HomeMy WebLinkAboutSPAC 2019-01-30 AgendaCity of Maple Ridge
SOCIAL POLICY ADVISORY COMMITTEE
AGENDA
January 30, 2019, 7:00 pm
Blaney Room, Maple Ridge City Hall
1. CALL TO ORDER
2. APPROVAL OF THE AGENDA
3. ADOPTION OF MINUTES – November 7, 2018
4. DELEGATIONS
4.1. Baby Friendly Community
Lucy Melinda Dominak, Baby Friendly Initiative Project Lead, Fraser Health
Dorina Messer, Maple Ridge Health Unit BFI Nurse
Kim Jones, Maple Ridge Health Unit BFI Nurse
4.2. Community Network Request for Funding for Community Resource Website
Colene Thompson, Chair, Community Network
Jenny Earley, Executive Director, Family Education and Support Centre
5. ROUNDTABLE – 15 minutes
6. NEW AND UNFINISHED BUSINESS
6.1. 2019 Chair and Vice Chair Elections
6.2. SWOT Review
6.3. Council Strategic Priorities as pertaining to SPAC
6.4. 2019 Work Plan Subcommittee
6.5. Social Services Delivery Research Plan
7. COMMITTEE UPDATES
7.1. Community Network
7.2. Youth Strategy
7.3. Opioid Overdose Working Group
8. CORRESPONDENCE
9. QUESTION PERIOD
10. ADJOURNMENT
QUESTION PERIOD
Question Period provides the public with the opportunity to ask questions or make comments on subjects that
are of concern to them. Each person will be given 2 minutes to speak. Up to ten minutes in total is allotted for
Question Period.
/aa
City of Maple Ridge
SOCIAL POLICY ADVISORY COMMITTEE MEETING MINUTES
The Minutes of the Regular Meeting of the Social Policy Advisory Committee, held in the Blaney
Room, at Maple Ridge City Hall, 11995 Haney Place, Maple Ridge, British Columbia, on
November 7, 2018 at 7:05 pm
COMMITTEE MEMBERS PRESENT
Tarel Swansky, Vice Chair Member at Large
Annette Morgan Maple Ridge-Pitt Meadows Katzie Seniors Network
Cathy Bennett Member at Large
Colene Thompson Maple Ridge Pitt Meadows Katzie Community Network
Ineke Boekhorst Downtown Maple Ridge Business Improvement Association
Dr. Ingrid Tyler Fraser Health
Jenny Earley Maple Ridge Pitt Meadows Katzie Community Network
STAFF MEMBERS PRESENT
Tony Cotroneo Staff Liaison / Recreation Manager, Community Services
Amanda Allen Committee Clerk
GUEST
Brenna Ayliffe Fraser Health – Alternate
Valerie Spurrell Fraser Health - Alternate
ABSENT
Cpl. Amanda Harnett Ridge Meadows RCMP
Hailey Robinsmith Member at Large – Youth Rep
Laura Butler Member at Large
Note: Tarel Swansky chaired the meeting as Acting Chair.
1. CALL TO ORDER
2. APPROVAL OF THE AGENDA
R/2018-013
It was moved and seconded
That the November 7, 2018 Social Policy Advisory Committee agenda be approved as
circulated.
CARRIED
3. ADOPTION OF THE MINUTES
R/2018-014
It was moved and seconded
That the minutes of the Maple Ridge Social Policy Advisory Committee meeting dated
September 5, 2018 be adopted.
CARRIED
Social Policy Advisory Committee Minutes
November 7, 2018
Page 2 of 3
4. DELEGATIONS
4.1. Healthy Community Partnerships
Dr. Ingrid Tyler, Fraser Health Medical Health Officer
Dr. Ingrid Tyler gave a presentation on Healthy Communities and the Healthy Community
Movement. Dr. Tyler spoke on the Ottawa Charter for Health Promotion which includes
building healthy public policy, creating supportive environments, strengthening community
action, developing personal skills and reorienting health services. Dr. Tyler provided details
on Plan H, strategies to build healthy and sustainable communities, and the desired
outcomes of what healthy communities are meant to achieve. Dr. Tyler outlined the Healthier
Communities Partnerships program at Fraser Health and how the program promotes health
and wellbeing in communities in the Fraser Health region. There was discussion on Maple
Ridge being an engaged community with many different working tables and task forces
ranging from age friendly, dementia friendly, early childhood, to youth strategy and whether
the committee is the right spot to work towards Healthier Communities Partnerships.
5. ROUNDTABLE
Annette Morgan provided an update on the Seniors Outreach and Connect Program and
Seniors Housing Task Group. The Age Friendly Community Task Group held a transit field trip
for seniors into Vancouver and Ms. Morgan provided a report on the successful event that
identified challenges for seniors and provided seniors the confidence and instruction on how
to use transit. The Dementia Friendly Community Task Group held a second walkability study
on November 6, 2018 and will be exploring the possible establishment of a Memory Garden
within Memorial Peach Park.
Valerie Spurrell advised a service plan for wrap around services with primary care providers
has been submitted. The Ridge Meadows Hospital celebrated its 60th Anniversary and funds
were raised to install a kitchen at the hospital. The hospital has opened a new sensory room
and construction has started for a new MRI machine.
Dr. Ingrid Tyler spoke about the initiatives, dialogues, and goals of the Canadian Institute for
Substance Use Research.
Brenna Ayliffe provided an update from the latest sport network meeting. The photo voice
project has secured a spot for a pop up gallery along 224 Street on November 22, 2018 and
a pop up shoe bank will take place downtown on November 16, 2018.
Ineke Boekhorst advised of the BIA shopping event starting November 22, 2018 and of her
recent participation in a walkability study in the downtown core.
Colene Thompson provided an overview of Community Network and advised a work plan
review is currently underway. Ms. Thompson advised that the working table had an
information fair at the Maple Ridge Public Library.
Tony Cotroneo reported that dementia friendly training for City staff is scheduled in
November and staff will be applying for UBCM funds for wayfinding. Flash flooding has
caused damages at the Maple Ridge Seniors Activity Centre resulting in isolation of seniors.
Tarel Swansky shared appreciation for the piano on the street program.
Social Policy Advisory Committee Minutes
November 7, 2018
Page 3 of 3
6. NEW AND UNFINISHED BUSINESS
6.1. 2019 Business Planning
The staff liaison reviewed the committee’s 2014 Strengths Weaknesses Opportunities
Threats (SWOT) and environmental scan and led the committee through an updated SWOT.
6.2. 2019 Committee Recruitment
The Committee Clerk outlined the 2019 advisory committee recruitment process and term
expiries of existing members.
6.3. 2019 Meeting Schedule
There was a review of the proposed 2019 meeting schedule.
R/2018-015
It was moved and seconded
That the 2019 Social Policy Advisory Committee meeting schedule attached to the November
7, 2018 Social Policy Advisory Committee agenda be amended by moving the January
meeting to January 30, 2019, adding a meeting on June 5, 2019, and that the schedule as
amended be adopted.
CARRIED
7. COMMITTEE UPDATES
7.1. Community Network
Discussion occurred in Roundtable
7.2. Opioid Overdose Working Group - Nil
7.3. Youth Wellness Centre
Tony Cotroneo reported that the Youth Wellness Centre has relocated from the Greg Moore
Youth Centre to the Frog Stone Grill complex.
8. CORRESPONDENCE - Nil
9. QUESTION PERIOD - Nil
10. ADJOURNMENT – 9:18 pm.
T. Swansky, Acting Chair
/aa
Act II Child and Family Services,
Adult Mental Health Resource
Centre, Alouette Addictions,
Alouette Correctional Centre for
Women, Alouette Home Start
Society, Asante Centre, BC
Healthy Communities, Canadian
Cancer Society, Canadian
Mental Health Association,
CEED Centre, Christian
Reformed Church, Community
Kitchens, Community Living BC,
Cythera Transition House,
Discovery Playhouse Children’s
Centre, Division of Family
Practice, Maple Ridge/Pitt
Meadows Parks and Leisure
Services, District of Maple Ridge
Social Planning, Family
Education and Support Centre,
First Call, FORCE, Fraser Health
,Fraser River All Nations
Aboriginal Society, Fraser Valley
Regional Library – Maple Ridge,
Friends in Need Food bank,
Home Instead Senior Care; Inner
Visions Recovery Society, ISS of
BC, Katzie First Nations, Maple
Ridge Parole Office, Maple
Ridge/Pitt Meadows Community
Services, Ministry for Children
and Families – Aboriginal Team,
Ministry of Children and Family
Development, Ministry of
Housing & Social Development,
Open Door Church, Pacific
Community Resources Society,
Ridge Meadows Hospice
Society, PLEA, RCMP, RCMP
Community Policing; Ridge
Meadows Association for
Community Living, Ridge
Meadows Child Development
Centre, Ridge Meadows
Hospital, Ridge Meadows
Seniors’ Society, Maple Ridge
Pitt Meadows & Katzie Senior
Network, Salvation Army Caring
Place, School District 42, Sprott
Shaw Community College,
SUCCESS, United Way,
Volunteer Maple Ridge – Pitt
Meadows, Westcoast Family
Centres, Work BC, Youth Crisis
Response Program, Youth
Diversions Program, Youth
Unlimited.
Web site:
resourceyourcommunity.com
Facebook:
/resourceyourcommunity
Twitter:
@commnetwork
January 22, 2019
Dear Mayor and Council,
On behalf of the members of the Community Network (CN), I am requesting funding support
for an additional annual cost of $5,667.20 to cover increased staffing hours (wages and
10% administration) for the Community Network Coordinator position that are required to
support Pathways, which is an online resource platform listing current local, regional,
provincial and federal social and health care services.
