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Project Proposal from SHSSS

Project Proposal from SHSSS

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Shsss project proposal Shsss project proposal Document Transcript

  • Humber Helps: Project Proposal “Sustainable Housing Solutions and Supportive Systems” IPMP 502 - Project Planning Susan MacGregor November 27, 2013 Reidun Squires Reidun.squires@gmail.com Stephanie Puras Stephaniepuras22@gmail.com Natalie Daley Natalieamdaley@gmail.com Kyle Taylor Tayl0230@mylaurier.com Laurel Kozik Laurel.kozik@gmail.com
  • Table of Contents List of Acronyms . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . 1 1.0 Executive Summary . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . 2 2.0 Background and Rationale . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . 2 3.0 Project Description 3.1 Project Goal and Purpose . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . 4 3.2 Expected Results . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . . . 5 3.3 Beneficiaries . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . . . . . . . . 5 3.4 Project Activities and Timeframe . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . 7 3.5 Assumptions and Risk Management . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . 8 4.0 Cross-cutting issues 4.1 Gender . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . 9 4.2 Environment . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . . . . . . . . 9 4.3 Sustainability . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . . . . . . . 9 5.0 Project Management & Organizational Capacity . . . . . . . . . .. . . . . . . . . . . . . . 10 6.0 Monitoring & Evaluation . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . 11 7.0 Budget 7.1 Budget Breakdown . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . 13 7.2 Budget Narrative . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . . . 14 8.0Annex 8.1 Community Map . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . . . . 16 8.2 Logical Framework Analysis . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . 17 8.3 Activity Schedule . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . . . . . . 19 8.4 Risk Analysis and Management Matrix . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . 20 8.5 Organizational Flow Chart . . . . . . . . . .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. 21 8.6 Performance Monitoring and Evaluation Plan . . . . . . . . . .. . . . . . . . . . . . .22
  • Acronyms: Community Outreach Programs in Addictions (COPA) Humber Helps (HH) Ministry of Municipal Affairs and Housing (MMAH) Masters of Social Work students (MSW) Sustainable Housing Solutions and Support Systems (SHSSS) Toronto City Housing (TCH) Toronto Central Local Health Integration Network (LHIN) Toronto Drop-In Network (TDIN) 1
  • 1.0 Executive Summary Sustainable Housing Solutions and Support Services is a long overdue strategy developed by Humber Helps catered to men experiencing homelessness in the Regent Park area of Toronto. Though social housing projects have existed in Canada since the 1940’s, political changes and population increase has altered the context for change. SHSSS focuses specifically on a sustainable reintegration of transitioning homeless men through the improved social services and support programs. The target population consists of men who live below the poverty line, lack the capacities for educational and employment pursuits, cope with addiction problems and therein lack stability and independence. Ryerson Masters of Social Work (MSW) students will work with 250 of these men on a weekly basis for an 8 month period of time. They will be partnered with supportive local shelters and community counselling services. Not only will this benefit the livelihoods of men and improve their individual capacities, it provides MSW students with valuable and relevant experience in their field. HH will then run a four month advocacy campaign to properly translate the results into feasible evidence, demonstrating the need for increased funding to transitional housing support services. Thereby this will alleviate pressure on shelters and create safer neighborhoods. The project is seeking $342, 775 from Toronto Central LHIN whose visions are parallel with HH. Toronto Central LHIN aims to increase the health of communities in Ontario, transforming the system to achieve better health outcomes for current and future populations. Their emphasis on sustainable housing systems partnered with Humber Help’s mission, will provide a successful solution to a cyclical problem. SHSSS requires no development of expensive infrastructure, partnering with like-minded professionals for mutually beneficial involvement. 2.0 Background and Rationale Toronto has seen a 3.6% increase of individuals experiencing homelessness in the last two years.Sustainable Housing Solutions and Support Systems is a pilot project targeting the Regent Park neighborhood in downtown Toronto - specifically the region bordered by Gerard, River, Shuter and Parliament Streets, totalling approximately 69 acres of the downtown core. Home to roughly 10,000 residents, there is an extremely high number of individuals experiencing homelessness; the population of homeless men in the City of Toronto is estimated at just over 5000. The prevalence of men experiencing homelessness is greater than women, accounting for 80% of the homeless demographic in 2
