Community Plan
2011–2014
Homelessness Partnering Strategy
Annex B: Community Plan
Community:
Kamloops
Province or Territory:
10 - British Columbia
Delivery Model:
Shared Delivery
(For HPS Designated Communities Funds)
Date of CAB approval:
Day
21
Month
02
Year
2011
Date sent to Service Canada: Day
21
Month
02
Year
2011
Contents
1. The Community Planning Process
1.1.
Community Advisory Board (CAB)
1.2.
Stakeholder Engagement
1.3.
Other Related Strategies, Programs and Community Plans
2. Community Plan Assessment
3. Good Practices
4. Current Situation
4.1.
Demographic and Socio-economic Trends
4.2.
Support Services
4.3.
Shelter and Housing
4.4.
Collection of Emergency Shelter Data
5. Issues
6. Priorities (2011—2014)
2
1. The Community Planning Process
1.1. Community Advisory Board (CAB)
Purpose
The purpose of this section is to identify how representative your CAB is of the
stakeholders in your community. You will also consider the strengths of your CAB and
any challenges you may face.
Your CAB should be representative of your community, including representation from:
 The Province/Territory
 Municipality/Regional government
 Aboriginal sector
 Private sector
 Not-for-profit/charitable sector
 Your client groups (homeless and at-risk individuals, including youth and Aboriginal
people where appropriate)
 Service providers
It could also include other representatives important in your community, for example:
 Academic/research/policy group

Note: The Reference Guide includes an example for completing this section.
a.
Before answering this question, complete Table A (Community Advisory Board
Membership) in the Data Tables.
Is there any sector or organization you would like to include in the future to make the
CAB more representative of your community? Table A (Community Advisory
Board Membership) in the Data Tables will help you to identify which sectors are
already represented on your CAB.
yes
no
If yes, please identify the sector or organization and describe how you will engage it.
Children and Youth: The CAB currently has a temporary gap in representation of
children and youth. We are actively seeking to fill this gap with a qualified
representative who understands the unique situation of homeless and at-risk of
homelessness youth.
Men/women coming out of corrections/forensics: We are very fortunate to have a
Board member from the John Howard Society representing men. Given the
importance of this issue and the fact that we have a correctional facility in our
3
1. The Community Planning Process
community, representation for this sector should be even broader. We will actively
seek a person in community safety/policing or in support services that deals with
men/women coming out of corrections/forensics.
b.
What are the strengths of your CAB?
One of the greatest strengths of our CAB is its diversity. Although there are sectors
that we feel we need to reach out to and engage, as identified above, we do have a
great variety of perspectives at the table. Our members also have a diversity of
experience and backgrounds, which adds depth to the CAB's breadth.
CAB members all enjoy excellent reputations in their sectors and in the community
at large and can leverage goodwill widely. Many of the members are also directly
engaged in homelessness and attendant issues. This helps the CAB make wise
decisions regarding HPS funding, and to plan effectively.
The CAB is very well-supported by Service Canada, particularly in terms of
administrative management. While this is a strength, it may also be considered a
challenge, as described in c.
c.
What challenges, if any, are faced by your CAB?
One of the CAB's challenges will be to increase its representation, as noted above.
One criticism of the CAB is that it is too "exclusive;" that perception may be a
stumbling block. The CAB also recognizes the need to take on a greater share of the
secretariat and administrative functions.
Other challenges are activity level and consistency. The CAB comes together when
funding decisions need to be made, but is otherwise not very active. Attendance at
meetings is sometimes poor, and there is some confusion around the issue of having
proxies attend meetings.
The CAB can improve attendance and strengthen engagement by revisiting its terms
of reference. This will help the Board become strong in its community role and
enhance its capacity to fulfill its mission.
1.2. Stakeholder Engagement
Purpose
The challenges of homelessness are complex and are best addressed through strong
support and cooperation between all levels of government, as well as the private and
voluntary sectors.
4
1. The Community Planning Process
The purpose of this section is to describe the support and cooperation within your
community for your homelessness strategy. It is expected that you will demonstrate
broad support, representing all key sectors in your community.
a.
Before answering this question, complete Table B (Partners and Their Involvement)
in the Data Tables
How did you consult your community as you prepared this Community Plan?
Tables A (Community Advisory Board Membership) and B (Partners and their
Involvement) in the Data Tables may help you to identify who was involved in your
community planning process. Please include information about the extent of your
consultation.
The Community Consultation began with the identification of key community
stakeholder groups. This list included:
- the Aboriginal community
- women
- men
- the working poor
- the business sector
- the brain-injured and persons with disabilities
- the faith sector
- mental health
- children and youth
- addictions and recovery
- seniors
Next, the CAB's subcommittee on the Community Plan, based on input from the
Kamloops Homelessness Action Plan Coordinator, shortlisted three or four
representatives in each sector. The consultant then arranged meetings over a threeweek period with the representatives of each sector. In most cases, two or three of the
short-listed individuals were available to meet. In the end, we consulted with over 30
individuals representing the broad sectors listed above.
In identifying sector representatives, care was taken to reach out to individuals and
agencies that were not directly involved in the development of the Kamloops
Homelessness Action Plan. In this way, the consultation can be seen as
complementary rather than overlapping with the HAP.
