CHILD HOMELESSNESS ENDS HERE 3 Year Strategic Plan 2018-2021 a
LET S HELP CHILDREN MORE Over the last 20 years, the Inn on our shelter, sanctuary and healing has grown from a grassroots organization to become a vital partner in Calgary s homelessserving system of care. We provide families at risk of and experiencing homelessness shelter, sanctuary and healing. Tens of thousands have been taken in and cared for, lifting children and their families on a path to independence. As a centre of excellence, the Inn is well suited to help end the persistent and troubling issue of child homelessness. We have the expertise and programs to successfully take people from shelter to home, changing lives and building futures. This strategic plan positions Inn from the Cold to save more children and their families through building programs that have been models of innovation and success. Our focus will be on investing in housing and programs suitable for families to achieve independence, growing our centre of excellence and improving operations to increase strategic alignment and efficiency. Our reputation is built on our collaborative approach to working with partners, stakeholders, family-serving sector agencies and community. Our focus is to continually measure our work to ensure we are responsible stewards of our financial assets and resources. We ve changed many lives. Let s change many more. 3 Strategic Objectives 5 Housing 7 Shelter 7 Indigenous Reconciliation 9 People 9 Centre of Excellence 11 Facilities 11 Alignment 13 Excellence 15 Resource Development 16 Funding b
THEORY OF CHANGE This model informs our approach to planning, execution and evaluation of our programs and services to build a community where no child or family is homeless. By leveraging our role as leaders in the Family Homeless- Serving System of Care, we support vulnerable children and families in achieving independence. Through providing access to prevention and diversion, emergency shelter and housing options, we promote resiliency and self-sufficiency to create positive social change. In collaboration with stakeholders and community, we partner with the Family Homeless-Serving System of Care by building capacity and sharing best practices. In close collaboration with community partners Inn from the Cold provides: Prevention & Diversion Emergency Family Shelter Supportive Housing Basic Needs Health & Wellness Youth Development Assessment & Triage Early Childhood Development Adaptive Case Management & Life Skills Access to Education & Career Training Access to Affordable Childcare Indigenous Programming Newcomer Supports To prevent and end child and family homelessness. 1
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2018-2021 STRATEGIC OBJECTIVES Inn from the Cold 1 2 3 4 5 Deliver relevant housing models for low, mid, and high-acuity families, working to position the Inn as a leader in ending family homelessness in Calgary. Design a housing-focused shelter around trauma-informed practice and reducing toxic stress, creating a safe and inclusive environment that supports building resilience. Implement Indigenous programming in shelter and housing that aligns with the 94 Recommendations of the Truth and Reconciliation Commission of Canada. Create a purpose-built, people-first environment where every person performs at their best. Position the Inn to be recognized throughout Alberta and Canada as a Centre of Excellence dedicated to ending family homelessness. 6 7 8 9 Acquire, develop and maintain the physical assets to meet the needs of the organization, the children and families we serve and Calgary s Homeless- Serving System of Care. Design and implement a Theory of Change and Logic Model that aligns every program with the Inn s Vision, Mission and Values. Ensure existing programs support both shelter and housing, and that outcomes are aligned with the Inn s Strategic Plan. Execute the highest standards of fiscal management and reporting demonstrated by accurate and timely information, and clean audits. Continue to develop and enhance sustainable resources to position Inn from the Cold to achieve our Vision and Mission. 3
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1 HOUSING Goal: Deliver client-centred and relevant housing models for low, mid, and high-acuity families. 1 Enhance efficiencies and effectiveness of our housing programs to house an additional 15-20 families each 2 Launch a prevention and diversion program, which will prevent homelessness for 50 families 3 Continue housing-focused philosophy and evidence-based best practices in all of our housing programs. 4 Ensure that every family in our housing programs has access to client-centered, wrap-around case management 5 Launch a program to provide access to education for families and parents through 6 Launch a program to provide access to specific appropriate supports for families 7 Launch a program to provide access to deep subsidy affordable childcare and respite year from 2018- each year. specific to their optimization of at risk of care. 2021 (45-60 unique needs. partnerships experiencing families in total). We will also and homelessness This includes a facilitate collaborative who are rapid re-housing appropriate initiatives. newcomers program for 5-10 community to Canada. families annually referrals and (Adaptive Case connections to Management). increase family graduation from our housing programs. 5