  • the city. Our project therefore targets menwho have been cycling through a number of Toronto-based shelters for a substantial amount of time. The rates of unemployment in the Regent Park area are substantial, with rates as high as 21.3% of the population. Additionally, crime rates are high compared to the City of Toronto as a whole-an average of 12 crimes against people per 1000 individuals living in the area. A redevelopment plan was implemented in 2005 to rebuild and renew the Regent Park community through a revitalization project in the hopes of creating a mixed-income community and reducing the amount of homeless people in the area. As a result of factors such as poverty, unemployment, mental health issues, and addiction - as well as a lack of services to address these prevalent issues - men are unable to maintain their residence even when affordable housing is available. Targeting these barriers through in-depth support systems can increase the capacity of homeless men to live in housing units, thereby offering a sustainable solution to reduce the number of homeless men in the region. Our project is of particular relevance as the municipal government has cut social housing funds in half in 2013 - from 49 million down to just 24 million dollars. This has significantly reduced funding to a number of shelters and their employed support workers who are responsible for facilitating the transition of homeless men into housing. This ultimately creates a barrier to providing sustainable housing solutions. Due to their focus mainly on infrastructure without the social services necessary, the long-term success of the project remains to be seen. Humber Help aims to target the gap of required social services that will support the alleviation of homelessness. The Humber Help (HH) project is compatible with Toronto Central Local Health Integration Network (LHIN) due to the mutual priorities and goals of both organizations. By providing the foundation of support through the partnership with social workers, this facilitates the provision of support services to homeless men like substance abuse counseling and employment training. Consideration for the high proportion of seniors is included by both organizations; it is the fastest growing age group in the LHIN with a projected increase of 48.5 per cent between 2005 and 2015. With both organizations based out of Toronto, a deep understanding of the diverse demographic is shared - both in the mosaic of cultures, educational backgrounds, and available community services in Toronto, but also in the unfortunate disparities in access to these services, employment and affordable housing. In 2013, Toronto LHIN spent over $109 million on addictions support, supportive housing and community mental health throughout their 66 programs. As a legally registered charity claiming tax-exempt status, HH offers a unique project that supports the goals of the LHIN while targeting a serious gap in services. HH consists of an educated and specialized team with the organizational and 3
  • managerial capacity necessary to partner with LHIN and significantly reduce the amount of homelessness in Toronto. Please refer to Annex 8.1: Community Map 3.0 Project Description 3.1: Project Goal and Purpose Goal The project goal consists of two parts; the first is to increase the connection and support between men experiencing homelessness and the social services provided particularly when it comes to the transition from shelters to self-contained housing units. The second is to present the positive results of our project to the community at large and to the Ministry of Municipal Affairs and Housing (MMAH) in an advocacy-based approach to ultimately increase awareness and strengthen support services in Regent Park. The objective behind this is to enable these men to maintain sustainable livelihoods and decrease the rates of homelessness within the neighbourhood. HH plans to achieve this by addressing the core problem of the lack of housing workers and the need for consistent counselling support during their transition into independent housing. The project plans to increase the number of housing workers and counsellors by recruiting students completing their Masters of Social Work at Ryerson University. Through their required placements, students will work in correspondence with Toronto shelters to build a support framework for homeless men transitioning out of shelters. The enhanced support will allow men to maintain their own housing units and the SHSSS project aims at a success rate of 75%. The program will also address the disconnect in communication between front-line workers and municipal government, advocating for greater government support on this local issue. Purpose On a macro level, the purpose of this project is to break the cycle of poverty and create better livelihoods not only for the men who are experiencing homelessness but also for the surrounding Regent Park community. This initiative will lower crime, build safer neighbourhoods, strengthen civic body, create harmony between different classes and cultures, and empower people to live more positively and sustainably, rather than depending on the social services. 4
  • 3.2 Expected Results The project effectively addresses the root causes that perpetuate the cycle of homelessness and its needed preventative measures. Working within the shelter system and building on the resources already in place; SHSSS identifies the existing internal and external gaps that need to be addressed. Primary research has indicated that while men experiencing homelessness can be provided with physical infrastructure, it is more a matter of empowering these men to live in their housing long-term. Results expected throughout the duration of the project will be an ongoing involvement and communication with landlords to alleviate any problems with their tenants that may arise. Furthermore, the project will receive police reports of the area, several times a year that will indicate a lower prevalence of crime as a result of SHSSS. As a result of men sustaining their housing through their involvement with SHSSS, shelter reports will indicate a lower turnover as well as increased availability in short-term beds. The outcomes will lead to a projected goal of 187 out of the 250 men enrolled in the SHSSS project maintaining their residence in apartments, a