Community representatives were asked three key questions:
5
1. The Community Planning Process
1. What are the three key issues underlying the issue of homelessness for your
community / population (representatives were given a list from which to work from
and add to that was generated from the Homelessness Action Plan and the previous
Community Plan)?
2. Which issue / priority affects your community / population most profoundly?
3. What types of projects do you envision that might require funding under the
Homelessness Partnering Strategy?
This last question was designed to ensure that ground-level needs and ideas
comformed with broader issues and priorities that were identified. Also discussed
were past projects that were not approved that people felt were worthy of funding
(either under the HPS or otherwise).
Besides answering the key questions, participants were very eager to share the daily
realities of their struggles with the issues of homelessness and risk of homelessness.
The issues therefore emerged quite naturally out of direct needs of the homeless and
at risk of homelessness populations.
After completing the consultation, the consultant met with the CAB subcommittee
overseeing the Community Plan development. Together, they combined and collated
the issues and priorities. This resulted in a shortlist of five primary issues, which
were presented to the CAB during the presentation of the draft plan. The CAB
discussed these issues and selected three that it felt required HPS funding and set
these as the Community Plan's funded priorities.
For the purposes of this plan, the CAB defines homelessness as including both the
absolute homeless (those having no suitable shelter, sleeping in places not intended
for living, or staying in emergency shelters) and the hidden homeless (those living in
temporary accommodations such as with family or friends, in hotels, or in timelimited residential programs). Those at risk of homelessness include people living in
unaffordable, unsafe, overcrowded, insecure, inappropriate, or poorly maintained
housing as well as those lacking stability or financial security.
b.
Are there stakeholders or potential partners other than those listed in Table B
(Partners and their Involvement) that are critical to your community’s homelessness
strategy?
yes
no
If yes, identify these stakeholders and describe the contribution they would make to
your homelessness strategy.
6
1. The Community Planning Process
1. Housing developers: an increasing number of developments are coming about as a
result of public-private partnerships. Engaging with private sector builders (i.e. the
Kamloops Homebuilders Association) and developers would help develop such
partnerships. Private developers and builders are currently involved in the newly
formed Local Housing Board, which has come as a result of the priorities identified
in the Homelessness Action Plan. The CAB, in partnership with the local housing
board, can help to ensure that the types of developments being considered by
developers in Kamloops are consistent and coordinated with Kamloops needs. This
would include supportive housing as well as affordable housing.
2. The Homelessness Action Plan and its coordinator: these are strong and effective
partners. Priorities that came out of the HAP are being acted upon, and there is a
great opportunity for an alignment of plans. We will collaborate closely to ensure
efficiency, avoid overlap, and partner on ground-level initiatives.
3. Men and women coming out of corrections: a high percentage of these people are
or will be homeless or at risk of homelessness. Particularly because Kamloops has a
correctional facility, it is important that our community understand this as an
important element of the homelessness problem.We would like to broaden our
engagement with this sector, building on our strong relationship with the John
Howard Society.
4. Educational agencies and programs: because one of the Community Plan's
priorities is skills, training, and education, we should be engaging with more
educational agencies and programs as well as enhancing existing partnerships. This
includes programs such as Street School and the Education and Skills Training
program at TRU, which provides students with cognitive disabilities knowledge
about future employment opportunities and training in a specific area.
If yes, how will you engage these stakeholders?
Housing developers and the Homelessness Action Plan Coordinator may be invited
to provide input from time to time to the CAB. They may also be engaged through a
more formal partnership with the newly formed Local Housing Board. Other
agencies and sectors, such as corrections / forensics and educational programs, can
begin with information-sharing and informal collaboration. With these and other
stakeholders, the CAB could enhance its overall breadth and effectiveness. The CAB
is working in coordination with the Homelessness Action Plan, in part through crossmembership, which will ensure that activities are coordinated, complementary, and
efficacious.
c.
How is your CAB working with the Aboriginal sector to identify and implement
Aboriginal priorities? Please note: Each Community Advisory Board is responsible
for allocating a level of funding for Aboriginal homelessness that is representative of
the percentage of the Aboriginal population in that community. Where feasible and
7
1. The Community Planning Process
appropriate, Aboriginal groups working with people who are homeless should be
considered as the preferred funding recipients to deliver culturally relevant services
to homeless or at-risk Aboriginal people.
The CAB believes it is absolutely essential to work hand in hand with the Aboriginal
sector to ensure that the urban Aboriginal population (7.8% of the Kamloops
population) is well-served under the Homelessness Partnering Strategy. To that end,
a representative of the Aboriginal service delivery sector (Executive Director of the
Interior Indian Friendship Society) serves as co-chair of the CAB, and another
Aboriginal representative (Program Director of White Buffalo Aboriginal Health
Society and Resource Center) serves as a member of the Board.
The CAB recognizes the importance of Aboriginal priorities, particularly as our
community serves as an interior destination point for Aboriginals from outlying
communities and reserves, many of whom come to our community to access services
and find - or attempt to find - employment.
d.
Please answer this question only if your community receives funding from the HPS
Aboriginal Homelessness Funding Stream and your CAB manages this funding;
otherwise, enter n/a in the box below.