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2 SHELTER Goal: Design a housing-focused shelter around trauma-informed practice and reducing toxic stress, creating a safe and inclusive environment that supports building resilience. 3 INDIGENOUS RECONCILIATION Goal: Implement Indigenous programming in shelter and housing that aligns with the 94 Recommendations of the Truth and Reconciliation Commission of Canada. 1 Leverage diversion and prevention opportunities in order to maintain or accelerate access to stable housing through common shelter intake and The Family Hub. 2 We will implement an evidence-based philosophy of trauma-informed best practices in all our shelter programs. 3 4 Re-furbish the physical environments to ensure they are reflective of best practices in care. Design and launch an evidence based program model that builds and measures resilience in children, youth and families. 5 6 Provide access to respite care for families in shelter. Launch a model to better inform shelter policies, procedures and programs with a Family Advisory Board and other feedback mechanisms. 1 Enhance the Inn s cultural competency to improve supports, services and programs for Indigenous families in shelter and housing. 2 Facilitate connections between Indigenous families and cultural supports in community. 3 Work collaboratively with Indigenous Serving Agencies to develop and implement cultural supports for Indigenous families in shelter and housing. 4 Implement holistic programs with cultural supports for Indigenous families transitioning to, from, and between rural and urban settings. 5 Ensure adequate and safe cultural space allocations and configurations to support Indigenous programming in shelter and housing. 6 Be recognized as a leader in Indigenous programming through the development and implementation of a communitybased training on Working with Vulnerable Families for community organizations. 7
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4 PEOPLE Goal: Create a purpose-built, people-first environment where people perform at their best. 5 CENTRE OF EXCELLENCE Goal: Build the Inn s reputation throughout Alberta and Canada as a Centre of Excellence dedicated to ending family homelessness. 1 2 3 4 5 Ensure total employee engagement is measured and above 80% in our annual staff survey. Ensure total compensation is competitive and fair based on the current Boland analysis for the non-profit sector. Ensure that our environment is both physically and psychologically safe. Ensure that people have opportunities for job-specific training, personal growth and professional advancement. Ensure robust leadership development and succession planning for every leadership role within the Inn. 1 2 3 4 5 6 7 Strategic Focus on Reputation Management Establish the Inn as a Key Opinion Leader on family homelessness and best practices. Engage community and our stakeholders and partners in thoughtful, consistent, and innovative ways. Leverage our brand towards our strategic and economic advantage. Be recognized as a leading source of knowledge and research on child and family homelessness. Strategically engage all four levels of government (Federal, Provincial, Municipal and Indigenous) on issues related to child and family homelessness. Strengthen relationships with faith communities and re-engage them in our vision and mission to end child and family homelessness. Leverage our reputation and knowledge to engage the media in our vision of ending child and family homelessness. Elevate the conversation to reflect the societal causes and responsibilities of child and family homelessness. 9
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6 FACILITIES Goal: Acquire, develop and maintain the capital assets to meet the needs of the organization and the children and families we serve, and link into the greater Homeless-Serving System of Care. 7 ALIGNMENT Goal: Design and implement a Theory of Change and Logic Model that aligns every program with the Inn s Vision, Mission and Values. Ensure existing programs support both shelter and housing, and that outcomes are aligned with the Inn s Strategic Plan. 1 2 3 4 5 Due diligence around the possibility of a new main location for the Inn s Emergency Family Shelter. Robust capital planning around physical asset maintenance, repair and replacement. Once the new database is implemented, secure IT infrastructure that positions the Inn as a non-profit innovator and leader. Ensure we maintain professional and clean facilities while engaging in real-time analysis of future needs and options for ongoing growth and development. Work with Communications to partner with communities where our physical assets are located to ensure that the Inn is regarded as a valuable member. 1 2 3 4 Design and implement a Logic Model and Theory of Change for every program we deliver at the Inn. Launch a new Data Collection Framework and supporting infrastructure along with outcome measurements, and program key performance indicators. These will align with the Inn s Strategic Plan and meet funder requirements. Ensure all staff are fully trained in the Logic Model and Theory of Change, as well as the new data collection framework. Conduct a secondary review of our Supporting Programs (Early Childhood Development, Youth Development, Parenting, Family Case Management, Registration, and Health & Wellness) to ensure alignment with our Strategic Plan. 11