The Ridge Meadows Division of Family Practice, in partnership with Shared Care, which is a
provincially funded body within the Ministry of Health, funded and facilitated a resource
directory project that was presented to CN for input and consideration. The Division had
identified through community, social and health care provider feedback that a robust online
repository of local social and health care services was not available for community use,
which CN agreed with, so CN welcomed the Division leadership and dialogue on the project
initiative to solve this issue.
Consultation with City IT staff responsible for the city’s “What’s Happening Around Me”
platform, Parks, Recreation & Culture staff responsible for senior’s projects and Social Policy
Advisory work, as well as members of CN all concluded that Pathways is a platform that
would support and compliment the direction of the City and CN members in our long
standing quest to provide citizens with current information about the local services and
supports around them.
In comparing the Pathways platform to existing platforms, such as BC211 and FETCH, which
is a private system used by some communities, it was concluded that Pathways was the
more robust service and the most economical, since it is being developed and funded
through a joint venture of the Ministry of Health, General Practice Services Committee
(GPSC) and Doctors of BC, and requires no other funds outside of the staffing hours being
requested in this letter.
The Division has provided funding for the research, development and initial promotion of the
selected platform with a project goal of it being adopted by a lead agency/body that will
ensure the on-going updating of local information and awareness of the platform is
maintained.
Since the CN unites all of the social and healthcare providers in the community, the Division
requested that CN act as the lead body, which was supported by our members, with the
caveat that the additional hours for the coordinator to do the work is secured.
The Division’s research found that four hours per week, which reflects the funds being
requested, would be sufficient to oversee the following: ensure service listings remain
current by reaching out to service providers on a regular basis to update information or
remove obsolete services; liaise with Pathways’ staff to ensure the site continues to respond
to community need; provide community specific service announcements related to the
members of CN on the “Community Board” on the website; and oversee promotional
material and activities that ensure awareness of the site is fostered and maintained
throughout the community.
I
~
COMMUNITY NETWORK
Maple Ridge -Pitt Meadows -Katzie
The Community Network feels strongly that by utilizing Pathways as an online repository of
service information we will be able to realize our goal of filling an information gap for our
citizens and service providers by providing the people we serve with this important
information tool.
Therefore, CN respectfully requests the aforementioned funds be added to the existing CN
Coordinator contract starting no later than March 1st, 2019.
Thank you for your consideration of this request.
Sincerely,
Colene Thompson
Chair, Community Network
Jenny Earley
Executive Director, Family Education and Support Centre
SPAC SWOT
Environmental Scan:
Emerging Social Issues:
Increase in poverty and those affected by the impact of poverty
Growing complexity of social issues and social needs in the community
Food insecurity – housing maintained not accessing healthy food
Lack of local affordable housing/rental supplements
Anita Place Camp
Lack of support resources and housing for marginalized and hard to house populations
Continuous moving of homeless populations is causing more disruption to the whole community
Growing complexity of social issues and social needs in the community
Strengths
Cover many topics and challenges
Organized structure and meeting support
Cross representation of services and public
Advocacy
o Party Bus
o Pregnancy poster campaign
o Community dialogues
o Youth wellness clinic
o Age Friendly
o Youth Strategy
o Community Network
Committee of Council
Strong voice
Community Presentations.
What can we improve on?
More representation (??)
More meetings (feel bi-monthly is too long
Policy committee with council 2x year
SPAC Working mtg (solution to bi-monthly)
Policy Analysis/research
Gap analysis/needs assessment
Marketing
Collaboration w/ other Committees.
Create Action items from educational sessions
Accountability to work Plan
Equity of needs 9family, seniors, youth)
Opportunities
Outcome based Planning
Increase partnerships-Katzie, Pitt Meadows
Food insecurity
Planning/information Mtg with council
Increase focus on Health communities
Invite mobilized groups (Facebook)
Use of Media
Present to council
Community resource Fair
Increase $
Threats
Emerging issues
Opinionated/miss or non-informed groups
Council Priorities or direction (in regards to continuing committees)
Maple Ridge Social Services
Delivery Research Project
Summary Report
July 2016
Table of Contents
1.0. Introduction ...........................................................................................................................1
2.0. Research Methods and Phases of Activity ................................................................................3
3.0. Summary of Research Findings ................................................................................................6
3.1. Social Service Stakeholders Survey Summary ............................................................................... 6
3.1.1. Respondent Background Summary ....................................................................................... 6
3.1.2. Housing Services Summary ................................................................................................... 6
3.1.3. Mental Health Services Summary ......................................................................................... 7
3.1.4. Substance Use Services Summary ......................................................................................... 7
3.1.5. Duplication in Services Summary .......................................................................................... 8
3.1.6. Rankings of Organization Assets and Issues Summary ......................................................... 8
3.2. Inventory of Maple Ridge Social Services Summary (Housing, Mental Health,
Problem Substance Use and Addictions) ...................................................................................... 9
3.2.1. Criteria for Inclusion .............................................................................................................. 9
3.3. Review of Evidence Based Practices Summary ........................................................................... 10
3.3.1. Housing Case Study #1 - Sunshine Coast Housing Project .................................................. 10
3.3.2. Housing Case Study #2 - Medicine Hat Plan to End Homelessness .................................... 11
3.3.3. Housing Case Study #3 - London Ontario: Homelessness Prevention System ................... 12
3.3.4. Mental Health Case Study #1 - Preventing Homelessness through Mental Health
Discharge Planning: Best Practices and Community Partnerships in British Columbia ...... 13
3.3.5. Mental Health Case Study #2 - England’s Department for Communities and Local
Government Preventing Homelessness Project ................................................................. 14
3.3.6. Substance Use Case Study #1: At Home / Chez Soi Project (Vancouver) ........................... 15
3.4. Consultation Workshops Summary ............................................................................................ 16
3.4.1. Housing ............................................................................................................................... 17
3.4.2. Mental Health Services ....................................................................................................... 18
3.4.3. Problem Substance Use and Addiction Services ................................................................. 18
4.0. Shared Performance Outcome Framework ............................................................................ 21
5.0. Concluding Strategic Directions and Recommended Implementation Programs ...................... 23
List of Tables
Table 1. Summary of Consultation Workshops .......................................................................................... 16
Table 2. Priority Housing Issues Identified by Workshop Participants ....................................................... 17
Table 3. Priority Mental Health Issues Identified by Workshop Participants ............................................. 18
Table 4. Priority Problem Substance Use and Addictions Issues Identified by Workshop
Participants .................................................................................................................................... 19
Table 5. Implementation Directions: Housing for Vulnerable Populations ................................................ 24
Table 6. Implementation Directions: Mental Health Service Enhancements ............................................ 27
Table 7. Implementation Directions: Enhanced Programs to Address Problem Substance Use
and Addictions .............................................................................................................................. 30
List of Figures
Figure 1. Phases in Social Service Delivery Research Project ....................................................................... 3
Page | 1
1.0. Introduction
This report presents summary information gathered during the Maple Ridge Social Services Delivery
Research Project. The information herein and the related technical appendices aim to equip the City of
Maple Ridge (including council, staff, and committees) with knowledge and recommendations to
support decision making with regard to issues related to housing for vulnerable populations, mental
health, and problem substance use and addictions in Maple Ridge.
As per the Request for Proposals, this study is intended to identify opportunities available to the City
that will improve the delivery of all services and will identify funding models for services in the area.
Within this context a number of specific goals guided this applied study:
1. Help the City gain a clear understanding of the current service delivery and funding models in
the three focus areas of housing for vulnerable populations, mental health, and problem
substance use and addictions.
2. Assess and analyze the effectiveness of current delivery and funding models in meeting the
community of Maple Ridges’ needs, and preparing to meet its future as well as present growing
needs;
3. Develop recommendations designed to position Maple Ridge to advocate for:
Changes that will improve the capacity and effectiveness of the current delivery system;
Enhanced access to funding programs;
Increased resources; and,
Services designed to address the needs of vulnerable populations, achieve improved
access by streamlining the delivery system, and ensure ongoing effectiveness though
efficient, innovative, and effective use of resources.
4. Design metrics, as well as an ongoing mechanism, to measure the effectiveness and collective
impact of service delivery and funding models at the local level.
This summary report presents a high level overview of the major findings from the study and is
supported by six technical appendices that provide additional background on the issues identified during
the research process. The six Technical Appendices referred to above have the following titles:
1. Technical Appendix A: Social Service Stakeholders Survey Summary;
2. Technical Appendix B: Backgrounder for Inventory of Maple Ridge Social Services;
3. Technical Appendix C: Review of Evidence Base Practices;
4. Technical Appendix D: Consultation Workshops Summary;
5. Technical Appendix E: Measuring and Monitoring Results Summary; and,
6. Technical Appendix F: Social Responsibility Matrices Summary.
In addition to this summary report and the six Technical Appendices, a number of information
Page | 2
summaries, maps, and funding inventories were developed in support for the engagement elements of
the project.
In the following section (Section 2), the research methodology and activities are summarized. Section 3
contains a summary of findings from the different lines of inquiry relevant to this study. Section 4
provides an outline of an initial shared performance measurement and outcome framework. Section 5 is
a summary of conclusions from the range of project activities, while Section 6 provides a detailed
implementation program outlining major recommendations and activities in each of the three focus
areas (housing for vulnerable populations, mental health, and problem substance use and addictions).