Please describe how your community will ensure Aboriginal Homelessness funding
will primarily target projects from Aboriginal service providers to address the
specific needs of the off-reserve homeless Aboriginal population. Your answer
should include how you will ensure that the activities undertaken will respect
Aboriginal identity and practices, to ensure services are integrated and culturally
appropriate.
Aboriginal Homelessness funding will go directly to Aboriginal organizations that
work with and/or represent the Kamloops urban Aboriginal population. These
organizations can ensure that services are integrated and culturally appropriate.
Aboriginal partners include the Interior Indian Friendship Society, the White Buffalo
Aboriginal Health Society and Resource Center, the Kamloops Native Housing
Society, Interior Metis Child and Family Services, and their partners. With two
representatives of the Aboriginal community on the Community Advisory Board, we
have constant guidance on Aboriginal issues and priorities.
All successful Aboriginal agency applications must be off-reserve, urban-only
agencies that provide services within the City of Kamloops. Care is taken to guard
against the redirection of HPS funds outside of urban Kamloops.
Aboriginal program delivery in Kamloops should be based on the Medicine Wheel
approach of mind, body, spirit, and emotion. Programs include culturally sensitive
training and life skills classes/workshops that lead to healthy self-reliance. The CAB
recognizes the need for and use of smudging, talking circles, and other customs
central to the identity of many Aboriginal clients.
8
1. The Community Planning Process
1.3. Other Related Strategies, Programs and Community Plans
Purpose
It is important to take an integrated approach to addressing homelessness issues. In
this section, you will demonstrate how your work on homelessness links to other
strategies, programs and plans.
a.
In the table provided below, please identify federal, provincial or territorial strategies
or programs (other than HPS) which fund activities in your community related to
your homelessness strategy (please see the Reference Guide for examples). If you
are not aware of any relevant strategies or programs in your community, please put
n/a in the first box under “Name of federal, provincial or territorial broad-based
community strategies or programs”.



In the first column, please identify the strategy or program.
In the second column, briefly describe how it complements your homelessness
strategy.
In the final column, please identify the primary focus of the strategy or program.
From the drop-down menu in the final column, you can choose from Aboriginal,
youth, children, seniors, women, people with disabilities, mental health,
employment, crime prevention, and anti-drug.
Name of federal, provincial or
territorial community strategies
or programs
Success by 6
Make Children First
Central Interior Trades and
Apprenticeship Centre
CAP Team
Briefly describe (max 250
characters)
Primary focus of
strategy or program
Success by 6, a partnership among
the BC Government, BC United
Ways, and the Credit Unions of BC,
funds programs that strengthen
services for young children and their
families.
Make Children First, a program of
the Ministry of Children and Family
Development, fosters the healthy
development of children up to 6
years old.
CITAC, a sector of Central Interior
Partners in Aboriginal Human
Resource Development, champions
the trades and technologies as career
choices for Canadians and serves
both First Nations and non-First
Nations people.
The Kamloops Central Business
Improvement Association's CAP
Youth
9
Youth
Aboriginal
Crime prevention
1. The Community Planning Process
Name of federal, provincial or
territorial community strategies
or programs
Extreme Weather Response
Program
THEO BC
New Horizons for Seniors
Youth Employment Strategy
Opportunities Fund for Persons
with Disabilities
Aboriginal Skills and
Employment Training Strategy
b.
Briefly describe (max 250
characters)
Team assists with public security
and cleanliness in the downtown
area.
The BC Government supports
community-based services and
emergency shelter in cases of
extreme weather.
THEO BC is a non-profit career
college that offers job-related
courses to people with permanent
disabilities and mental health issues.
New Horizons for Seniors is an
HRSDC program that funds projects
designed to improve the quality of
life for seniors and their
communities.
YES is the Government of Canada's
effort to help young people,
especially those facing barriers to
employment, gain the information,
skills, and experience they need to
successfully transition into the
workplace.
This is a Human Resources
Development Canada program that
helps people - particularly those who
do not qualify for Employment
Insurance - overcome barriers as
they enter the labour force.
ASETS is an HRSDC program
designed to improve the skills,
training, and work readiness of the
Aboriginal population.
Primary focus of
strategy or program
Click to choose
People with Disabilities
Seniors
Youth
People with Disabilities
Aboriginal
In the table below, please identify any other plans developed by or in your
community since April 1, 2007 to address issues related to homelessness. These
plans may range from plans required by the Province or Territory to local plans
intended to better integrate all the strategies undertaken in your community. If you
are not aware of any other community plans related to homelessness in your
community, please put n/a in the first box under “Title of plan”. In the column
“What issue was the plan designed to address?” please choose from the drop-down
menu. Your choices are: homelessness, affordable housing, poverty, or mental
health.
10
1. The Community Planning Process
Title of plan
What is the main issue the
plan was designed to
address?
Homelessness
Homelessness
Affordable Housing
Please choose one
Please choose one
Please choose one
Please choose one
Please choose one
Please choose one
Please choose one
Kamloops Homelessness Action Plan
Kamloops Social Plan
Kamloops Official Community Plan
11
2. Community Plan Assessment
Purpose
The purpose of this section is to assess your progress in addressing the priorities in
your 2007-2009 Community Plan (and any updates) under the three HPS Activity
Areas, and to identify what led to your results.

