating strongly with the provincial Ministry of Health and Long Term Care through the LHIN to fund community-based interdisciplinary teams to provide clinical supports for individuals with mental health and addiction issues in both existing and new supportive and supported housing.  A ten-person team could provide case management services for 200-300 people.  The number needed each year would co-relate with the increase in housing stock.  ($1 million per year).

 

There will be an annual review to determine changes in both the volume and kind of demands for service so funding mandates can be modified, if necessary.

 

2.2 Develop and implement transitional support services for families leaving emergency shelters to increase successful reintegration into the community, using a minimum of three additional support workers in shelters ($250,000 annually).

 

2.3 Coordinate a network in 2009 of Housing Support Workers in shelters and in other community agencies throughout the City; to share and utilize their knowledge, skills and information  in order to maximize housing results and by connecting directly with housing services providers. 

 

KRA#3:  Advocate for legislative and policy changes to end homelessness.

 

The challenges related to finding long term solutions rest in successfully and strategically addressing three areas: developing sound policies to eliminate barriers to accessing housing and services; increased and more flexible funding; and service delivery models that are responsive to client needs, outcome-focused and maximizing resources from all levels. 


Actions:

 

The Housing Branch with other Branches of Community and Protective Services will:

 

3.1  Act as a resource group for City of Ottawa participation in associations (e.g. OMSSA, AMO, ONPHA) that will advocate for a national housing strategy that protects existing stock, increases supply and addresses affordability.

 

3.2  Develop a toolkit for the City, agencies, coalitions and individuals to use the City Housing Strategy in advocating for changes.

 

3.3  Implement the recommendations presented to City Council on Evaluation of Local Policies in Social Housing in order to improve access to Social Housing.  http://ottawa.ca/calendar/ottawa/citycouncil/cpsc/2008/09-08/02%20-%20ACS2008-CPS-HOU-0012.htm

 

3.4  Participate in a local funders’ group to coordinate and improve service planning, implementation of policies, and sustainable funding for homeless services; e.g. Housing Branch and EFA work with Ontario Disability Support Program Regional representative to identify possibilities for flexibility in accessing benefits to obtain and retain appropriate housing.

 

3.5  Submit a proposal to CMHC for the City of Ottawa to administer the Residential Rehabilitation Assistance Program (RRAP) locally if the program is renewed in 2009.

 

KRA#4:  Ensure a coordinated, comprehensive and accountable community response to homelessness.

 

The City of Ottawa, through the Housing Branch, supports the Homelessness Community Capacity Building (CCB) initiative.  The CCB Steering Committee brings together the primary service sectors, planners, business people and clients in order to do a reality check on successes, to identify weaknesses, and to set priorities for moving forward.  This work is all supported by research and training that build the capacity of individual agencies, of service sectors, of client contribution and of the community as a whole to respond to issues of homelessness.

 

Data collection is becoming more integrated and robust, resulting in more reliable analyses to use for planning services, allocating funding and developing service delivery models.  This, in turn, allows for more transparent accountability of the use of limited resources.

 

However, there are still challenges to be overcome to ensure that the process is as smooth and effective as possible.

 

Actions:

 

The Housing Branch will coordinate work with other Branches in Community and Protective Services in order to:

 

4.1       Continue to support the Homelessness CCB initiative by:

·        Allocating federal funding for sector planning, training workshops, and research.

·        Providing secretariat services, including administrative support, and communication to all stakeholders.

·        Developing a monitoring framework for the implementation of the Community Action Plan.

·        Providing reference data for supporting the Leadership Table on Homelessness.

 

4.2       Develop and implement a plan for consolidation of services over the next five years for housing search support and stabilization that would recognize the unique needs of various client sectors and the experience and knowledge of various service providers.  One integrated service agency with satellite locations around the city would ensure easier access to such services as: 

·        Housing search and stabilization services.

·        Housing loss prevention, including eviction prevention.

·        Applications and preliminary screening for a coordinated access to both social housing and supportive housing.

·        Formal referral protocols with Housing Loss Prevention Network and Tenant Support Workers, Rent Bank and Employment and Financial Assistance Branch.

·        Coordinated access to support services necessary to maintain long term housing; e.g. mental health and addiction services, home management services for families at risk, home support for seniors who are ‘aging in place’, and employment services.

 

In 2009, the Housing Branch will begin discussions and planning with the agencies that the City funds and other City services for the homeless. This includes the Employment and Financial Assistance Branch and the Cultural Services and Community Funding Branch. The Branch will also be working with other funders to develop collaborative processes for a truly client-focused, integrated service system.

 

4.3       Facilitate the development of more service sector collaboration to build on the excellent efforts of the last few years; e.g. Housing Support Workers; Street Outreach Network.