Page | 3
2.0. Research Methods and Phases of Activity
Qualitative and quantitative research and analysis methods were used to complete this project. These
include: online survey and summary of results, service inventory, mapping, compilation of case study
information on evidence-based practices, summary of funding sources, six community consultation
workshops, development of evaluation measures, and development of social responsibility matrices.
Detailed research method notes are provided in the technical appendices where applicable. The figure
below summarizes the major project activities.
Figure 1. Phases in Social Service Delivery Research Project
Phase 1: Project Inception Meeting, Detailed Work
Plan, Contract Signing
Phase 2: Inventory of Service Delivery, Mapping and
Online Stakeholder Survey
Phase 3: Development of Summary of Evidence-Based
Practices and Inventory of Funding Sources
Phase 4: Key Stakeholder Workshops, Social
Responsibility Matrices, Assessment and Development
of Metrics
Phase 5: Development and Submission of Social
Services Delivery Research Report and Technical
Appendices
Page | 4
The following is a summary of activities in each of the project phases:
Phase 1: Project Inception Meeting, Detailed Work Plan, Contract Signing
1. Developed a project work plan in conjunction with City staff;
2. Confirmed meeting schedule and presentation dates with the City staff;
3. Developed a Gantt chart to visualize project milestones; and,
4. Finalized the project contract.
Phase 2: Inventory of Service Delivery, Mapping and Online Stakeholder Survey
1. Developed and administered an online stakeholder survey circulated to key stakeholders in
Maple Ridge (including senior managers, Executive Directors, and other knowledgeable
individuals identified through the service inventory and recommended by the project Steering
Committee) (Appendix A);
2. Completed inventory of services providing support for housing of vulnerable populations,
mental health and problem substance abuse and addictions issues (Appendix B); and,
3. Developed Service Delivery Maps summarizing socio-demographic information in the City of
Maple Ridge (distributed separately).
Phase 3: Development of Discussion Paper on Evidence-Based Practices and Inventory of Funding
Sources
1. Developed a total of six case studies summarizing model approaches in addressing issues
related to housing and homelessness (Sunshine Coast Housing Project, Medicine Hat Plan to
End Homelessness, and London, Ontario: Homelessness Prevention System), mental health
services (mental health discharge planning in British Columbia, Department for
Communities and Local Government in London, United Kingdom), and problem substance
use (Vancouver, BC: At Home/Chez Soi Project) (Appendix C); and,
2. Compiled an inventory of funding sources intended to support potential future actions to
address issues of housing for vulnerable populations, mental health and problem substance use
and addictions (distributed separately).
Phase 4: Consultation, Social Responsibility Matrices, and Assessment and Development of Metrics
1. In conjunction with the above research activities, SPARC BC conducted an extensive consultation
process involving a range of stakeholders including City of Maple Ridge Council and community
social service organizations (Appendix D); and,
2. Using elements identified throughout the research project, a social responsibility matrix was
developed outlining the varying scope of responsibility for each of the three levels of
government, as well as the community service sector (Appendix F).
Page | 5
Phase 5: Development and Submission of the Social Services Delivery Research Report
The purposes of the final report are to
1. To articulate a series of recommendations intended to inform the City of Maple Ridge in
advocating for reform of policies and systems related to the current social service delivery and
funding models; and,
2. Provide a clearer picture about:
How to enable more coordinated communication among the City, service providers, and
their clientele;
Steps to enhance access for clients seeking mental health, substance use, and housing-
related services; and,
A clear rationale for both the human rights and business case that is needed to enhance
existing social service systems.
Page | 6
3.0. Summary of Research Findings
3.1. Social Service Stakeholders Survey Summary
A survey questionnaire was circulated to key stakeholders involved in developing solutions to issues
associated with the three theme areas (housing for vulnerable populations, mental health, and problem
substance use and addictions). The sections below provide an overview of responses. For full details see
Appendix A: Social Service Stakeholders Survey Summary.
3.1.1. Respondent Background Summary
In total, 26 respondents took part in a 27-item survey. Each Likert-scale question received, at minimum,
18 responses. Among the respondents who took part in the survey, 16 (62%) represented non-profit
service organizations or associations, three (12%) represented faith-based groups, and 7 (27%)
represented various levels of government.
Among full-time employees hired by each respondent’s organization, 12 (52.1%) reported having 25 or
fewer full-time employees, five (21.7%) reported having between 26 and 50 full-time employees, and six
(26%) reported their organization having 51 or more full-time employees.
Among less than full-time employees hired by each respondent’s organizations, 18 (72%) of respondents
reported having between one and 25 less than full-time employees, six (26%) of respondents reported
having between 26 and 500 less than full time employees, and one (4%) respondent indicated their
organization employs more than 500 less than full-time employees.
3.1.2. Housing Services Summary
The majority of respondents (32%) indicated their organizations provided housing services to male and
female populations. Children (0 to 12 years) (0%), youth (13 to 18 years) (8.3%), and families (12.5%)
were least likely to have housing services provided to them. No respondent indicated housing services
were more than adequate in meeting the needs of any population group. The majority of respondents,
for each population type, indicated such services were either inadequate, or they had no opinion/did not
know.
Approximately 10 (47.7%) respondents indicated that between 0% and 30% of their organization’s
housing services are at risk of losing funding before 2017 while two (9.5%) respondents indicated that
between 91% and 100% of such services are at risk of losing funding before 2017. The majority of
respondents (26.3%) indicated that seniors (ages 65+) would be most adversely affected by the loss of
housing services, while all populations was the second most selected category (21.1%).
Respondents identified people who are homeless, families, and seniors as needing more focused
housing services including affordable rental housing for families, increased subsidized units for families
and people with disabilities, low barrier and long-term supportive housing, and transitional housing for
women with children fleeing abusive situations. For youth specifically, respondents indicated a need for
Page | 7
better support for youth in care including emergency youth shelter that is situated in Maple Ridge,
increased affordable market rentals for young adults, supportive housing for young adults and youth
with mental health/substance use barriers, and supportive housing for youth with developmental and
‘hidden’ disabilities. Respondents also identified a need for more housing specific to seniors, outreach
workers who can assist at-risk seniors which completing application forms, applying for subsidies,
transportation options, and connection to mental health and social services and home support.
3.1.3. Mental Health Services Summary
The majority of respondents (48%) selected people with disabilities and LGBTQ communities as being
populations being provided mental health services by their organizations while children (0 to 12
years)(20%) and families (28%) were the least likely populations selected as having mental health
services being provided to them. Approximately five (20%) respondents reported all populations being
provided mental health services by their organization. Respondents were much more likely to rate
mental health services as inadequate in meeting the needs of such populations living in Maple Ridge.
Respondents identified children, youth, and seniors as populations currently underserved by mental
health services. For children and youth, respondents indicated a need for more flexible and client-
focused services, online therapy, 24-hour youth crisis response, and early identification of mental health
challenges in younger children. For seniors (65+), respondents indicated the need for more geriatric
mental health assessments, reduction in wait times, greater support an aging population, anti-stigma
and cognitive skill building, wrap-around support for vulnerable populations focusing on relationship
building, services focused upon co-occurring mental health disorders, vocational supports and
occupational therapy.
Approximately nine (42.9%) respondents indicated that between 0% and 30% of their mental health
services are at risk of losing funding before 2017, while three (14.3%) respondents reported 91% to
100% of their mental health services are at risk of losing funding before 2017. The populations most
adversely affected would include male, female, and senior (65+), and youth (13-18 years) populations as
indicated by four (21.1%) respondents.
3.1.4. Substance Use Services Summary
The majority of respondents (32%) selected First Nations populations, people with disabilities (32%), and
people who are homeless (28%) as being populations their organization provides substance use services
to, while children (0 to 12 years) (12%), youth (13 to 18 years (16%) and families (16%) were least likely
to receive substance use services by their organizations. Approximately five (20%) respondents reported
all of the listed populations have substance use services provided to them by their organizations.
Respondents were much more likely to rate the adequacy of substance use services by population group
as either inadequate or had no opinion/did not know.
Respondents identified treatment and detox as service areas requiring more attention including
recovery programs, second stage housing, post-treatment relapse prevention, general detox and drug
and alcohol treatment (both resident and non-resident) with a particular focus on youth programming,
accessible methadone services, counselling and support groups, more outreach and trauma support,
Page | 8
evidence and research-based harm reduction programs and strategies, early intervention and drug and
alcohol awareness programs within schools, healthy lifestyle programming, parent/guardian education,
and training for first responders and front line workers on the impact of substance abuse on brain
function and how to support individuals with substance use challenges.
Approximately eight (33.4%) respondents indicated that between 0% and 30% of substance use services
were at risk of losing funding before 2017, while three (12.5%) respondents indicated that between 91%
and 100% of such services were at risk of losing funding before 2017. The majority of respondents (20%)
indicated that all populations would be most adversely affected by the loss of substance use services.
3.1.5. Duplication in Services Summary
Approximately 14 (56%) respondents indicated no duplication of mental health, substance use, or
housing services in Maple Ridge while five (20%) respondents indicated Maple Ridge does have
duplication of services in housing and homeless outreach. Administration and internal operations as well
as limited coordination among organizations were seen as a reason for some of this overlap.
3.1.6. Rankings of Organization Assets and Issues Summary
Regarding organization assets, respondents ranked strong service delivery model (M = 2.82) and talented
and dedicated staff (M = 2.82) as the most important set of assets their organization currently has.