Note: The Reference Guide includes an example for completing this section.
This section and your Community Plan Priorities (2007-2011) in the information
package are colour-coded by activity area, in the same way as the Community Plan
Priorities you submitted for 2007—2011.



The Continuum of Housing and Supports priorities are coloured green.
The Knowledge and Communication priorities are coloured orange.
The Community Development priorities are coloured yellow.
If you have no priorities in an activity area, type “n/a” into the box under “Please describe
your success …” and proceed to the next activity area.
Use your information package:
 The Community Plan Priorities (2007—2011) lists the priorities you set for 2007—2011.
 The HPS Projects and Priorities Report identifies which priorities were implemented
through projects in your community.
 The HPS Investments and Results Report identifies the results (outcomes) achieved by the
HPS-funded projects in your community.
Before you begin this section, you must complete Table C (Assessing Community Plan
Priorities 2007—2011) in the Data Tables. In this section, use this Table C to identify your level
of success in implementing your priorities.
a.
Continuum of Housing and Supports Priorities
Please describe your success in implementing your Continuum of Housing and
Supports priorities. Please make reference to your HPS Investments and Results
Report to describe how you know that you have been successful.
Our first priority was to provide supportive housing that provides health care and/or
support services for persons with disabilities and people actively seeking help with
their addictions / chronically addicted people. We believe we fully met our targets
for this priority. The objective was to provide housing and an increase of 50
12
2. Community Plan Assessment
transitional beds. The addition of 56 supportive housing beds/units was realized with
the help of partners such as BC Housing, as well as HPS-funded projects.
The HPS-funded renovation of the old Whistler Inn, now the Henry Leland House,
provides 28 units with 24-hour support to residents. The rent is the standard shelter
rate of $375 and provides in-house access to service providers, personalized lifeskills development, laundry facilities, and a common area with Internet access.
$500,000 was allocated for renovations to the property. Also funded was the
purchase and upgrading of Linkage House, a 7-bed supportive housing complex
aimed at helping those recently released from prison transition back into society.
$391,000 was allocated to this project.
Indicators of success for this priority included more supportive and transitional beds,
high occupancy of new and existing facilities, successful transition to new housing
circumstances/stability, changes in income or employment, and participation in
education, programs, or volunteer work. In addition to the above noted increases in
housing, all the current transitional and supportive housing offered in Kamloops are
at capacity and most have a waiting list. Progress has been made in the prevention of
recurring homelessness, as evidenced by 70% of Emerald House emergency shelter
residents finding permanent housing in the past year with assistance from partner and
shelter operator Canadian Mental Health Association. Five projects were funded to
assist individuals with social integration in an effort to improve their income or
employment or to increase participation in education, programs, or volunteer work.
In Kamloops, 307 individuals reported improved income and 71 reported improved
employment status over 3 years. Moreover, 20 individuals participated in volunteer
work and 693 individuals participated in education over 3 years.
Our second priority was to address various housing and community services as
identified in the Assets and Gaps Report, 2007. We believe this priority was
partially met. The objectives were to increase services and options for offenders
released from correctional facilities, to continue outreach and life skills training for
the homeless, to increase supports to people with substance misuse issues, to provide
services for at-risk populations, and to improve service. As indicated below, several
of the objectives were met through HPS funding, with the exceptions of increasing
supports for those with substance misuse issues and improving service.
Indicators of success for this priority included the addition of housing services for
offenders released from correctional facilities and access to an emergency housing
fund. The former was achieved through the purchase and renovation of Linkage
House run by partner the John Howard Society, as noted above. The latter has not yet
been formally established, although some service providers offer emergency funds
on an informal or case by case basis.
An additional indicator was an increase in life skills programming to assist
individuals find and retain housing as well as find employment. Several projects
13
2. Community Plan Assessment
were funded through HPS to this end including: Life Skills Facility and Program $71,640, Housing and Life Skills Program (Aboriginal focus)- $123,658, Homeless
at Risk Training and Services Program – $104,485, Street Services – Youth Outreach
- $98,570, V2 Projects – for Aboriginal youth at risk of homelessness - $50,723,
VOICES Program for women at risk of homelessness - $45,014, and Housing and
Life Skills Program (Aboriginal focus) – $62,060. These programs reach out to those
at-risk of being homeless and the homeless populations with the aim of prevention.
As a result, our community has experienced a direct and beneficial impact of the
Homelessness Partnering Strategy.
Please describe any challenges faced by your community in implementing your
Continuum of Housing and Supports priorities and how you addressed them. (If your
community did not face challenges, please enter n/a.)
n/a
b.
Knowledge and Communication Priorities
Please describe your success in implementing your Knowledge and Communication
priorities. Please make reference to your HPS Investments and Results Report to
describe how you know that you have been successful.
n/a
Please describe any challenges faced by your community in implementing your
Knowledge and Communications priorities and how you addressed them. (If your
community did not face challenges, please enter n/a.)
n/a
c.
Community Development Priorities
Please describe your success in implementing your Community Development
priorities. Please make reference to your HPS Investments and Results Report to
describe how you know that you have been successful.
n/a
Please describe any challenges faced by your community in implementing your
Community Development priorities and how you addressed them. (If your
community did not face challenges, please enter n/a.)
n/a
14
3. Good Practices
Purpose
The purpose of this section is to highlight HPS-funded projects implemented in your
community since April 1, 2007 that have been particularly successful.
a.