success rate of 75%. This includes improved mental and financial stability and an overall reduction in drug and/or alcohol abuse. On a quantitative level this will be apparent in the decreased number of men in shelters. Qualitatively, these results will be evident through the improvements in the men’s livelihoods, well-being, self-empowerment, quality of relationships and overall attitudes. The involvement of Ryerson MSW students will also lead to a successful completion of their placement and a substantial amount of valuable experience applicable to their career in the field. The advocacy sector of the project will result in an interest from the City of Toronto and subsequent financial support, enhancing the project’s legitimacy and positively changing the community’s outlooks on this social issue and the services provided. Please refer to Annex 8.2: Logical Framework Analysis 3.3 Beneficiaries Humber Helps will be targeting approximately 250 men experiencing homelessness, specifically middle-aged and elderly men eligible for housing. This project aims to improve the sustainable reintegration of men into housing, as they account for 56% of the growth of homelessness in Toronto in the last two years. The numbers of homeless men are more significant than those of women experiencing homelessness in Canada. While this particular project is directed towards men, it is easily adaptable for both genders and can be applied in a variety of contexts and regions. The men chosen as low-medium and high 5
  • risk clients will be consulted by counselors and social workers prior to the beginning of their reintegration program and eight-week addiction treatment. This will ensure that the program is designed considering their individual needs and availability - catering the program structure accordingly. Because the project targets a vulnerable population, the higher risk individuals will have a more supportive framework. As a result, all men involved will have the skills to maintain stable employment, improved mental and physical health, and an overall sense of community and socio-economic contribution. The participatory approach used by the SHSSS program empowers men by providing them with the skills necessary to live sustainably. Social workers completing their final year of schooling will earn credentials from the City of Toronto having completed the Housing Workers course. They will be an integral part of the creation and methodology of the support program for men. Regularly communicating with Humber Helps, they will provide ongoing feedback regarding any changes needed for the support structure based on their involvement with the men. The students will earn experience working in various shelters and community support programs while logging a significant number of hands-on hours in home visits with the men participating in the program. Shelters will be consulted prior to the hiring of social work students, providing feedback based on their experience with homelessness and the most effective approaches. They will receive increased assistance in the form of social and housing workers, decreasing their workload and allowing them to focus on men visiting shelters on a daily basis. Furthermore, the SHSSS program will facilitate the transition of men to their own housing units, subsequently improving the productivity of the existing overcrowded shelters. The data collected over the duration of the project will demonstrate the effectiveness of personalized housing workers, and the feedback from shelter employees on this change will be essential. Municipal government will also benefit from the SHSSS program, gaining valuable local information of this ongoing national concern. The results of the project will indicate the need for more efficient spending in the form of employing long-term support staff. This will ultimately reduce funding directly to shelters as a short-term response to eliminate the amount of people experiencing homelessness in Toronto. The Regent Park neighbourhood will indirectly benefit from the project. With less men living on the streets in the surrounding area this will reflect a reduction of men with drug or alcohol problems. This will further result in an overall safer environment with reduced crime rates, as well as a potential increase in property value for the nearby population. 6
  • 3.4 Project Activities, Timeframe The project is scheduled to run for 12 months - from September of 2014 to September 2015. However, the initial coordination with partnering shelters and universities will include the negotiation of terms to be secured prior to project implementation - in May of 2014. Recruitment of social work students for the project will take place as early as June 2014, while the clients will be selected in early September. Roughly 12-13 clients will be assigned to each Social Work practitioner. To ensure smooth integration into the program, the social work students will attend a full-day orientation and training workshop in mid-September provided by the City of Toronto that provides Housing Worker certification. Throughout the duration of their schooling the social work students will have learned case management and counseling. The coordination of social work students and their clients will depend on the assessed level of each client’s needs; low-medium and high-risk men will be encouraged to enroll in an 8-week training workshop beginning in October 2014. These workshops are offered through COPA and held continually every 8 weeks until the end of the placement in April 2015. The program provides necessary support options in the event that any men need to complete the program again. Men assessed to be of high-risk will be introduced to an additional sessional psychiatric therapist at COPA. Throughout this 8-month placement, students will work two days a week with their clients and meet with the HH team every two weeks at