Respondents ranked a strong governance model (M = 6.2), strong grant writing skills to secure funding
(M = 6.56) and other assets (M = 9.0) as the least important set of assets their organization currently
has.
Regarding organization issues, respondents ranked not having enough funding to create services that
meet the needs of clients (M = 1.94) and not having enough funding for administration and/or expenses
(M = 2.81) as the most important service implementation issues their organization currently faces.
Issues considered the least important include inadequate translation and interpretation support for
clients (M = 10.73), lack of effective policies and procedures (M = 10.7), and lack of exemption from
municipal property taxes (M = 10.18). A majority of respondents identified a lack of funding as both an
implementation issue and as a root cause. Respondents noted that a lack of funding simply means that
fewer front line staff can be hired and fewer clients can be served. Additionally, a few respondents
noted that the public needs more awareness and understanding regarding social priorities with
communities. Respondents described an environment of misinformation, resistance and fear when it
comes to services focused around substance use, mental health and housing in Maple Ridge. In addition,
transportation was identified as an issue for some populations – in terms of accessing services when
required.
To address these issues, the majority of respondents considered increased funding as a solution,
educate policy makers about issues facing community organizations, consider sharing administrative
costs between organizations, ask cities to waive property taxes for social service organizations, find
longer term funders, and more funding specifically to substance use education, prevention and
treatment within schools.
Page | 9
3.2. Inventory of Maple Ridge Social Services Summary (Housing, Mental
Health, Problem Substance Use and Addictions)
The main objective of the Maple Ridge’s Social Services Delivery Research Project is to identify key
trends, strengths and opportunities related to the service system regarding mental health, substance
use, and housing in Maple Ridge in order to establish consistent, innovative and coordinated service
delivery and improve accessibility of services.
This document is organized according to the three theme areas: (1) Mental Health (79 services and 24
Subcategories); (2) Substance Use (38 programs in 18 Subcategories); and, (3) Housing (47 programs in
20 Subcategories). The next subsection provides an overview of the criteria for inclusion into the
inventory.
3.2.1. Criteria for Inclusion
The development of the Service Inventory was based on three existing sources:
1. City of Maple Ridge Parks and Leisure Services Community Directory:
http://mrpmparksandleisure.ca/;
2. Red Book Online: http://redbookonline.bc211.ca/; and,
3. Referrals by City of Maple Ridge staff and Community Network members.
Organization information was confirmed by requesting that service providers review their organizational
information for accuracy and completeness. The criteria for inclusion into the Service Inventory
included:
1. Services must be offered in Maple Ridge;
2. Services must be free or low cost; and,
3. Services must offer or be related to one or a combination of the following themes:
Housing
Mental Health; or,
Substance Use.
The development of a draft Service Inventory identified 134 unique programs offered through 51
organizations. Of those 51 organizations, 35 (69%) are based in Maple Ridge and 16 (31%) organizations
are based outside Maple Ridge. Of the 134 individual programs, 106 (79%) are located in Maple Ridge
while 28 (21%) are located outside Maple Ridge.
Once the draft service inventory was developed, validation was sought for the information compiled
about existing resources including:
Program category (mental health, substance use, and/or housing);
Program name;
Service description;
Page | 10
Target population (Families; Children 0 to 12 years; Youth 13 to 18 years; Youth 19 to 24
years; Seniors 65+ years; Women; Males, LGBTQ; First Nations; Immigrant/Refugee;
People with disabilities, People who are homeless; All of these populations; and/or,
Other);
Host/Referring Organization
Organization Name;
Program (Yes/No) and Organization (Yes/No);
Offered within Maple Ridge (Yes/No);
Long Term (program has been running for five years or more) or Short Term (program
has been running for less than five years);
Secured funding for program up to 2017 (Yes/No);
Unit number or P.O. Box, street address, city, province and postal code; and,
Phone number, email and website.
To facilitate this process, Executive Directors and Senior Program Officers who offer programs that
address housing, mental health, and substance abuse issues were contacted the second week of
November of 2015 for their review for accuracy of an excel spreadsheet containing program information
they oversee. A reminder email was sent a week later and a final reminder email was sent at the end of
November of 2015.
Approximately 18 programs out of 134 unique programs were reviewed and validated, constituting 13%
of the total programs. These programs came from 10 organizations constituting 20% of the total number
(N = 51) of organizations.
3.3. Review of Evidence Based Practices Summary
A review of best practice examples related to housing and mental health was undertaken as part of this
project. The six case studies illustrate local and worldwide initiatives that seek to address challenges
related to the focus of this project. The sections below provide a basic summary of relevant information
from the housing studies. For a complete description of each project please see Technical Appendix C:
Review of Evidence Base Practices.
3.3.1. Housing Case Study #1 - Sunshine Coast Housing Project
This case study provides an overview of the Sunshine Coast Housing Project, an affordable housing study
intended to explore the need for affordable housing on British Columbia’s Sunshine Coast and to
develop an affordable housing strategy for the area. The study included: a review of a range of data
related to the housing situation on the Sunshine Coast; completion of key stakeholder interviews on
housing issues; development and presentation of a housing profile (including examples of affordable
housing initiatives and tools); a needs assessment to identify gaps in affordable housing on the Sunshine
Coast; development of case studies highlighting the roles of local governments, as well as a review of
governance options; outline of ‘pros’ and ‘cons’ of community land trust and housing trust funds;
Page | 11
description of potential affordable housing sites; and a review of current local government policies and
practices regarding affordable housing.
Some lessons learned through the process included:
1. It takes time to build support in the community and education and community outreach is
critical to securing local buy-in for solutions;
2. It is important to ensure that key individuals and institutions in the area are informed and
engaged in the process; and,
3. Recognize the key role that a social planning council can play in relationship building,
communication among stakeholders, and advocacy to the larger community by bringing a
perspective that emphasizes the need for long-term solutions involving coordination and
collaboration among a range of community interests.
The project also identified a number of challenges including:
1. It is difficult for smaller communities to amass significant funds to be able to create affordable
housing;
2. There was a lack of municipally owned land close to amenities and served by public
transportation that could be used for affordable housing;
3. Requirements specific to rural areas may make it costly to build affordable housing; and,
4. The approval process is slow due to demands related to housing and commercial development
projects.
3.3.2. Housing Case Study #2 - Medicine Hat Plan to End Homelessness
The overall goal of the Medicine Hat Plan to End Homelessness is to ensure that no-one in the
community would have to live in an emergency shelter or “sleep rough” for more than 10 days before
they had access to stable housing and associated supports.
Implementation of the plan is coordinated by Medicine Hat Community Housing Society (MHCHS) which
utilizes a systems approach based on a ‘housing first’ philosophy. The approach is based on a number of
key strategies including:
1. System-wide planning with an emphasis on long-term chronic and episodically homeless;
2. Housing and supports including maximizing the use of affordable housing stock and increasing
the capacity for the development of permanent affordable housing;
3. Systems integration and prevention (e.g., access to income assistance, partnership with the
education sector to address homelessness risk among young people, improved discharge
planning by medical services, exploring better integration between family violence and
homeless serving systems, and support for the development of a poverty reduction strategy);
4. Acquiring and maintaining data and research on the homeless-serving system; and,
Page | 12
5. Development of leadership and sustainability including increased public awareness and
engagement in ending homelessness in Medicine Hat, developing and advancing policy priorities
to support the Plan to end Homelessness, and providing leadership to end homelessness in
Alberta and Canada.
Since 2009, Medicine Hat has seen a 45% reduction in shelter usage. In addition, 42% of participants
who entered a housing first program were employed. Alberta’s first ever Point in Time Homeless Count
was conducted in Medicine Hat on October 16, 2014. On that night, 64 people were counted, five of
whom were on the street and 59 of whom were in an emergency shelter or short-term supportive
housing.
3.3.3. Housing Case Study #3 - London Ontario: Homelessness Prevention System
Ontario’s Housing Services Act introduced in 2011 required all Municipal Service Managers to develop a
council-approved 10-year plan to address housing and homelessness. In response to this Act, the City of
London developed two separate plans based on a ‘housing first’ approach: the London Community
Housing Strategy (2010), and the Community Plan on Homelessness (2010). The City’s approach focused
on assisting individuals and families by seeking the right housing, at the right time, in the right place with
the right level of approach. These plans were developed through extensive consultation, including a
community roundtable, a youth focus group and reviews on emerging directions.
In 2012, the City also engaged in a comprehensive approach to revising its Official Plan, called “ReThink
London”, a significant focus of which was upon homelessness strategies and policies. Finally, in 2013,
the City introduced the Homeless Prevention System: a three-year implementation plan outlining a
coordinated and outcome oriented approach to reducing and preventing homelessness in London.
This implementation plan was developed through a series of community forums, and included monthly
community advisory group meetings.
London’s Homeless Prevention System contains four areas of focus, including:
1. Securing housing – This is addressed through the Neighbourhood Housing Support Centre
(NHSC). The NHSC functions as both a physical and virtual hub for homeless individuals, along
with those at risk of becoming homeless
2. Providing housing with supports – This is also addressed through the NHSC. A key component
of the centre’s success is collaboration between NHSC, community service providers, the City of
London, and other stakeholders. The close collaboration between stakeholders has helped
support the development of a preventative system based on working groups, accountability
agreements, common assessment and performance measurement tools, an integrated
information system, case management and service practices, communication protocols and
collaborative governance.