Please describe the HPS-funded projects implemented in your community which you
consider to be good practices in preventing and reducing homelessness (maximum of
three, maximum length 1500 characters).
Please consult your HPS Projects and Priorities Report for a list of HPS-funded
projects implemented in your community.
1. Linkage House - Linkage House, a transitional duplex run by the John Howard
Society of Kamloops, provides housing to men recently released from federal prison.
The project is an important part of our community's attempt to address the
homelessness issue as it relates to corrections / forensics. The Linkage House
demonstrates best practices around hidden homelessness and the prevention of
homelessness.
2. Henry Leland House - This 28-unit apartment building was completely renovated
and now provides access to health care and support services for people with mental
illness, people with disabilities, people actively seeking help with their addictions,
and people with chronic addictions. The Henry Leland House demonstrates best
practices of the "housing first" philosophy.
3. Youth Outreach - Interior Community Services received funding to hire a fulltime youth outreach worker. This came in response to the urgent need to engage the
youth population at-risk of homelessness, a population that often resists services and
avoids support that takes place in clinical or office settings. The ICS youth outreach
program has engaged other community service providers as partners. This
demonstrates good practices of the prevention of homelessness and engagement of
the at-risk population.
b.
The HP Secretariat is committed to learning about and sharing good practices across
Canada and may wish to follow up to learn more about the successful HPS-funded
projects in your community. For each of the good practices you have described,
please indicate your preferences by filling in the appropriate fields in the table
below.
15
3. Good Practices
Good
May the
Practice HP
Secretariat
contact
someone
about the
good
practice
described
above?
1.
Yes
2.
Yes
3.
Yes
If yes, please
provide contact
information in the
space(s) below
(name, organization,
telephone, e-mail)
May the HP Secretariat share this good
practice with others?
Stuart Johnson
Maybe (please contact us prior to sharing)
John Howard
Society
sjohnson@jhstr.ca
250.434.1700
Bob Hughes
Maybe (please contact us prior to sharing)
ASK Wellness
Centre
Bob@askwellness.ca
250.376.7558
Interior Community Maybe (please contact us prior to sharing)
Services
(250) 554-3134
16
4. Current Situation
4.1. Demographic and Socio-economic Trends
Purpose
The purpose of this section is to identify the changes or trends you have seen in your
community as a whole and in the homeless and at-risk populations within your
community. This information should help you to identify any changes in the needs of
the homeless and at-risk populations in your community.

Note: The Reference Guide includes an example for completing this section.
a.
Please identify any population, housing or income changes or trends in your
community since 2007 and explain how these changes or trends have affected your
community. Please refer to the Census and housing data included in your
information package and any other recent environmental scan produced in your
community.
The period of 2007 to 2010 featured a very serious economic downturn that affected
virtually every sector of the economy and, therefore, virtually all households on
some level. In 2008, British Columbia's economy shrank slightly (-0.3% GDP), the
first such decrease since 1982.
In Kamloops, the economic downturn translated into increased unemployment.
Figures for the Thompson-Okanagan region moved from 4.4% in 2007, to 5.5% in
2008, and to 8.7% in 2009. In 2009, the forestry, fishing, mining, oil, and gas
industries (Kamloops is highly dependent on several of these industries) saw 21.1%
unemployment.
These changes in the economic climate were also reflected in increasing numbers of
Income Assistance and Employment Insurance beneficiaries. For the ThompsonNicola region, IA/EA recipients/beneficiaries as a percent of the total population
increased from 2.7% in Sept 2007, to 3% in Sept 2008, to 6.2% in Sept 2009.
Percentages of youth under 19, youth ages 19-24, and single-parent families on IA/EI
were all at least 2 percentage points higher than the provincial average.
Kamloops' aboriginal population, which makes up 7.8% of the total, is relatively
large compared with the provincial percentage of 4%. This urban Aboriginal
population is very young; 15% of the student population in Kamloops is Aboriginal.
Based on Aboriginal supportive housing figures and the fact that over 50% of the
urban Aboriginal population is on Income Assistance, the total Aboriginal population
at risk of homelessness has been estimated at 3,000. This comes in part as a result of
17
4. Current Situation
Kamloops serving as an interior destination point for Aboriginals from outlying
communities and reserves, many of whom come to our community to access services
and find - or attempt to find - employment.
Another important demographic trend relates to age. Like the rest of British
Columbia and Canada, Kamloops has an aging population. Based on past and current
data, the Kamloops population over the age of 65 is expected to see 21.6% growth
between 2011 and 2016 and 43.3% growth between 2011 and 2021. This aging
population presents even greater numbers of individuals at risk of homelessness,
particularly with increased competition for affordable supportive housing. During the
community consultation, seniors representatives indicated that the bar for
independent living has been lowered; in other words, fewer seniors qualify for
assistance as more are deemed able to live independently. Many seniors live on fixed
incomes and are therefore very vulnerable to increasing rental rates.