the Team Space. During this time they will discuss client progress, attitudes and issues, forward landlord evaluation surveys and psychiatric reports, and discuss any personal concerns. The HH client-relationship team will meet with nine of the social work students every Monday, alternating students each week. The HH administration team will also communicate with housing landlords via monthly online questionnaires to monitor client progress and address any concerns they have about the project structure. Landlords can further be met in person if the questionnaires are not returned. The collection and synthesis of this data will be an ongoing process throughout the 8-month placement period, with progress reports continually compiled and submitted to MMAH every three months to communicate the program’s achievements. The final four months of the project will focus solely on advocacy and the accumulated data. An external evaluator will be hired to assist in data analysis and legitimacy of the project. Then, a legislative lawyer will be hired to maneuver through the required legal formalities in order to accurately convey our pilot to the government. The finalized data will provide evidence of the long-term financial and social benefits of the project structure, aimed at gaining ongoing funding from the Ontario Ministry of Municipal Affairs and Housing. 7
  • Please refer to Annex 8. 3: Activity Schedule 3.5 Assumptions & Risks With the collection of primary and secondary data revealing the causes of homelessness there is an underlying assumption of a need for a community-level solution to combat this issue. Through consistent support provided by the social work students, HH will assume the outlined goal that 75% of the men who participate in SHSSS program are sustainably integrated into society. Due to the structure and time frames within the project, as well as support services and regular monitoring of the transitioned men, the unpredictability of men’s situations will be as controlled as possible. While the men’s receptiveness to councillors cannot be predicted, the men will be assigned to a social worker best suited to meet their personal rehabilitation needs and the numbers of social workers are available to provide this. The project has recognized the potential for the female social workers to be placed in precarious situations with high risk men and Humber Helps will make the necessary preparations. This will include assigning an additional social worker to particular clients, or assigning male social work students to these cases to ensure the safety and comfort of all involved. The natural progression of the project, from addiction and counseling services to the monitoring of men in their own housing units, reduces major threats of men relapsing or being unresponsive to their initial removal from shelters. There will be a wide array of resources made known and available to the homeless men at all times, and the weekly visits provided will enable the social workers to recognize these threats immediately. The project will assume that further budget cuts to social workers and social services will not take place. While there are challenges regarding the current economic climate and resources for housing and support workers, the students involved in the SHSSS program will have an advantage working in the relevant and ongoing issue of homelessness in Canada. Furthermore, if the municipal government increases funding for support workers to visit self-contained units belonging to homeless men, these students will have a competitive benefit. It is possible that council will not be receptive to the advocacy provided by HH, thus affecting the sustainability of the project after the first year. However SHSSS provides a sustainable solution that can continue through donor funding and continuation of social work placements. Please refer to Annex 8.4: Risk Analysis and Management Matrix 8
  • 4.0 Cross-Cutting Issues 4.1 Gender Social work is a predominantly female-based field in Canada, with females representing more than 80% of the workforce. HH is an equal opportunity employer that is predominantly run by educated women. HH ensures that our employees are diversified with 40% of our employees being male. In Canada, 70% of social managers are women and HH will make sure that our upper management reflects this number by placing women in key decision making positions. HH is engaging only men without homes in its program and therefore does not directly engage women as beneficiaries. 4.2 Environment Humber Help does not alter, pollute or disrupt the natural environment in which the program operates. This is due to the fact that this project takes place in a previously urbanized neighborhood with pre-existing infrastructure. 4.3 Sustainability Humber Helps will not only be a 12 month project; it is a project that can continue until each homeless male is adequately supported by his community and able to contribute. To achieve this, funding will come from Toronto Central LHIN who will receive continual feedback throughout the monitoring and evaluation of activities and results they produce. For eight months, HH will have a significantly larger staff than its core members as the social work graduate students account for a substantial percentage. If the project has not secured long-term funding from the MMAH, it can continue with the support of local universities and the required social work placements each year from local universities. It can also continually seek out funding from socially-oriented foundations. Furthermore, it does not create a dependency on program coordinators themselves, as their primary responsibility in this project is collecting data used for advocacy purposes; therefore it can be sustainable for community and shelters. Humber Helps can be replicated in other provincial and Canadian cities that have social support systems such as COPA and the additional social framework to integrate our project. Cities such as Vancouver, Calgary, Edmonton and Montreal are examples where projects like SHSSS can be implemented. In terms of financial sustainability, this project creates socio-economic opportunities for the newly transitioned men to contribute back into society as their living standards rise. 9