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8 EXCELLENCE Goal: Execute the highest standards of fiscal management and reporting demonstrated by accurate and timely information, and clean audits. 1 Consistently review investment and financial policies of the Inn in order to effectively leverage our economic assets. 2 Manage debt as a tool to leverage our position in housing families. 3 Ensure we are achieving high rankings with external and credible evaluating organizations, i.e., Charity Intelligence, Social Return on Investment, Case Management Accreditation, etc. 4 Continue to provide food security to children and families, with meals that are healthy and nutritious. 5 Ensure our physical environment is safe for children and families we serve, and our staff, by acquiring a Safety Certificate of Recognition. 13
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9 RESOURCE DEVELOPMENT Goal: Continue to develop and enhance sustainable resources to position Inn from the Cold to achieve our Vision and Mission. 1 Increase Resource Development revenue annually in order to better support vulnerable children and families. Implement relationship-building strategies to engage Corporate Calgary in our Vision and Mission to increase contributions and engagement. Implement relationship-building strategies to engage Foundations in our Vision and Mission to increase contributions and engagement. Implement relationship-building strategies to engage Major Donors in our Vision and Mission to increase contributions and engagement. Implement relationship-building strategies to engage Individual Donors in our Vision and Mission to increase contributions and engagement and grow our Inncrowd participation. 2 3 4 Create a culture of philanthropy throughout the Inn, demonstrated by 100% leadership and board participation. Increase donor retention. Align key measurables and key performance indicators to overall strategy. 15
FUNDING SOURCES $ 7,337,801 USES $ 7,678,297 Donations $ 4,796,910 Government $ 2,433,049 Other $ 107,842 Administration $ 1,014,749 Program Expenses $ 6,663,548 65 % $ 1,014,749 Administration 65 % 13.2 % 13.2 % 86.8 % 33 % $ 6,663,538 33 % Program Expenses 86.8 % 2% 2% 16 Source: 2017-18 Inn from the Cold Audited Financial Statements
THE ROAD TO EXCELLENCE To realize a better future, we need to build the foundation upon which to develop excellence in everything we do. Building on the 20-year history of the Inn, since the beginning of 2017, we have developed capacity to deliver compassionate services and supports to vulnerable children and families, and to ultimately end child and family homelessness. Shelter Formally adopted a housing-first philosophy to focus our work in-shelter on rapid rehousing. Effected a total culture shift in shelter-focus from shelter to housing-focus. Re-envisioned intake team at shelter to align with case workers around housing. Shelter costs $ 3.7M to operate, and yet we receive $ 1.5M from government. This $ 3.7M does not include Knox, our emergency overflow, which we utilize regularly due to overwhelming demand. Aligned shelter practices to embed Truth and Reconciliation Recommendations in daily practices. Housing Increased number of families housed from 30 to 60. Streamlined efficiency and effectiveness of housing practices i.e. housing essentially double the number of families with just a 10% increase in Calgary Homeless Foundation funding. Purchase and renovation of Journey House 2 added 10 larger affordable units for families to the system of care. Capital costs entirely absorbed by the Inn ( $ 3M). The Inn in the hunt to add up to 56 units in the next 6 months and in significant negotiations with both vendors and potential equity partners. Best Practices in Housing and Shelter and Homelessness Prevention and Diversion Fully embraced trauma-informed practices and harm reduction, in housing and shelter. Identified and filled the gap in care for pregnant women experiencing homelessness through provision of Health and Wellness, and compassionate care throughout the term of their pregnancy. These are generally high risk pregnancies throughout term and need supports aligned to mitigating trauma and toxic stress of homelessness. Increased capacity for Early Childhood Development in shelter. Established a youth centre to support youth while in shelter. Increased community referrals for services. Invested in more prevention and diversion than ever before. Health & Wellness team increased from 1 to 5. The Family Hub launching to do more community-wide diversion and prevention, along with coordinated intake and rapid connection to community-based resources for the most vulnerable. 9 community partners signed-on for The Family Hub. More in queue. 17
VISION A community where no child or family is homeless. MISSION Inn from the Cold offers shelter, sanctuary and healing to assist homeless children and their families achieve independence. VALUES Inn from the Cold has evolved from a grassroots organization founded by a group of churches over 20 years ago, to a leader in the provision of vital emergency services, housing and supports for vulnerable children and families experiencing housing crisis and homelessness in Calgary. Our values are rooted in the compassion that inspired community to come together in 1998 to ensure no Calgarian was left out in the cold. Our values guide everything we do, and how we interact with those we serve, our stakeholders, volunteers, donors and staff. Compassion Courage Inclusivity Respect Accountability Innovation #106, 110 11 Avenue SE Calgary, AB T2G 0X5 P: (403) 263-8384 E: inn@innfromthecold.org W: www.innfromthecold.org 18