In terms of housing, Kamloops saw an increase in the vacancy rate from 2009 to
2010, as reported by the Canadian Mortgage and Housing Association. Overall, the
vacancy rate rose from 1.5% to 2.6%, which brings it more in line with the British
Columbia total of 2.7%. A few items stand out in the vacancy report. Firstly, the
North Shore saw a mysterious jump in Bachelor suite vacancies, from 0% to 28.6%.
Secondly, the North Shore overall saw a greater increase in vacancy than the South
Shore. Thirdly, the vacancy rates for 1 and 2 bedroom apartments remains very low:
2.4% and 1.7% respectively.
Rental rates in Kamloops showed a slight decrease from 2009 to 2010 (average $747
to $742). This decrease, however, did not benefit different renters uniformly. The
rent for a North Shore bachelor apartment, for example, increased from $544 to
$636, a rather troubling change for the low-income population on the North Shore.
b.
Before answering this question, complete Table D.1 (Homeless and At-risk
Populations) in the Data Tables.
How have the homeless and at-risk populations in your community changed since
2007?
The absolute homeless population in Kamloops, those living on the streets, has
remained essentially the same since 2007, at around 100 individuals. A portion of
this population is transient by nature and includes those released from our local
prison, those travelling from other cities to ours, and the short-term homeless who
may have lost their jobs recently or experienced a traumatic event in their lives. This
group of homeless folks living on the street is constantly changing, save for a portion
- around 30% - who are entrenched in the lifestyle and may not want to change their
circumstances.
18
4. Current Situation
The population of people at risk of being homeless is growing. Included in this
group are the “working poor," seniors, students, and those who are couch-surfing or
living dependently in an abusive situation. These are the hardest individuals to count
but we can gain a sense through food bank, employment insurance, and social
assistance statistics. The numbers for 2009 were 5,983 individuals, which increased
in 2010 to 6,149.
4.2. Support Services
Purpose
The purpose of this section is to describe any changes needed to services in your
community because of changes in the characteristics of the homeless and at-risk
populations.

Note: The Reference Guide includes an example for completing this section.
a.
How have changes in the needs of the homeless and at-risk populations since
April 1, 2007, affected the type of support services needed in your community?
There are many reasons why individuals would be at risk of homelessness: lowwage/no benefit employment, increased cost of assisted living, difficulty in receiving
or inadequate government assistance, an absence of affordable housing, and a lack of
basic life skills such as budgeting and maintaining employment and housing. Their
growing needs are reflected in the large number of HPS-funded projects for this
population in the previous Kamloops Community Plan. Services needed in the
community for these individuals include, but are not limited to, emergency support,
outreach, life skills and employment training, assistance in finding and maintaining
housing, and education. This is a shift away from mere emergency shelters and beds
in transition houses to a more holistic approach that supports individuals on their
way to stability and self-sufficiency.
While many of the absolute homeless have made successful transitions into housing
situations, there is a deeply street-entrenched segment of the homeless population
that continues to resist services. Many of these individuals suffer from multiple
barriers and, as a result, may struggle to access services and housing.
With increases in the at risk of homelessness population as a result of economic
factors, there is a great need for effective training and employment services. This
would benefit not only the unemployed, but also the underemployed. The Kamloops
Food Bank has seen a significant increase in usage since the economic troubles of
2008, and many of the new clients are members of the working poor. The Interior
Indian Friendship Society has seen a two-thirds increase in demand in its Friday
meal program. This can partially be explained by the fact that some other agencies
are changing the services they offer. For example, St Vincent de Paul has stopped
19
4. Current Situation
offering a meal with their Out of the Cold program (because many people came only
for the meal and didn't stay the night, undermining the primary purpose of the
program).
Success in finding housing solutions for people has also increased the need for
supports to help people maintain housing. During the community consultation,
people indicated that many individuals that had been successfully placed in housing
did not manage an effective transition. In some cases, there was a lack of basic life
skills to maintain health and housing. In other cases, there was a lack of respect for
community and neighbors that resulted in eviction. Some have identified the need for
conflict resolution skills to help such newly housed individuals.
With a steadily aging population, there is an increasing need for services and
supports for seniors, many of whom live on fixed incomes and are at risk of
homelessness. Representatives of the seniors population indicated that many elderly
are simply unaware of services that might help them, financially or otherwise. This
speaks to the need for awareness and outreach.
Another important underlying issue is mental illness. While people with mental
health issues can access many programs and services, staff and agencies often lack
adequate training to understand and assist them. Mental health issues in the youth
population was also identified as an issue that requires awareness and training.
4.3. Shelter and Housing
Purpose
The purpose of this section is to describe any changes needed in emergency shelter or
transitional or supportive housing in your community because of changes in the
homeless and at-risk populations in your community.

Note: The Reference Guide includes an example for completing this section.
a.
Before answering this question, complete Table E (Shelter Verification Form) and
Table F (Residential Facilities for Homeless People) in the Data Tables.
How have changes in the needs of the homeless and at-risk populations since April 1,
2007, affected the need in your community for emergency shelter, transitional or
supportive housing?