  • 5.0 Project Management and Organizational Capacity The project draws on the specific skills, experience and qualifications of the Humber Help team. The team has extensive local knowledge of the community, and therefore an indepth understanding of the needs and issues of this target population. With this local knowledge comes pre-existing relationships and networks within the community, including social work practitioners, educational institutions, the Salvation Army Shelter, and so on. Additionally, with a main HH office located in close proximity to the target community, our team is granted the ability to collect additional primary data and to begin project implementation without travel related costs and delays. Our Toronto based project also provides our team with a large material capacity, such as access to various meeting locations and previous secondary data, etc. As a long-term funding prospect, a relationship with Toronto city council will be pursued from the start. This will be fostered through the continual submission of project progress reports and a year-end presentation demonstrating the effectiveness of our project. Every team member has an undergraduate degree and is completing a postgraduate certificate in Development Studies. The collective field experience within our team includes community development based in rural townships in South Africa, shelter management in Ghana, and education programming in Uganda, as well as significant experience working within community organizations in Canada. In addition, each Humber Help team has exceptional organizational and time management skills essential to the success of the project and are currently gaining significant experience in evaluation tactics. As a registered charity, HH claims tax-exempt status, increasing organizational legitimacy and attracting support through the provision of tax receipts. Our partnering organizations contribute valuable skills and existing networks within the city, as well as frameworks that strengthen the success of the project. COPA offers highly reputable addiction counseling services for men over the age of 55, providing services to marginalized and isolated individuals void of access to other addiction services. Furthermore, COPA’s First Step to Home programming provides self-contained housing units and harm reduction services to men who are experiencing homelessness, working within SHSSS’s project framework. Toronto Drop In Network (TDIN) is a coalition of 49 drop in centers for homeless populations in the area, providing a number of social services such as employment assistance and community involvement activities. These resources and existing services will be available to each of the men participating in the SHSSS, improving their personal capacities. Toronto-based shelters including the Salvation Army, St. Stephen’s House, Seaton House, etc. provide the necessary information about social services to men 10
  • experiencing homelessness, as well as giving them temporary housing. Ryerson’s MSW programs require students to complete extensive placements in the field. By facilitating these placements through the SHSSS project, students can assist with the rehabilitation of homeless men while gaining valuable work experience and the resources for potential employment. The project also allows the students to apply their learned communication, observation and critical-thinking skills for the benefit of the primary beneficiaries targeted by the project. Please refer to Annex 8.5: Organizational FlowChart 6.0 Monitoring & Evaluation Humber Helps board members are organized into three teams; administration, advocacy and client -relationships, each having their own sets of indicators to measure and evaluate impact of the project. This project will rely heavily on data collected by student social workers, which will be further analyzed by the HH client-relationship team. In order to provide meaningful indicators of progress, students will need to maintain a committed schedule of visiting their 12-13 clients for two days of their weekly field placement. Students will monitor each man’s progress and report through open-ended reflections after every meeting; making sure to include a rating of his well-being and whether he is at risk of losing his housing. Students will need to follow through with submission of weekly reports and participate in bi-weekly discussions with the client-relationship team; addressing any concerns that may have arisen. The client-relationship team in HH will also meet the men briefly on a month-to-month basis to assess the quality of their well-being and their relationship with assigned social workers; a means of cross-checking the student’s records. Other indicators the students will use include percentages of men that are active in finding employment; whether by working on resumes or attending job interviews. HH administration team will collect attendance records and reports weekly and biweekly from COPA’s 8-week addictions program and psychiatric counsellors. Both the low-medium and high risk men should be enrolled in these support services (encouraged by the social workers) which make them meaningful indicators of progress towards project objectives. HH administration will also contact the landlords and/or property managers once a month for the collection of their reports on client behavior; whether they are paying rent on time and if they have received any complaints. The Toronto police division #51 will be reached by the HH administration team in the interest of neighborhood crime rates. Finally, surrounding shelters will be contacted, specifically the Maxwell Meighen Salvation Army, for attendance records to measure how many men are turned away due to overcapacity. The names of our target beneficiaries (250 men) will be known by frontline shelter workers; providing HH with a tangible measurement of cross-checking reports from landlords. All three HH teams will compile central reports of the outcomes every 11