3. Housing stability – The Housing Stability Fund is the main component of this focus area. The
overall goal of the fund is to offer financial assistance to low income Londoners who may be at
risk of homelessness by helping them obtain and retain housing by offering grants and loans to
Page | 13
low income residents to assist in paying rent, emergency energy assistance, and moving
assistance.
4. Reduced pressure on emergency shelter use – This is addressed by developing strategies to
divert individuals from entering shelters in the first place. Diversion is addressed through: short-
term case management; conflict mediation; connection to services outside homeless service
sector; provision of financial, utility and or rental assistance and increasing availability of
different types of housing options.
The Centre has also articulated a fifth area of focus, Strategy, Competency and Capacity, intended to
strengthen community ties and achieve the actions of the Implementation Plan.
In 2017, the City of London plans to undertake an evaluation of the implementation of the plan to date.
No new statistics on the homeless population are currently available.
3.3.4. Mental Health Case Study #1 - Preventing Homelessness through Mental Health
Discharge Planning: Best Practices and Community Partnerships in British Columbia
This case study is based on a research project aimed at identifying effective policies, practices and
resource requirements intended to prevent homelessness among residents and patients discharged
from mental health facilities. The research project gathered interview data from four mental health
facilities representing a mix or rural and urban communities: St. Mary’s Hospital Psychiatric In-Patient
Unit (Sunshine Coast); Kootenay Boundary Regional Hospital (Psychiatric In-Patient Unit and Tertiary
Residential Care) (Trail and area); Lions Gate Hospital Acute Psychiatric In-Patient Unit (Vancouver North
Shore); and Burnaby Centre for Mental Health and Addictions (available province-wide).
The study identified a number of best practices associated with effective discharge planning including:
1. Access to appropriate housing resources;
2. Access to community support services;
3. Partnerships and ‘buy-in’ among health care providers, community services, and peer support;
4. Information sharing agreements between hospitals and community services;
5. Early identification of discharge needs;
6. Clearly established ‘home’ for discharge planning within the hospital unit;
7. Discharge planning has a long-term focus on housing and services; and,
8. Discharge planning is culturally sensitive.
Barriers to successful discharge planning include:
1. Lack of long term planning and support networks;
2. Community services and peer networks are not involved in discharge planning;
3. Rural locations lack appropriate resources for mental health patients;
Page | 14
4. There is a significant gap in housing for those with concurrent disorders;
5. Individuals with behavioural problems are difficult to house;
6. BC has significant gaps in affordable housing across the spectrum;
7. The overall cost of housing in BC and low income assistance rates aggravate the situation;
8. Funding cuts by senior levels of government mean that community services are lacking in rural
location and overburdened in urban areas; and,
9. There is no formal mechanism for involving community service organizations in discharge
planning even though they play a critical role in supporting clients living in the community.
3.3.5. Mental Health Case Study #2 - England’s Department for Communities and Local
Government Preventing Homelessness Project
In 2008 the Mayor of London, England committed to ending ‘rough sleeping’ in the Greater London area
by the end of 2012. This case study summarizes the role of the government of England’s Department for
Communities and Local Government in supporting achievement of this goal.
One initiative described is the No-Second Night Out initiative that was intended to ensure that no
individual who spent one night on the street would spend a second night on the street. Components of
the initiative included:
1. Assisting people off the streets;
2. Helping people to access health care;
3. Supporting people to find work;
4. Reducing bureaucratic burdens;
5. Increasing local control over investment in services; and,
6. Devolving responsibility for tackling homelessness.
Another initiative described is “Making Every Contact Count: A Joint Approach to Preventing
Homelessness” which relies on collaboration and cooperation among various stakeholders services
populations at-risk for homelessness. Strategies employed include:
1. Addressing issues arising from troubled childhoods and adolescence;
2. Improving health;
3. Reducing involvement in crime;
4. Improving access to financial advice, skills and employment services; and,
5. Initiating innovative social funding mechanisms for homelessness.
Although these initiatives were seen as successful, the number of “rough sleepers” counted within
London between 2001 and 2014 continued to rise. Despite this challenge, accomplishments included:
Page | 15
1. Establishment of a national Rough Sleeper Reporting Line and Website;
2. Completion of a report containing recommendations on how hospital admission and discharge
can be improved for people who are homeless; and,
3. Funding of Homeless Link, a partnership of five local authorities focused on improving outcomes
for homeless people with co-occurring mental health and substance use challenges.
3.3.6. Substance Use Case Study #1: At Home / Chez Soi Project (Vancouver)
This case study summarizes At Home / Chez Soi, a housing research initiative that included consideration
of multidisciplinary approaches to addressing homelessness for Canadians with mental health issues.
The research took place in five Canadian cities (Moncton, Montreal, Toronto, Winnipeg, and Vancouver).
This included comparison of various housing interventions modeled on the needs of participants. The
models assessed included:
1. Housing First (HF) – based on a philosophy of consumer choice this model features immediate
access to housing and support services, no mandatory psychiatric treatment or sobriety, and
weekly tenant/case worker meetings;
2. Intensive Case Management (ICM) – based on a case management team which brokers
specialized services to community agencies and included centralized assignment and weekly
case conferences, worker accompaniment to appointments, and a client/staff ratio of 16:1;
3. Housing First with Assertive Community Treatment Groups (HF with ACT) – Based on a
transdisciplinary team (psychiatrist, nurse, occupational therapist, substance abuse specialist,
and peer specialist) that includes daily team meetings, involvement by program staff in hospital
admissions and discharges, and a client/staff ratio of 9:1;
4. Congregate Housing and Supports (CONG) – Self-contained units in a single building with
common areas and meals provided along with onsite support staff (psychiatrist, social worker,
nurse, pharmacy, activity planning) and a client staff ration of 12:1 ; and,
5. Treatment as Usual (TAU) – No housing and supports provided although some participants may
receive housing and support through other programs and agencies.
This case study summarizes the results of the Vancouver At Home (VAH) study which included 497 adult
participants (19 and older) living with mental health issues and lacking stable housing. In the Vancouver
component participants were randomly assigned to one of three possible study groups (HF with ACT,
CONG, and TAU).
Research results documented that:
1. Housing First interventions cost $28,862 per person per year on average for high needs
participants and $15,952 per person per year for moderate need participants1; and,
1 Costs included front line staff salaries, supervisors, program expenses (travel, rent, utilities), and rent supplement
provided by MHCC grant.
Page | 16
2. Costs for high needs participants were on average $24,190 less per person than the costs of all
other related services (e.g., psychiatric hospitals, hospitals, emergency shelters, etc.) while the
costs for moderate needs participants increased by $2,667.
Researchers articulated the following lessons:
1. There is a need to clearly establish roles for researchers and service providers;
2. The hiring of a Site Coordinator was essential in facilitating equality among team members and
in building relationships, trust and transparency;
3. Small committees to address front-line problems in a prompt manner were more important
than reliance on higher level meetings; and,
4. The short and long term success of the Vancouver project was based on building consensus
among a variety of stakeholders around a common vision for the project and in drawing
together the right partners representing both disenfranchised groups and organizations
committed to inclusivity and parity of participation.
3.4. Consultation Workshops Summary
In order to supplement and enhance the information already collected, a series of consultation
workshops were held February to early May, 2016. The workshops involved a wide range of participants
including City of Maple Ridge Council members, community service providers and stakeholders, and a
variety of people with lived experience of issues of homelessness, mental health and problematic
substance use and addictions. An estimated 115 individuals took part in these sessions (see Table 1).
Table 1. Summary of Consultation Workshops
Workshop Date Estimated
Attendance
1. Maple Ridge Community Network (Session 1) February 1, 2016 30
2. Maple Ridge City Council February 1, 2016 7
3. Youth Advisory Council March 8, 2016 20
4. Alouette Home Start Residents (Workshop) March 22, 2016 16
5. Alouette Home Start Residents (Poster) March 29, 2016 15
6. Maple Ridge Community Network (Session 2) April 25, 2016 25
7. Maple Ridge Local Action Team Youth Representatives May 3, 2016 7
TOTAL 120
Page | 17
The workshop format was varied to take into account the specific needs of the participants. For some
sessions, presentations and small groups discussions were used to gather information and identify
priority issues.
In other sessions, a community meal was followed by a discussion and brainstorm session. In some
cases, posters were used to gather comments and responses to questions about priority issues. This
method was used to ensure confidentiality for those sharing parts of their lived experience. Another
method was to ask participants to work in small groups to identify priority issues, short-term actions
(i.e., within two years), and potential partners. This was utilized in workshops involving community
service providers.
The tables below provide a brief summary of the top priorities identified by workshop participants in
each of the three topic areas (housing, mental health, problem substance abuse and addictions).
Further details of the methods utilized in each workshop and the complete workshop notes are included
in Appendix D: Consultation Workshops Summary Report.
3.4.1. Housing
Table 2 provides an outline of priority issues identified by workshop participants. Issues identified
include continued support for the implementation of the Maple Ridge Housing Action Plan, improved
coordination and integration of services, improved access to services, outreach to landlords and
property owners, as well as improved support people in transition in the community.
Table 2. Priority Housing Issues Identified by Workshop Participants
MR Community
Network (1)
MR City
Council
MR City Youth
Advisory Council
Alouette
Heights
Supportive
Housing
MR Community
Network (2)
MR LAT Youth
Representatives
Improve
access to
affordable
housing
Support
rent
subsidies
Continue to
implement
the
Housing
Action Plan
Integration
of mental
health
services
with
housing
Centralize
housing
resources
Address cost
of rental
housing for
youth
Address
transport-
ation issues
Work to
decrease
waiting
times for
social
housing
Improve
access to
affordable
housing
Supportive
housing
provides
stability
and
community
Supportive
housing as
a found-
ation for
other life
changes
Improve
care and
housing for
those
leaving
residential
treatment
Work with
landlords
and
property
managers to
ensure
housing
options
Safe house
for youth
Improve
life-skills
support for
youth living
on their
own
Page | 18
3.4.2. Mental Health Services
Workshop participants articulated a range of priority issues related to mental health services (Table 3).