With increases in the at risk population, there is a growing need for supportive and
transitional housing. This fact was underlined during the community consultation;
many community representatives pointed to an acute lack of housing solutions
further along the continuum in the areas of supportive housing, semi-independent
20
4. Current Situation
housing, and low-end-of market rental housing. The population considered at risk of
homelessness includes many seniors (a rapidly growing demographic); during the
community consultation, there was clear indication that there is a serious shortage of
supportive housing options for the elderly, and this shortage will most likely become
even more acute in the future, given current population projections.
There are clear needs for other types of supportive housing. Community
representatives have pointed out that an individual seeking treatment for addictions
in supportive housing may have a 12-week wait period.
The use of emergency shelters has gone down somewhat, particularly in the winter of
2010 - 2011, as the Men's Christian Hostel and Out of the Cold both report lower
numbers than before. This may indicate that emergency shelter and transitional
housing are reaching or approaching a level that adequately matches demand.
4.4. Collection of Emergency Shelter Data
Purpose
The purpose of this section is to identify:
 the current situation in your community regarding the collection and export of
emergency shelter data;
 how your community will prepare to export shelter data.
The answers will help you to prepare to meet the National Homeless Information
System requirements. Note: The Reference Guide includes details on the
requirements for HPS reporting over the period 2011—2014.
As you answer the questions in this section, please start thinking about how you will
use this data once collected. For example:
 You can use this data to do reliable analysis of admission trends, and profiles of
the homeless population in your community (well-organized data coordination
activities amongst service providers allow whole communities/provinces to collect
similar information, defined in the same way).
 You can use this data to identify: the average length of shelter stays; the number
of chronically homeless individuals; the progress you are making on implementing
your priorities; and trends in the homeless populations in your community.
 You will be able to track movement of individuals between service providers.
The use of a common data collection tool (HIFIS or non-HIFIS data collection system)
will provide you with accurate, reliable data that will assist in your reporting
requirements for HPS.
When you send this information to the HP Secretariat, it will help us to:
 determine the scope of homelessness in Canada;
 demonstrate how the face of homelessness is changing;
21
4. Current Situation


create policy that better responds to these changes, taking an evidence-based
approach to policy options and decision-making.
Note: The Reference Guide includes an example for completing this section.
a.
Is shelter data compiled at the community level?
yes
no
If yes, by whom? Do they produce regular reports?
b.
Before answering this question, complete Table D.2 (Data Sources for Homeless and
At-risk Populations) in the Data Tables.
What actions will your community have to take to collect emergency shelter use data
to share with the Homelessness Partnering Secretariat? What additional resources
will you require? Please refer to Table D.2 (Data Sources for Homeless and At-risk
Populations) and Table E (Shelter Verification Form) in the Data Tables to help you
assess your current situation.
The Homelessness Action Plan coordinator is currently facilitating the collection of
data on homelessness in Kamloops. A Local Housing Board, an outgrowth of the
Homelessness Action Plan, has been formed. The purpose of this Board is to assist
with information collection and exchange and to serve as the informal authority on
local housing issues, including the availability of different forms of housing.
The CAB will also explore greater usage of the federal government's Homeless
Individuals and Families Information System (HIFIS). This will help us collect and
collate data and allow facilities to better plan their operations.
22
5. Issues
Purpose
The purpose of this section is to:
 identify the most important issues related to homelessness in your community, and
 explain how your community contribution will support your efforts to address these
issues.
This section will help you to identify your 2011—2014 Community Plan priorities.
a.
Please identify and describe the most important or pressing issues related to
homelessness in your community.
 Please consider the facilities, services and supports which the homeless and atrisk populations in your community need or will need in the next three years.
 Please also consider any improvements needed in community coordination,
partnership development and data management by your community.
You should identify only those issues that are of a high enough priority that you
intend to address them in the next three years. The issues could either become a
priority for funding through HPS or another source of funding. In section 6
(Priorities 2011-2014), you will have the opportunity to identify your priorities for
HPS funding. In Table G (Community Contribution) in the Data Tables, you will
identify your community contribution, which includes funding to address any of the
issues you have identified.
(You can include a maximum of ten issues)
1. A shortage of safe, affordable, appropriate housing - With one of the lowest
vacancy rates in the province, Kamloops continues to face a housing shortage.
Virtually all of the community stakeholder groups consulted identified this issue as
central to the issue of homelessness. A low vacancy rate not only indicates that there
simply isn't enough housing stock, but it also puts upward pressure on rental rates
and prices much housing out of the range of the working poor and at risk of
homelessness.
Low-rent housing that does exist is often unsafe or inappropriate. For certain
populations (women, women with children, people in recovery from substance abuse,
youth, etc) the housing that is available presents serious environmental risks, and this
inappropriateness becomes a further barrier to stable housing.
2. A shortage of safe, supportive, appropriate housing - Some people require
supportive housing on a temporary basis, as they transition from one situation to
another, while others may need supportive housing for the rest of their lives. Either
23
5. Issues
way, there is not enough of such housing in Kamloops. Wait times for treatment
centres can be up to 12 weeks. Supportive housing for seniors is beyond the financial
reach of most of the elderly population. Several other populations, including youth,
women, people recently released from correctional facilities, those struggling with
addictions, those with mental health issues, and people with disabilities would also
benefit from the greater availability of supportive housing.