  • month. These will be made available for donor access and will be organized into 3 month compilations to be sent to MMAH for review. The monitoring system that is established accommodates all major stakeholders. The student social workers monitor the impact of the program within the success of each weekly meeting with their clients. The target beneficiaries are involved through their weekly meetings with the students. COPA’s councillors are involved through the submission of weekly and biweekly reports. The surrounding area’s stakeholders will include the landlords and police. They are all contacted for monthly statistics of the 250 men regarding their behaviour and any correlating criminal activity. There will be a formal end of project evaluation from an external consultant. This is both a requirement of the donor Toronto LHIN but also in the interest of HH for project legitimization for the proposal of SHSSS project to MMAH. The external evaluator will be hired in mid-May 2014 to perform an assessment and put forth final review by June 2014. Please refer to Annex 8.6: Monitoring & Evaluation Plan 12
  • 7.0 Budget 7.1 Budget Breakdown Budget Line Item & Description Salaries -Board members -External Consultant Review (2 weeks) -Legislative Lawyer (6 hours, $200/hr) Benefits to Beneficiaries Students (20) - Metro pass ($106/month) - Food Vouchers ($75/month) - USB cards (~$20) Men (250) - Professional Clothing ($100/man) - Phones and prepaid cards ($100/man) Insurance -Board Members -Social Workers (Commercial General Toronto LHIN $205,100 Percentage of Total Budget 59.8% $200,000 $3,900 Our Contribution Board members (HH) are not receiving benefits, subsidizing these costs themselves $1,200 $80,135 23.4% $16,960 $12,800 $375 $25,000 $25,000 $45,000 13% $9,540 2.8% Liability Insurance - 20 people for high-risk situations and 5 board members at normal insurance) Exec. Office Space Rent - “Team Space” for social workers and private board room space for board Board Members will rotate buying or making snacks for Teamspace kitchen every week 13
  • members (utilities and internet/printing/fax machine rentals inc) Telesec semi-private office rental $795 per month x 12m Miscellaneous Social Worker-HH Team Building Events Office Supplies - paper, stationery Print Materials for Advocacy Training -Toronto City Housing training workshop TOTALS $2000 0.58% $500 0.14% $500 0.14% Free --- Board Members will be using their own computers and cell phones for managerial tasks 9 hours of time -3 Board members will attend training workshop $ 342,775 7.2 Budget Narrative The SPSSS project’s success is dependent hugely on the skilled professionals facilitating it. Subsequently, $205,100 of our budget is allocated to staff salaries with each HH board member earning a $40,000. This figure excludes benefits as the HH members will be responsible for subsidizing this cost themselves. The necessary hiring of an external consultant in order to increase project legitimacy will cost $3,900 for 2 weeks. The consultation of a legislative lawyer will cost an additional $1,200 for roughly 6 hours of service. The other key professionals involved in the success of the SPSSS project are the MSW students. Benefits for each of the 20 students completing their placement with Humber Help will value $80,135 and include a metro pass (at $106 per month), $75 in food vouchers, and a USB stick (roughly $20) to support their work. The homeless men involved in the project will receive a set of professional work clothing and prepaid mobile phones 14
  • each costing roughly $100 per individual for a total of $50,000 - in order to support their livelihoods and encourage success in employment seeking. The SPSSS involves close one-on-one work with high-risk individuals, so insurance for every professional involved was an essential portion of the budget. Commercial General Liability Insurance for high-risk situations was mandated for each MSW student, while general insurance is required for all board members - accounting for 13% of the project budget at $45,000. Provision of a ‘Team Space’ for HH administrative tasks, advocacy work, private meetings and student work would cost $795 monthly, totaling $9,540 of the project budget. Office supplies for use by all SPSSS professionals will cost only $500 as board members will use personal computers and mobile phones for managerial tasks. Miscellaneous costs account for the facilitation of student and HH member teambuilding events, which will promote team cohesion and cooperation throughout the project and combat project-related stress. Finally, the advocacy portion of the project targeting the Regent Park community will require the distribution of educational print materials, accounting for another $500 of the budget. A number of the support and training programs utilized by the SPSSS project are funded by either Toronto City Housing or our partnering organization COPA, and are therefore not factored into the SPSSS cost projections. This allows the project to maintain a modest budget of $342, 775. 15
  • 8.0 Annex 8. 1 ~ Community Map Red circle is target neighborhood ~ Regent Park, Toronto Canada 16