 

4.4       Annually evaluate the effectiveness of the service system and revise, as appropriate with available resources.

 

 

CONCLUSIONS

 

Once again, the community has confirmed that the City is working as well as possible in fulfilling its role as service system manager with the funds available to address issues of homelessness.  A five year plan allows more time to fully develop the strengths and address the challenges of the housing and support service system.  Community and Protective Services are well positioned to implement the actions identified above. 

 

This can be accomplished by:

 

CONSULTATION

 

This report is based on Ottawa’s Community Action Plan on Homelessness:  2009-2014 that is a product of the Homelessness Community Capacity Building process that included extensive, bilingual community consultation with more than 200 participants in a forum, responding to a questionnaire and through key informant interviews.

There was consultation with members of the Poverty Issue Advisory Committee (PIAC) on September 9, 2008, some of whom also attended the consultation forum in June 2008.

 

Within the City, the Housing, Employment and Financial Assistance, Cultural Services and Community Funding and Public Health Branches and the Deputy City Manager’s Office of Community and Protective Services have consulted each other in order to develop the actions.

 

Subject to approval by Committee and Council, the Department will continue its ongoing dialogue and consultations with stakeholders in order to implement the actions outlined in this report, including consultations with all applicable City Advisory Committees.

 

FINANCIAL IMPLICATIONS

 

There are no immediate financial implications from the recommendations in this report. Any future additional funding requirements arising from programs identified in this report that exceeded new monies made available from the provincial and federal governments, would need to be identified by the Branch at that time.

 

SUPPORTING DOCUMENTATION

 

Document 1 – Community Action Plan on Homelessness:  2009-2014 (Issued Separately)

Document 2 – Delegation of Authority

 

DISPOSTION

 

The Community and Protective Services Department will action any direction received as part of consideration of this report.


Document 2

 

Delegation of Authority

 

In order to implement the recommendations of the Community Action Plan on Homelessness and also in response to documented emerging needs as they arise over this period of the Action Plan (2009-2014) authority is delegated to the Director of the Housing Branch as follows:

 

1.  Housing Branch - provincially-designated role of Services System Manager for Homelessness

 

a) City Council hereby delegates authority to the Director of the Housing Branch to receive, allocate and monitor the use of provincial funding related to issues of homelessness, including the Consolidated Homelessness Prevention Program, Rent Bank Program, Hostels to Homes Program, and any new provincial funding programs that are to be administered by the Service System Manager for Homelessness. 

 

b) City Council hereby delegates authority to the Director of the Housing Branch to negotiate and execute all agreements with the provincial government, including any necessary amendment and extension agreements, and to fulfill the responsibilities of the executed agreements in relation to the Consolidated Homelessness Prevention Program, Rent Bank Program, Hostels to Homes Program, and any new provincial funding programs that are to be administered by the Service System Manager for Homelessness provided all costs, are covered by the provincial funding.

 

2.  Housing Branch - federally-designated role of Community Entity for homelessness funding 

 

a) City Council hereby delegates authority to the Director of the Housing Branch to receive, allocate and monitor the use of federal funding related to issues of homelessness, including the Homeless Partnership Strategy or any successor program and any new federal funding programs that are to be administered by the Service System Manager for Homelessness. 

 

b) City Council hereby delegates authority to the Director of the Housing Branch to negotiate and execute all agreements with the federal government, including any necessary amendment and extension agreements, in relation to the Homeless Partnership Strategy or any successor program and any new federal funding programs that are to be administered by the Service System Manager for Homelessness provided all costs, including all administration costs, are covered by the federal funding.

 

c) City Council hereby delegates authority to the Director of Housing to fulfill the responsibilities of the executed agreements in relation to the Homeless Partnership Strategy or any successor program and any new federal funding programs that are to be administered by the Service System Manager for Homelessness, including hiring temporary staff and expending monies necessary to conduct the contracted activities notwithstanding any hiring or spending limitations imposed on City departments provided all costs, including all administration costs, are covered by the federal funding.


CITY OF OTTAWA’S RESPONSE TO COMMUNITY ACTION PLAN ON HOMELESSNESS:  2009-2014

RÉPONSE DE LA VILLE D'OTTAWA AU PLAN D'ACTION COMMUNAUTAIRE 2009-2014 EN MATIÈRE D'ITINÉRANCE

ACS2008-CPS-HOU-0014                                CITY WIDE / À L'ÉCHELLE DE LA VILLE

 

The Committee heard from the following list of delegations.  A brief summary of their presentation is listed within the minutes with the majority expressing similar sentiments and concerns with regards to the report, those being:

 

1)         The great need for affordable and appropriate housing in Ottawa

2)         Assistance needed for people while homeless

3)         Advocacy for change in legislation to end homelessness

4)                  A coordinated community response to homelessness

 

Delegations:

 

·                    Rosine Kaley and Marion Wright, Homelessness Community Capacity Building Steering Committee

·                    Trudy Sutton, Alliance to End Homelessness    

·                    Michael Maidment, Area Director for Public Relations and Development, The Salvation Army

 

Rosine Kaley and Marion Wright, Homelessness Community Capacity Building Steering Committee, spoke on behalf of this group, which is made up of service providers, community members, funders, researchers and representation from the City’s Housing Branch. 