These included the need to develop effective strategies to support those with co-occurring disorders,
improved outreach in the form of an Assertive Community Treatment (ACT) team, improved outreach
for youth in transition out of foster care. Participants also identified issues such as the need for a
regional approach to services, improved coordination and communication among service provider as
well as improved referral and service-delivery. Public education was also identified as a priority issue as
was improved education for medical personal and front line workers about the needs of youth and the
resources available to support them.
Table 3. Priority Mental Health Issues Identified by Workshop Participants
MR Community
Network (1)
MR City
Council
MR City Youth
Advisory Council
Alouette Heights
Supportive
Housing
MR Community
Network (2)
MR LAT Youth
Representatives
Co-
occurring
Disorders
Outreach
(ACT Team)
Outreach
(Youth in
transition
out of
foster care
Outreach
(Youth in
transition
out of
foster
care)
Regional
approach
to mental
health and
addictions
Improve
referral
process
Improve
service
delivery
model in
three areas
Address
shame and
stigma
associated
with mental
health
issues
Improve
staff training
to ensure
youth feel
welcomed
Address
confident-
iality issues
Address
“NIMBY”
syndrome
Improve
access and
awareness
to local
services
Develop a
mental
health
working
group
Education for
medical
professionals
about
referrals
Increase the
number of no
or low barrier
programs
Educate
adults who
work with
youth
3.4.3. Problem Substance Use and Addiction Services
With regard to problem substance use and addiction services participants identified a range of priority
issues (Table 4). Highest priority issues included improved access to services including detox, improved
outreach to youth and to children 6-12, the need for a dedicated “sobering” centre, improved second
stage treatment options, and increased outreach to those with both mental health and addictions
issues. Other frequently mentioned issues included the need for improve coordination of services, a
regional approach to addictions, and public education to address the stigma associated with problem
substance use and addiction.
Page | 19
Table 4. Priority Problem Substance Use and Addictions Issues Identified by Workshop Participants
MR Community
Network (1)
MR City
Council
MR City Youth
Advisory
Council
Alouette
Heights
Supportive
Housing
MR Community
Network (2)
MR LAT Youth
Representatives
Improve
access to
detox
facilities for
all
(especially
youth)
Establish
Sobering
Centre
Outreach
(Youth)
Children
and youth
(0-12) with
emphasis
on 6-12
Regional
approach
to mental
health and
addictions
Address
barriers for
youth (13-
17) in
accessing
addictions
services
Address
shame and
stigma
associated
with
addictions
issues
Ensure
support in
all life
areas
Work to
improve
youth trust
in services
that
address
problem
substance
abuse and
addictions
Improve 2nd
stage
treatment
options
Ensure
“sober
living”
options
Ensure
follow-up
support to
address
issues of
integration
Increase
outreach to
vulnerable
populations
with both
mental
health and
addictions
issues
Explore co-
location of
mental
health and
addictions
services
Improve
public
education
in all three
areas
(housing,
mental
health, and
addictions)
Improve
coordination
services
Across the six workshops and the three topic areas a number of common themes emerged. These
include:
1. Support for the City of Maple Ridge Housing Action Plan including a strong desire to be involved
in the implementation of the plan as a means of facilitating the development of affordable
housing in general and housing for vulnerable populations in particular;
2. A strong desire to move past the silos that can constrict effective action on issues of housing for
vulnerable populations, mental health, and problem substance use and addictions by developing
strategies for more effective coordination of services and programs addressing these issues
(e.g., consideration of regional approaches to service delivery, and more communications,
coordination and integration of services across the three areas, etc.);
3. A need for ongoing public education to ensure that community residents are informed about
community initiatives and to address issues of shame and stigma;
Page | 20
4. A need to pay attention to issues of access by addressing the barriers that prevent community
members for accessing needed services. Issues related to youth include affordable housing,
transportation, trust, and education for front line workers on how to speak with youth and what
services are available for them; and,
5. A need to improve outreach to families with children 6-12 and other vulnerable populations.
Page | 21
4.0. Shared Performance Outcome Framework
In addition to the consultation workshops, two additional facilitated workshops were held to gather
feedback on the means by which progress and results can be monitored, evaluated and reported on
with regard to the three focus areas of housing for vulnerable populations, mental health, and problem
substance use and addictions.
Participants in the workshops included members of the Community Network and representatives of the
City of Maple Ridge.
Appendix E: Measuring and Monitoring Results Summary Report provides full details of discussions and
recommendations articulated during this process.
Participants worked to refine a list of anticipated outcomes from service program. The discussion
touched on a number of issues including:
1. Quality of Life;
2. Proactive Approaches;
3. Community Driven Approaches;
4. Mobility;
5. Engagement of Senior Citizens;
6. Integration;
7. Information Sharing; and,
8. Using the Right Language.
Participants identified a number of potential measures and assessed the measures in terms of
meaningfulness and practicality. These potential measures included:
1. Number of clients served: mental health, substance use, and in need of housing – 12 of 12
participants thought this was ‘very’ or ‘somewhat’ meaningful while eight of 12 participants
indicated sourcing responses were practical.
2. Number (%) of clients cycling services: mental health, and substance use – 10 of 12
participants thought this was ‘very’ or ‘somewhat’ meaningful while 10 of 12 participants
indicated sourcing responses were practical.
3. Number (%) of clients transitioning to: supportive housing, and return to work – nine of 11
participants thought this was ‘very’ or ‘somewhat’ meaningful while nine of nine participants
indicated sourcing responses were ‘very’ or ‘somewhat’ practical.
4. Number (%) of clients connecting within the community: libraries, recreation, other – 12 of 12
participants thought this was ‘very’ or ‘somewhat’ meaningful while 10 of 11 participants
indicated sourcing responses were ‘very’ or ‘somewhat’ practical.
Page | 22
5. Prevalence and description of shared physical space accessible in the community – nine of 12
participants thought this was ‘very’ or ‘somewhat’ meaningful while 11 of 11 participants
indicated sourcing responses were ‘very’ or ‘somewhat’ practical.
6. Average ratings of citizen awareness of: aspects of homelessness, faced trauma, the stigma of
mental health, etc. – 12 of 12 participants thought this was ‘very’ or ‘somewhat’ meaningful
while eight of 12 participants indicated sourcing responses were ‘very’ or ‘somewhat’ practical.
7. Average ratings among parents of: access to services, continuity in care, and barriers faced by
children and youth – nine of 11 participants thought this was ‘very’ or ‘somewhat’ meaningful
while 8 of 11 participants indicated sourcing responses were ‘very’ or ‘somewhat’ practical.
8. Average client ratings of the: suitability of services, means to advocate on their own needs,
and ability to adapt to circumstances – 10 of 12 participants thought this was ‘very’ or
‘somewhat’ meaningful while 11 of 12 participants indicated sourcing responses were ‘very’ or
‘somewhat’ practical.
9. Average client ratings of: safety, sense of belonging, access to social and recreational
experiences, access to food, ability to work – 10 of 10 participants thought this was ‘very’ or
‘somewhat’ meaningful while 10 of 10 participants indicated sourcing responses were ‘very’ or
‘somewhat’ practical.
10. Periodic Evaluation (with GVRSC, Fraser Health and/or Housing BC) of: capacity, addressing
cultural differences, state of collaboration, etc. – seven of 10 participants thought this was
‘very’ or ‘somewhat’ meaningful while three of 10 participants indicated sourcing responses
were ‘very’ or ‘somewhat’ practical.
Two suggestions were made at the end of the session with regard to the implementation of
performance measures. First, ensure that when service providers are asked to submit data substantial
time and effort is not required to compile and return the information. For example, surveys should ask
only a few questions and mainly focus on fixed response options (e.g., scale, check-boxes, etc.) rather
than open ended questions. Second, use the first one or two years to refine tools and to agree on
information sources. Wait until the second or third year to establish baselines and analysis.
Page | 23
5.0. Concluding Strategic Directions and Recommended
Implementation Programs
This section provides our overview of strategic directions that extend from our engagement and related
analysis. In the tables below, we provide implementation directions for housing for vulnerable
populations (Table 5), implementation directions for mental health service enhancements (Table 6), and
implementation directions for enhanced programs to address problem substance use and addictions
(Table 7) in Maple Ridge.
Each table of recommendations includes: (1) A set of concluding strategic directions; (2) related city
bodies or initiatives within Maple Ridge; (3) implementation steps to work towards their associated
strategic direction; (4) potential partner organizations; and (5) the level of resources required to work
towards each strategic direction.
It is important to approach these tables with the following four considerations in mind:
1. Given the directions noted below were born out of grass roots consultation and engagement,
the implementation of new actions will need to be undertaken in a collaborative spirit that
unifies the collective strengths and abilities of the City of Maple Ridge and Community Network
Members.
2. Given the multiple different recommended directions and the limited time and resource
capacity of the social service system in Maple Ridge, it is important to select a limited number to
start working on. It is important for the City of Maple Ridge and the Community Network, as
well as other stakeholders, to work together to select the starting points together.