  • 8.2 ~ Logical Framework Analysis Narrative Summary/ Levels of Objectives Objectively Verifiable Indicators (OVIs) Goals -Increasing support for men, improving their individual capacities -Advocacy initiatives indicate the need for an increase in social assistance programs, and need for more staff Purpose -increased success in men keeping apartments, jobs, improved mental stability Outputs -providing continual monitoring of men, simultaneously increasing support programs -men graduate from 8 week program at COPA Means of Verification Assumptions and risks -75% of transitioned men still live in designated housing units -men show reduction of drug/alcohol abuse -one on one discussions (with counselors and case managers) who have recent updates on men - house assessment -quantitative surveys of shelter numbers, bed counts -75% men will not relapse and lose housing after year program Quantitative: -decreased numbers of men in shelters -consistent number of apartments kept Qualitative -men feel like quality of life has improved, sense of empowerment, “wellbeing” -no-issues with landlords Qualitative - survey of men through housing program, in form of interviews Quantitative - attendance records of shelters (showing decreased numbers of homeless turned away) collected landlord status updates -active participation during weekly meetings with case managers -assessment report→info collected by workers on progress of men financially, mentally -by end of 8 week program, plan developed for employment strategy -COPA confirms graduation records -context of support remains unchanged -men actively engage in participation with support worker -men have learned the skills necessary/practically applying them to daily life -staff turnover is low, grad students actively engaged -increased capacity to undergo job training and grasp practical skills 17
  • Activities 1)Training of social work students to be housing workers/case managers/using counselling skills 2)High-risk men introduced to sessional psychiatric therapist 3)Medium risk men encouraged to enroll in 8 week program at COPA 4)Advocating the benefits of social assistance programs to the public and government Inputs -free housing worker training course provided by City of Toronto -training/gathering venues -partner organisations’ time - availability of elected officials to brief -attendance records of free workshop training -psychiatric therapist verifies seeing high-risk men -response from elected officials -progress reports (documented stats) to council -attendance of 8-week program remains at 90% -therapy sessions take place on a weekly basis -council will be receptive -cooperation of municipal government to take reports consistent attendance records to 8 week program 18
  • 8.3 ~ Activity Schedule 19
  • 8.4 ~ Risk Analysis and Management Matrix Risk Factor Odds of Occurring Impact if Occurs Management Response Low High Project is demonstrating the need for an increase in social support staff, however the project can partially continue with social worker MA students doing placements Medium Low Sustainable through funding and existing resources, ability to continue program with students completing placements Men not receptive to forming relationships with social workers Low Low HH has enough social workers to cater to individual needs, will take the time to assign accordingly (worker to men) Municipal Party Changes High Low Continue to advocate for the Humber Helps sustainable cause due to ongoing relevance of issue Medium Low If men relapse, HH has the resources to aid them immediately, COPA available throughout Low-Medium Low Resources consistently available in form of housing workers and community support Budget cuts for city social workers Council not receptive to project results Men relapse→drug, alcohol Men do not have learned skills for work 20
  • 8.5 ~ Organizational Flow Chart Dotted circle represents close working relationships 21
  • 8.6 ~ Monitoring & Evaluation Plan Narrative Summary Goal/Impact Operational Indicators 1. Presence of interest in pilot project from MMAH 2. 75% of men able to sustain their new housing Data Source 1.MMAH 2. Social work students, HH clientrelationship team and end of project evaluation by external consultant 1. Perception of social work students feeling confident to perform roles of TCH workers 2. Presence of high-risk men having fewer relapses in addictions 3. 50% of correspondence returned from MMAH 1. Social Workers 2. Social workers and COPA psychiatrist 3. MMAH 4. 75% of low-med risk men showing no sign of relapse 7. Surrounding Shelters 5. Presence of lowmed risk men attending interviews for job opportunities Purpose/ Outcomes 8. Social workers 9. Toronto Police #51 4. Social workers 5. Social workers 6. Landlords /property management 6. 75% of reviews from landlords and property management come back positive 7. Percent of target men returning to shelter living 8. 75% of men feel they have efficient support system 9.Presence of lower crime rates in target area and surrounding neighborhoods (indirect) Outputs 1. All social work students attended 1. Social working Collection Methods Frequency Responsibility 1.HH will compile all reports (weekly, bi-weekly and monthly from administration and client-relationship teams) into 3 month time spans for review by MMAH 1.Monthly collection of reports - further organized into 3 month intervals 1.HH advocacy team 2. Compilation of reports and documented reflections from meetings with social work students, men, landlords, COPA team and HH teams. Assessed by hired external consultant. 2. 1 x in June 2014 1. Reflections captured in written reports and discussions with students. They will have to identify their feelings on capability to perform TCH roles 2. Reports submitted by psychiatrist on status of high risk men - report will be able to answer if they at serious risk of losing their homes due to serious conflict in their lifestyle (addictions/criminal behaviour) 3. HH will collect returned correspondence (documented in any form - phone call, emails or direct mail) from MMAH that shows interest in SHSS 4. Meetings with social work students and submission of their written reports on client relationships will indicate their perceived status of the men’s wellbeing and involvement in self-harming behavior 5. Meetings with social work students and submission of their written reports indicating the knowledge of men attending job interviews and creation of his resume. 