3. A lack of coordination among support agencies and outreach services - Kamloops
has many excellent support services, but the effectiveness of these services could be
enhanced through greater cooperation and coordination. Many of the problems
related to homelessness and the risk of homelessness emerge when people cannot or
do not access services. This may stem from a lack of awareness (many seniors, for
example, are unaware of the SAFER program), from a lack of transportation, from a
lack of childcare, from frustration navigating processes and systems, and from
unnecessary complexity. Other problems arise when people transition poorly from
one housing situation or program to another. When an individual is released from a
program that includes housing, for example, that individual is often left to fend for
him or herself.
4. A lack of support to maintain housing - In many cases, even when housing is
found for homeless individuals or the hard-to-house, that housing situation is not
sustainable without some type of support. The brain-injured and those with
develomental disabilities, for example, may require life skills training, emergency
support, and advocacy that will enable them to maintain an independent housing
situation. Those with mental health issues, substance abuse issues, and youth may
also require support. Many seniors who require support to live alone do not receive it
and are therefore at risk of homelessness. The community consultation uncovered
many instances of people losing their housing who would have been able to maintain
it had they had some form of support.
5. A lack of life skills, training, and education that enable people to enhance selfreliance. Self-reliance can take many forms. It could mean learning to do very basic
things for oneself such as cooking, cleaning, taking medications, storing food
properly, and dealing with others. It may also mean achieving financial independence
(partial or complete), which is a realistic goal for many of our homeless and at risk of
homelessness. Doing so may require one or several different types of training,
including basic literacy and numeracy, life skills, social skills, writing skills, and
computer skills, among others. For many people, opportunities to earn money are
simply too limited. In the community consultation, many people identified different
types of social enterprise as excellent ways of enhancing people's earning ability on a
modest scale. Whatever route is taken, gaining financial independence increases an
individual's self-respect and engagement in the community. It also lessens the
financial burden on agencies, governments, and the community in general.
24
5. Issues
6.
7.
8.
9.
10.
b.
Before answering this question, complete Table G (Community Contribution) in the
Data Tools.
How will the funds you receive from your other funders (your community
contribution) add to your homelessness strategy?
Our community contribution goes a long way to advancing our homelessness
strategy. A huge variety of agencies and governmental bodies provide funding for
programs and services that complement those programs funded by the Homelessness
Partnering Strategy. Community programs and non-profit / private partnerships
provide housing solutions, transportation solutions, outreach, support services, life
skills training, service coordination, information-sharing, and employment services,
among others.
Our work is complemented by the Kamloops Social Plan, which provides funding
and establishes municipal policy for initiatives that advance our goal of ending
homelessness. Our Homelessness Action Plan, and the HAP coordinator, are also
critical players in this process. The community is working proactively to address the
issues and priorities identified in the HAP.
Among others, BC Housing provides a large portion of the community contribution
through their investment in capital projects and housing programs. Continuing
partnership with BC Housing is crucial, as is alignment and collaboration with the
City of Kamloops.
All in all, our community has shown and will continue to show a strong commitment
to ending homelessness. The CAB looks to its partners and their contributions as
essential to its mission, and we are proud to say that the community contribution far
exceeds HPS funds.
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6. Priorities (2011—2014)
Purpose
The purpose of this section is to:
 identify your priorities for 2011—2014;
 indicate how you plan to distribute your HPS allocation to achieve these priorities;
 explain how you will ensure that the organizations which implement projects are
aware of the outcomes you have identified.

Note: The Reference Guide includes an example for completing this section.
a.
Please copy and paste each Priority from Section P-1 in your Community Plan
Annex C: Priorities (2011—2014) (maximum of ten) into the table below. Then
enter the percentage of your community’s total HPS Designated Communities
funding allocation you plan to use for each priority. Please complete the column on
Aboriginal Homelessness funding only if your community receives Aboriginal
Homelessness funding and your CAB is responsible for managing these funds.
When you have completed all priorities, please add these numbers up; the total
percentage should equal 100%.
Priority Priority from P-1
Percent of
Percent of
Number
Designated
Aboriginal
Communities Homelessness
Funding
Funding
1
Our community is committed to increasing the
50%
%
number and availability of safe, supportive,
appropriate housing units for those who are homeless
or at risk of homelessness.
2
Our community is committed to increasing the success 25%
50%
of those who are at risk of homelessness in retaining
or maintaining housing after receiving housing.
3
Our community is committed to enhancing people's
25%
50%
self-reliance through improved life skills, training, and
education not provided or covered under provincial
jurisdiction.
4
%
%
5
%
%
6
%
%
7
%
%
8
%
%
9
%
%
10
%
%
Total percentage of Designated Community allocation
100%
%
26
6. Priorities (2011-2014)
Priority Priority from P-1
Number
Percent of
Designated
Communities
Funding
Percent of
Aboriginal
Homelessness
Funding
and Aboriginal Homeless funding (if applicable):
(this must equal 100%)
b.
In your Community Plan Annex C: Priorities (2011—2014) you identified at least
one outcome indicator or Coordination and Data Management activity for each
priority (section P-5 to P-7). How will you communicate these indicators and
outcomes to project sponsors?
These indicators and outcomes will be communicated through the HPS Investments
and Results and the HPS Projects and Priorities reports. All information will be
freely available to all project sponsors, co-sponsors, and partners.
27