 

They were instrumental in preparation of this report and are pleased in its release but note that there is much work to do and do not want to see any slow down in the efforts being made in ending the problems around homelessness.  They would like to see endorsement of this report, action its recommendations and take serious the need to end homelessness.  A copy of their written submission is on file with the City Clerk.

 

Trudy Sutton, Alliance to End Homelessness     , commented on the importance of this report and encouraged the Committee to support the recommendations before them.  They consider themselves proud partners with the City of Ottawa in looking after the needs of the homeless and advocating for public education, research and advocacy to end homelessness. 


They see the real need for funding from all three levels of government, Federal, Provincial and Municipal and applaud the City for seeing this as well and its efforts in lobbying the others two levels for more funds.  A copy of this organization’s written submission is on file with the City Clerk.

 

Michael Maidment, Area Director for Public Relations and Development, The Salvation Army, spoke to the Committee on behalf of this largest non-governmental social provider but as well, he is a member of the City’s Poverty Issues Advisory Committee.  He commented that homelessness is deeply imbedded in the issues of poverty and the present financial conditions are causing more uncertainty and risk of individuals and families becoming homeless.  This of course puts more pressures on agencies such as the Salvation Army.  A key point he noted was that investing in the prevention of homelessness is much less expensive than providing emergency shelters.  He wants to offer support and participation in the planning and coordination of homelessness service delivery and reducing homelessness in the City of Ottawa.  A copy of his presentation is on file with the City Clerk.

 

Councillor Bédard thanked the delegations for their presentations.  In Document 2 of the report it states under Delegation of Authority that the Branch allocates and monitors and asked what that entailed.

 

Mr. Russell Mawby, Director of Housing that the Branch takes the two main sources of funding, that being Federal and Provincial and allocates funds to be effective as possible and to seek out more funding.  The allocation is done on specific projects and in consultation with various stakeholders.

 

Councillor Bédard stated that he would move a motion to clarify the need for stakeholders input and that Council is ultimately responsible for setting policy.

 

Moved by Councillor Bédard:

 

That Section 1. a) of Document 2 “Delegation of Authority” be amended to read  “allocate after consultation with the stakeholders” and “the Service System Manager for Homelessness in accordance with policies determined by City Council from time to time.”

                                                                                                            CARRIED

 

Councillor Holmes is interested in the $77 million, which has just been given to the City by the Province, and they would like to see that money spent on sewers, housing and transit.  How much is believed to be earmarked for housing at the present time and will it help with the homelessness situation.


Mr. Steve Kanellakos, Deputy City Manager, Community and Protective Services, stated that there is approximately $44 million left of the original amount of $77 million.  Council has already allocated $33 million.  As well funds are being directed to the Strategic Initiatives Capital request.  There will be an identification made at budget time for housing from that $44 million.

 

Councillor Cullen thanked all presenters and the various groups who make up the Alliance to End Homelessness.  He states that the community has really banded together to deal with very important issue.  He raises this because we are in the midst of a Federal election and a number of questions have been sent to the various candidates and parties, which includes housing.  He raised again the very troubling figure of clearing only 5% of the housing waiting list of about 10,000 people.  The estimated wait to get affordable housing is presently 5 to 7 years.  Since 2006 approximately 600 to 700 units have been built but really is a drop in the bucket as to what is needed.  It is hoped that the candidates are reminded of this very important issue: it is a crisis.

 

That the Community and Protective Services Committee recommend that Council:

 

1.         Receive and endorse Ottawa’s Community Action Plan on Homelessness:  2009-2014, produced by the community-based Homelessness Community Capacity Building Steering Committee attached as Document 1.

2.         Approve the actions to be taken by Community and Protective Services Department in order to implement the recommendations of the Community Action Plan on Homelessness as described in the report.

3.         Delegate authority to Community and Protective Services Department, through the Housing Branch, to respond to emerging needs as they arise over this period, performing its provincially-designated role of Services System Manager for Homelessness and its federally-designated role of Community Entity for homelessness funding as described in the amended Document 2 Section 1. a), to read as follows:

 

a) City Council hereby delegates authority to the Director of the Housing Branch to receive, allocate after consultation with the stakeholders and monitor the use of provincial funding related to issues of homelessness, including the Consolidated Homelessness Prevention Program, Rent Bank Program, Hostels to Homes Program, and any new provincial funding programs that are to be administered by the Service System Manager for Homelessness in accordance with policies determined by City Council from time to time.

                                                                                                                                                            CARRIED as amended