6. Landlords and property management submit reports of tenant behavior indicating they have paid their rent on time, have not engaged in disruptive behaviour, has not received complaints and has kept 7. Attendance records of surrounding shelters will be collected to show where evicted men travelled and to cross-examine successful cases of men sustaining homes 8. Meetings with students and written reports. Brief meetings with men over their attitude of available support 9. Records of criminal activity in surrounding areas monitored and assessed to cross-check the involvement of the projects men 1. Biweekly meetings and weekly reports ---------------------2. Psychiatrist submits upon whenever they have a meeting, HH will do a regulatory collection weekly ---------------------3. Whenever returned ---------------------4. Biweekly meetings and weekly reports submitted to HH ---------------------5. Biweekly meetings and weekly written reports ---------------------6. Monthly --------------------7. Monthly ---------------------8. Weekly reports submitted to HH, biweekly meetings with social work students and monthly assessments from men ---------------------9. Monthly 1. Social work students and HH administration team ---------------------------2. COPA psychiatrist and HH administration ---------------------------3. HH advocacy team ---------------------------4. Social work students and HH administration ---------------------------5. Social work students and HH client relationship team ---------------------------6. HH administration team ---------------------------7. HH administration team ---------------------------8. Social work students and HH client relationship team ---------------------------9. HH administration team 1. Workshop training receipts submitted by social working students 1. 1 x for every student 1. Social workers and HH administration 22 2. Social work students and HH’s administration and client-relationship teams. External consultant reviewer will also be involved in May.
  • free workshop training ------------------------2. 75% of high-risk classified men sought out psychiatric therapy sessions ------------------------3. Project progress reports (our M&E process documentation on men sustaining homes ) successfully sent to MMAH ------------------------4. 75% of men completing 8-week COPA workshop ------------------------5. Perception of successful relationships between men and social workers presence of social workers being able to maintain their caseload ------------------------6. 90% of reviews returned from landlords/property managers ------------------------7. 50% of lowmedium risk men applying for job or skills training opportunities Activities students -------------2. COPA’s psychiatric therapist --------------3. HH team --------------4. COPA 8week program counsellors --------------5. Social Working Students and men --------------6. Landlords and/or property managers of clients homes --------------7. Social work students ______________________________ 2. Copies of therapy attendance records and reports on their status will be collected by HH to analyze and decide if there needs to be additional social support _______________________________ 3. Progress reports filed for personal use and sent to MMAH by HH _______________________________ 4. COPA 8-week attendance records from counsellors collected by HH administration team. Men can join 8week segments at different times - for example at a later stage, but early enrollment encouraged _______________________________ 5. Social work students submit progress reports on client relationships to HH Follow-up meetings between them and HH to discuss progress on caseloads three levels of criteria (poor, adequate and excelling) to rate each man's progression and feelings of their own caseload manageability (poor, manageable, thriving). Men contacted by HH for brief meetings on relationships with social workers. If they are unreachable in person, a questionnaire asking for opinion on relationship based on same criteria _______________________________ 6. Landlords asked to return answered questionnaire on tenant behaviour. Criteria will revolve around paying rent on time, were there complaints from neighbors about men and are they keeping the building _______________________________ 7. Meetings with social work students and HH to discuss which of their clients have made progress in job searches and skills training opportunities - HH will assist in finding employment and skills training for men All social work students attend free workshop training ____________ 2. Records and reports collected weekly ____________ 3. Every 3 months November 2013, February 2014 and final in May 2014 ____________ 4. Biweekly ____________ 5. Weekly reports submitted to HH, biweekly meetings with social work students and monthly assessments from men ____________ 6. Monthly ____________ 7. Biweekly team _________________ 2. COPA psychiatrist and HH administration team _________________ 3. HH advocacy team _________________ 4. COPA 8-week program administrators and HH administration team _________________ 5. Social workers and HH client relationship team _________________ 6. Landlords and HH administration team _________________ 7. Social workers and HH client relationship team 75% of high-risk classified men enrolled to see psychiatric therapist at COPA Initial progress report framework created for ministry of municipal affairs and housing (MMAH) 75% of low-medium risk classified men signing up for 8 week program at COPA All men and social workers find partnering social worker Review questionnaires sent to landlords online (concerning rent and behaviour) 23