3. As part of the deliberation work to select starting projects, it is advisable to place the other
projects on a longer timeline of priority – with a view to choosing immediate, medium and
longer term projects. In this selection process, it is advisable to consider ordering the projects in
a sequence that is conducive to achieving the best possible short and longer term outcomes for
residents of Maple Ridge affected by the issues at the heart of this study.
4. As a central coordinating force in the Maple Ridge, the Community Network (CN) is critical to
the success of the implementation of the program outlined below. Given constraints on the
coordinating capabilities of the CN, any additional activities would need to be accompanied with
an adequate level resourcing to ensure success of the selected project directions – whether
these are related to new services, revisions to existing services or engagement around
evaluation work. The exact focus and amounts of required resources should be undertaken in
conversation with relevant CN stakeholder members.
* City of MR = City of Maple Ridge; Community Network = Maple Ridge, Pitt Meadows, Katzie Community Network; Community Network - Substance Misuse and Prevention = Maple Ridge, Pitt
Meadows, Katzie Community Network Substance Misuse and Prevention Subcommittee; MR Local Action Team = Maple Ridge Local Action Team (Child and Youth Mental Health and Substance Use
Collaborative (CYMHSU)); MSDSI = Ministry of Social Development and Social Innovation; MCFD = Ministry of Family Development
** Low – Builds on initiatives currently underway and can be implemented with minimal reallocation of existing resources; Medium – May involve increased funding and the development of
partnerships with community organizations, funders, senior levels of government, etc.; High – May involve substantial support from outside sources such as senior levels or government as well as the
development of complex partnerships and agreements
Page | 24
Table 5. Implementation Directions: Housing for Vulnerable Populations
Concluding Strategic
Direction
Related City
Bodies or Initiatives Implementation Steps
Potential
Partner
Organizations*
Resources
Required**
1. Continue to focus
on collaborative
approaches to
implementing the
Housing Action
Plan
Mayor and Council
Housing Action
Plan
Social Policy
Advisory
Committee
Resilience
Initiative
1.1 Liaison with the Community Network on the ongoing
implementation of The Housing Action Plan Community Network Low
1.2 Public engagement and communication to build
awareness and support to address housing issues Community Network Low to
Medium
1.3 Host a regional summit focused on the development of
collaborative solutions to issues of affordable housing
and homelessness
Metro Vancouver
Homelessness
Partnering Strategy
Medium
1.4 Identify strategies to support difficult to find housing
(e.g., sober living, second stage housing, affordable
housing, etc.)
Fraser Health
BC Housing
High
2. Explore the
development of a
centralized
approach to the
provision of
housing services in
Maple Ridge
Housing Action
Plan
Social Policy
Advisory
Committee
Resilience
Initiative
2.1 Work with the Community Network to identify lead
organizations and governance structures for ensuring
ongoing coordination of housing services in Maple
Ridge
Community Network Low to
Medium
2.2 Work to improve the homelessness count to provide a
complete picture of homelessness in Maple Ridge Metro Vancouver Low
2.3 Examine best practice models from around the world to
address housing and homelessness
Housing Service
Providers Low
2.4 Work with responsible Ministries and Agencies to
improve access to and adequacy of rental subsidies for
those who are at risk of losing their homes or who are
homeless and seeking accommodation
Community Network
BC Housing
Low
* City of MR = City of Maple Ridge; Community Network = Maple Ridge, Pitt Meadows, Katzie Community Network; Community Network - Substance Misuse and Prevention = Maple Ridge, Pitt
Meadows, Katzie Community Network Substance Misuse and Prevention Subcommittee; MR Local Action Team = Maple Ridge Local Action Team (Child and Youth Mental Health and Substance Use
Collaborative (CYMHSU)); MSDSI = Ministry of Social Development and Social Innovation; MCFD = Ministry of Family Development
** Low – Builds on initiatives currently underway and can be implemented with minimal reallocation of existing resources; Medium – May involve increased funding and the development of
partnerships with community organizations, funders, senior levels of government, etc.; High – May involve substantial support from outside sources such as senior levels or government as well as the
development of complex partnerships and agreements
Page | 25
2.5 Work with responsible Ministries and Agencies to
support the development of effective programs to
provide job training and experience for people who are
homeless
Work BC
Ministry of SDSI Medium
2.6 Work with responsible Ministries and Agencies to
support the purchase of buildings to provide shelter
and support for vulnerable people in Maple Ridge
BC Housing High
3. Improve the
integration of
mental health
services within
existing housing
programs
Housing Action
Plan
Official
Community Plan
(Section 3.2)
3.1 Develop a mental health working group/committee
with membership from housing, community services,
Mental Health and Substance Use Services
MR Local Action Team
Community Network
Fraser Health
Medium
3.2 Improve access to mental health services for people
living in subsidized housing complexes
Fraser Health
BC Housing
Low to
Medium
4. Enhance outreach
capacity among
agencies to support
people in need of
housing
Community Grants
Policy
Social Policy
Advisory
Committee
Resilience
Initiative
4.1 Support the establishment of programs and services
that build on existing community strengths
Housing Service
Providers Low
4.2 Enhance coordination and support in three inter-
related areas (education, employment, and housing) Community Network Medium
4.3 Improve services for members of the LGBTQ community
in need of housing and mental health support Community Network Medium
4.4 Develop strategies to ensure that youth are able to find
safe, affordable housing in Maple Ridge
Community Network
MR Local Action Team
Medium to
High
5. Strengthen the
focus on the
development of
second stage
housing options
Mayor and Council
Housing Action
Plan
Official
Community Plan
(Section 3.2)
5.1 Support the development of a Needs Assessment and
Feasibility Study for Second Stage housing in Maple
Ridge
BC Housing
Non-Profit Housing
Service Providers
Low
5.2 Support the implementation of second stage housing
projects in Maple Ridge
BC Housing
Non-Profit Housing
Service Providers
Medium
* City of MR = City of Maple Ridge; Community Network = Maple Ridge, Pitt Meadows, Katzie Community Network; Community Network - Substance Misuse and Prevention = Maple Ridge, Pitt
Meadows, Katzie Community Network Substance Misuse and Prevention Subcommittee; MR Local Action Team = Maple Ridge Local Action Team (Child and Youth Mental Health and Substance Use
Collaborative (CYMHSU)); MSDSI = Ministry of Social Development and Social Innovation; MCFD = Ministry of Family Development
** Low – Builds on initiatives currently underway and can be implemented with minimal reallocation of existing resources; Medium – May involve increased funding and the development of
partnerships with community organizations, funders, senior levels of government, etc.; High – May involve substantial support from outside sources such as senior levels or government as well as the
development of complex partnerships and agreements
Page | 26
6. Develop
collaborations
with landlords and
property
management
companies (e.g.,
develop a
“Friendly Landlord
Network”)
Housing Action
Plan
6.1 Compile contact information for landlords and property
management companies that offer rentals in Maple Ridge
Community
Network Low
6.2 Initiate a public consultation and engagement process
with landlords and property management companies
aimed at identifying priority issues and
recommendations
Community Network Low to
Medium
6.3 Support the establishment of an ongoing Landlord
Network as a forum for education and problem solving Community Network Low to
Medium
* City of MR = City of Maple Ridge; Community Network = Maple Ridge, Pitt Meadows, Katzie Community Network; Community Network - Substance Misuse and Prevention = Maple Ridge, Pitt
Meadows, Katzie Community Network Substance Misuse and Prevention Subcommittee; MR Local Action Team = Maple Ridge Local Action Team (Child and Youth Mental Health and Substance Use
Collaborative (CYMHSU)); MSDSI = Ministry of Social Development and Social Innovation; MCFD = Ministry of Family Development
** Low – Builds on initiatives currently underway and can be implemented with minimal reallocation of existing resources; Medium – May involve increased funding and the development of
partnerships with community organizations, funders, senior levels of government, etc.; High – May involve substantial support from outside sources such as senior levels or government as well as the
development of complex partnerships and agreements
Page | 27
Table 6. Implementation Directions: Mental Health Service Enhancements
Concluding Strategic
Direction
Related City Body
or Initiatives Implementation Steps
Potential
Partner
Organizations*
Resources
Required**
7. Explore the
feasibility of
developing and
operating a youth
safe program (or
Safe House) that
youth at risk can
access when in
need
Social Policy
Advisory
Committee
Youth Advisory
Committee
7.1 Identify lead community organization in partnership
with local stakeholders MCFD Low
7.2 Complete needs assessment and feasibility assessment
studies and implementation strategy MCFD Medium
7.3 Develop and implement safe house program MCFD High
8. Develop strategies
for providing
mental health
services at same
space as addictions
or improve referral
process
Social Policy
Advisory
Committee
8.1 Initiate a Needs Assessment and Feasibility Study to
examine issues related to co-location of services
Community Network -
Substance Misuse and
Prevention
MR Local Action Team
Fraser Health
Medium
8.2 Develop a regional approach to addictions and mental
health service needs
Community Network -
Substance Misuse and
Prevention
MR Local Action Team
Fraser Health
High
9. Design and
implement an
innovative public
education
campaign around
Mayor and Council
Social Policy
Advisory
Committee
9.1 Initiate a discussion with the Community Network
about how to improve ongoing public education,
engagement and consultation with regard to housing
and mental health
Community Network -
Substance Misuse and
Prevention
MR Local Action Team
Fraser Health
Low
* City of MR = City of Maple Ridge; Community Network = Maple Ridge, Pitt Meadows, Katzie Community Network; Community Network - Substance Misuse and Prevention = Maple Ridge, Pitt
Meadows, Katzie Community Network Substance Misuse and Prevention Subcommittee; MR Local Action Team = Maple Ridge Local Action Team (Child and Youth Mental Health and Substance Use
Collaborative (CYMHSU)); MSDSI = Ministry of Social Development and Social Innovation; MCFD = Ministry of Family Development
** Low – Builds on initiatives currently underway and can be implemented with minimal reallocation of existing resources; Medium – May involve increased funding and the development of
partnerships with community organizations, funders, senior levels of government, etc.; High – May involve substantial support from outside sources such as senior levels or government as well as the
development of complex partnerships and agreements
Page | 28
the issues of
homelessness and
mental health, with
strategic
partnerships with
media and
community leaders
Resilience
Initiative
9.2 Implement ongoing public education strategies
addressing issues of homelessness and mental health
Community Network -
Substance Misuse and
Prevention
MR Local Action Team
Fraser Health
Medium
10. Improve wrap
around support
for youth who are
transitioning out
of the foster care
system
Social Policy
Advisory
Committee
Youth Planning
Table
10.1 Support the development or an effective wraparound
model targeted at youth transitioning out of the foster
care system
Fraser Health
MCFD
BC Housing
Medium
11. Invest in enhanced
programming and
support networks
for people
affected by mental
health and
substance use
issues (i.e., people
with co-occurring
disorders)
Social Policy
Advisory
Committee
11.1 Research best practice models addressing the needs of
people with co-occurring disorders Fraser Health Low
11.2 Work with Community Network to convene a
presentation and discussion session aimed at
developing understanding and collaborative solutions
Community Network
Community Network -
Substance Misuse and
Prevention
Low
12. Support the
development of
strategies to
improve access by
youth to services
addressing mental
Mayor and Council
Social Policy
Advisory
Committee
Youth Planning
12.1 Support the development of a network promoting
community collaboration to address youth issues Community Network
MR Youth Planning
Table
MR Local Action Team
Medium 12.2 Ensure that adults who work with youth are educated
on how to work with youth (including listening and
support skills, knowledge about services, etc.) to ensure
that youth feel welcomed and included in support
* City of MR = City of Maple Ridge; Community Network = Maple Ridge, Pitt Meadows, Katzie Community Network; Community Network - Substance Misuse and Prevention = Maple Ridge, Pitt
Meadows, Katzie Community Network Substance Misuse and Prevention Subcommittee; MR Local Action Team = Maple Ridge Local Action Team (Child and Youth Mental Health and Substance Use
Collaborative (CYMHSU)); MSDSI = Ministry of Social Development and Social Innovation; MCFD = Ministry of Family Development
** Low – Builds on initiatives currently underway and can be implemented with minimal reallocation of existing resources; Medium – May involve increased funding and the development of
partnerships with community organizations, funders, senior levels of government, etc.; High – May involve substantial support from outside sources such as senior levels or government as well as the
development of complex partnerships and agreements
Page | 29
health issues and
problem
substance use and
addiction
Table services
12.3 Support the implementation of an advocate position
that can help youth navigate the various services
available to them including support for those
transitioning from foster care into independent living
* City of MR = City of Maple Ridge; Community Network = Maple Ridge, Pitt Meadows, Katzie Community Network; Community Network - Substance Misuse and Prevention = Maple Ridge, Pitt
Meadows, Katzie Community Network Substance Misuse and Prevention Subcommittee; MR Local Action Team = Maple Ridge Local Action Team (Child and Youth Mental Health and Substance Use
Collaborative (CYMHSU)); MSDSI = Ministry of Social Development and Social Innovation; MCFD = Ministry of Family Development
** Low – Builds on initiatives currently underway and can be implemented with minimal reallocation of existing resources; Medium – May involve increased funding and the development of
partnerships with community organizations, funders, senior levels of government, etc.; High – May involve substantial support from outside sources such as senior levels or government as well as the
development of complex partnerships and agreements
Page | 30
Table 7. Implementation Directions: Enhanced Programs to Address Problem Substance Use and Addictions
Concluding Strategic
Direction
Related City Body
or Initiatives
Implementation Steps Potential
Partner
Organizations*
Resources
Required**
13. Enhance support
for the work of
the Substance
Misuse and
Prevention
Committee (sub-
committee of the
Community
Network)
Social Policy
Advisory
Committee
Youth Planning
Table
13.1 Provide resources to develop a strategic plan and
funding strategy to provide sustainable support for the
Substance Misuse and Prevention Committee
Community
Network
Medium
13.2 Implement strategies to provide a continuum of
services to support people who struggle with
problematic substance use and addictions issues that
addresses emergency and short-term services (detox,
sobering centre, youth detox) medium term (addiction
treatment specialized treatment, outpatient services)
and long-term services (second stage treatment)
Community
Network
Fraser Health
Ministry of Children
and Family
Development
High
14. Improve access to
detox facilities
with an emphasis
on facilities
geared to youth
who wish to
address problem
substance use and
addiction issues
Social Policy
Advisory
Committee
Youth Planning
Table
14.1 Develop strategies to remove barriers that prevent
youth (13-17) from accessing addictions services
Community
Network
MR Local Action
Team
Fraser Health
Low to
Medium
14.2 Work with youth representatives to implement ongoing
evaluation and feedback on the accessibility and
effectiveness of services addressing problem substance
us and addictions
Community
Network
MR Local Action
Team
Fraser Health
Low
* City of MR = City of Maple Ridge; Community Network = Maple Ridge, Pitt Meadows, Katzie Community Network; Community Network - Substance Misuse and Prevention = Maple Ridge, Pitt
Meadows, Katzie Community Network Substance Misuse and Prevention Subcommittee; MR Local Action Team = Maple Ridge Local Action Team (Child and Youth Mental Health and Substance Use
Collaborative (CYMHSU)); MSDSI = Ministry of Social Development and Social Innovation; MCFD = Ministry of Family Development
** Low – Builds on initiatives currently underway and can be implemented with minimal reallocation of existing resources; Medium – May involve increased funding and the development of
partnerships with community organizations, funders, senior levels of government, etc.; High – May involve substantial support from outside sources such as senior levels or government as well as the
development of complex partnerships and agreements
Page | 31
15. Develop enhanced
after care drug
and alcohol
rehabilitation for
people once they
leave residential
treatment, with a
focus on
integrated case
management and
wrap around
approaches that
involve multi-
agency
collaboration
Social Policy
Advisory
Committee
Youth Planning
Table
15.1 Support the development of collaboration and planning
between community service organizations, mental
health service providers as well as problem substance
use and addictions services
City of Maple Ridge
Community
Network
MR Local Action
Team
Fraser Health
Low
15.2 Support the development of consistent performance
measures in order to improve evaluation and
measurement of services
Community
Network
MR Local Action
Team
Fraser Health
Low to
Medium
16. Explore the
development of
an Assertive
Community
Treatment (ACT)
team in Maple
Ridge based on
the success of
models
implemented in
other BC
Communities
Social Policy
Advisory
Committee
16.1 Gather information on ACT teams in Surrey, Abbotsford
and other communities
Community
Network
Fraser Health
MCFD
Low
16.2 Invite knowledgeable speakers to address the
Community Network
Community
Network
Fraser Health
Low
16.3 Work with Fraser Health and Ministry of Children and
Family Development to ensure the development of a
Maple Ridge ACT Team
Community
Network
Fraser Health
MCFD
High
* City of MR = City of Maple Ridge; Community Network = Maple Ridge, Pitt Meadows, Katzie Community Network; Community Network - Substance Misuse and Prevention = Maple Ridge, Pitt
Meadows, Katzie Community Network Substance Misuse and Prevention Subcommittee; MR Local Action Team = Maple Ridge Local Action Team (Child and Youth Mental Health and Substance Use
Collaborative (CYMHSU)); MSDSI = Ministry of Social Development and Social Innovation; MCFD = Ministry of Family Development
** Low – Builds on initiatives currently underway and can be implemented with minimal reallocation of existing resources; Medium – May involve increased funding and the development of
partnerships with community organizations, funders, senior levels of government, etc.; High – May involve substantial support from outside sources such as senior levels or government as well as the
development of complex partnerships and agreements
Page | 32
17. Explore the
feasibility of
developing and
operating a
“Sobering House”
Social Policy
Advisory
Committee
17.1 Support the completion of a Needs Assessment and
Feasibility Study for a sobering centre in Maple Ridge
Fraser Health
RCMP
Low to
Medium
18. Improve access to
services for
people with
mental health and
substance use
challenges, as well
as economic
constraints, by
removing transit
barriers and hours
of service barriers
Social Policy
Advisory
Committee
Active
Transportation
Advisory
Committee
Youth Planning
Table
18.1 Initiate a discussion with the Community Network,
Youth Planning Table and people living in poverty
focused on identify strategies to address the barriers
that prevent access to services for people facing
challenges relating to transportation and income
Community
Network
MR Local Action
Team
Low
19. Engage senior
levels of
government in
developing
stronger regional
approaches to
addressing mental
health and issues
related to
problem
substance use and
addictions
Mayor and Council
Social Policy
Advisory
Committee
Youth Planning
Table
19.1 Initiate a discussion with Community Network, Youth
Planning Table Local Action Team and other
organizations focused on identifying strategies to
support the development of regional approaches to
address mental health issues as well as issues related to
problem substance use and addictions
Community
Network
MR Youth Planning
Table
MR Local Action
Team
Other regional
municipalities
Low to
Medium