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A community where no human being is deprived of the resources,

means, choices and power to acquire and maintain self-‐

sufficiency while being able to be an ac<ve par<cipant in society

To end poverty in Calgary and enhance the well-‐being of all

Calgarians

Vision Mission Values

Integrity Respect Social Equity Par<cipa<on

Inclusion Diversity Collabora<on

By 2023, 95% of all people living in Calgary are at or above Sta<s<cs Canada’s Low-‐Income Cut-‐off (LICO) rates By 2023, 90% of all people living in Calgary are at or above 125% of Sta<s<cs Canada’s Low-‐Income Cut-‐off (LICO) rates By 2018, Calgarians consider reducing poverty to be a high priority.

All Calgary Communi2es Are Strong, Suppor2ve

And Inclusive

Everyone In Calgary Has The Income And Assets Needed To Thrive.

Everyone In Calgary Can Easily Access The Right Supports, Services And

Resources

All Aboriginal People Are Equal Par2cipants in Calgary’s Prosperous

Future

Aspira2onal Outcomes

Goals

Strategies & Focus Areas

Increase Understanding Of Poverty

Achieve A User-‐Friendly Legal System

Doing Business Differently

Financial Empowerment

Community Self-‐Sufficiency Service Delivery

Longer Term Solu<ons to Basic Needs

Reduce Disparity of Aboriginal Income & Poverty

Raise Awareness About Urban Aboriginal Experience

Community Economic Develop`t

Social Business Prac<ces

Enhance Savings Access to Safe & Affordable

Financial Services Financial Counseling

Implement Aboriginal Strategy

Aboriginal/Non-‐Aboriginal Circles Building Public Awareness

Engagement

Bylaw Revision

Jus<ce

Peer Support

Neighbourhood Strengthening People-‐Centred Service

Community Access Points

Community Hubs

Housing

Transporta<on

Food Security

Childcare Increase Income

From ideas to ac2on: Four-‐Year Implementa2on Plan for Enough for All Poverty Reduc2on Strategy – Overview

Enough for All Implementation Plan 1 2015-‐04-‐06

Background and Purpose of the Implementation Plan The Enough for All strategy is a collaborative community effort involving many community members and stakeholders to address the root causes of poverty. The City of Calgary, Momentum, United Way of Calgary and Area and Vibrant Communities Calgary have been leading collaborative efforts to develop a long-‐term, community-‐based strategy to significantly reduce poverty and vulnerability in Calgary in the short term, and end it in the long term.

In January 2015, under a four year agreement between The City of Calgary, United Way, VCC and Momentum, stewardship of the Enough for All strategy implementation moved to Vibrant Communities Calgary (VCC). Using a Collective Impact approach, VCC will operate as the backbone organization and work collaboratively with community partners and stakeholders to guide and implement poverty reduction initiatives and advocate for long-‐term strategies that address the root causes of poverty in Calgary. As the backbone organization, VCC will support collective action in our community, convening leaders and organizations from all sectors to guide the strategy, build public will, advance related policy and help measure progress towards our shared goals.

This 4-‐year Implementation Plan translates the Enough for All direction into specific Implementation Strategies, Focus Areas and Projects, and defines how implementation will be managed over the four years. In most cases, community organizations are leading and resourcing poverty reduction Projects, supported by VCC to ensure connectivity with other poverty reduction initiatives and communication of results and successes with the broader community. In other cases, VCC will play a more involved role to guide and build community support for emerging poverty reduction initiatives.

This Implementation Plan is not intended to be fixed over the four-‐year term of the plan. The Implementation Plan, to be successful as a Collective Impact initiative, will be dynamic, changing in response to community partner and stakeholder requirements over the four-‐year term.

Appendix A: Planning Framework and Glossary illustrates the planning framework and provides definitions of the key terms used throughout this Implementation Plan.

Enough for A Enough for All articulated key concepts that provided the direction and framework within which this Implementation Plan was developed.

The VISION: A community where no human being is deprived of the resources, means, choices and power to acquire and maintain self-‐sufficiency while being able to be an active participant in society.

The MISSION: To end poverty in Calgary and enhance the well-‐being of all Calgarians.

The VALUES:

Integrity Respect Social Equity Participation Inclusion Diversity Collaboration

The overall aspirational OUTCOMES:

By 2013 Low-‐Income Cut-‐off (LICO) rates By 2023, 90% of all people living in Calgary are at or above 125% of 2013 Low-‐Income Cut-‐off (LICO) rates By 2018, Calgarians consider reducing poverty to be a high priority.


The GOALS and GOAL OUTCOMES:

All Calgary communities are strong, supportive and inclusive By 2018, Calgarians will consider reducing poverty to be a high priority By 2023, no community in Calgary will have a poverty rate of 30% or more By 2023, all Calgarians will have a strong personal support network

Everyone in Calgary has the income and assets needed to thrive By 2023, Calgary will have the highest employment quality in Canada By 2023, 95% of working Calgarians will be paid at or above a living wage By 2023, Calgarians will have the lowest credit risk score in Canada By 2023, all Calgary households will have a 3 month emergency savings fund By 2023, all those who require income assistance will receive sufficient support.

Everyone in Calgary can easily access the right supports, services and resources By 2023, all those who require a service will be able to access service in a timely manner, regardless

of income By 2023, Calgary food bank usage will be significantly reduced By 2023, homeless shelter utilization will be significantly reduced

erall poverty rate By 2023, Aboriginal workers will earn an income equal to that of the rest of the Calgary workforce


Implementation Strategies define the focus of community and VCC efforts in guiding the collective community effort to achieve the Goals outlined in Enough for All. The nine Implementation Strategies included in this plan and their alignment to the Enough for All Goals is illustrated in Figure 1 below.

Figure 1: Goals and Implementation Strategies

Appendix B: Implementation Strategy Alignment provides a more comprehensive illustration of Goal, Strategy and Focus Area alignment.

Each of the Implementation Strategies and its supporting Focus Areas are introduced below. The purpose, outcomes, and portfolio of projects for each Focus Area are described. In all cases, the portfolio of projects consists of known projects that are underway and those projects that are being considered or planned. The portfolio of projects is expected to be dynamic, with additional projects and initiatives being added over time and existing projects being removed as they are completed or terminated. Additional information about each project is outlined in Appendix C: Project Detail.

All Calgary Communities Are Strong, Supportive And Inclusive


Goals:

Strategies:

Achieve A User-‐Friendly Legal

System

Everyone In Calgary Has The Income And Assets Needed To

Thrive.



Community Self-‐Sufficiency Service Delivery

Everyone In Calgary Can Easily Access The Right Supports, Services

And Resources

Longer Term Solutions to Basic Needs

All Aboriginal People Are Equal

Future

Reduce Disparity of Aboriginal Income

& Poverty

Raise Public Awareness About Urban Aboriginal

Experience

Goals:

Strategies:


Strategy: Doing Business Differently

The objective of Doing Business Differently is to generate economic activity that provides strong social benefits.

The two Focus Areas identified to achieve this objective are Community Economic Development and Social Business Practices. Each of these Focus Areas is described below.

Community Economic Development Purpose Increase understanding of and strengthen capabilities to support community economic

development (CED) initiatives. Facilitate investment in the creation and growth of businesses and initiatives that are

aligned with community economic development principles.

Outcomes Community economic development expertise has been developed. Funds are available to support community economic development activities. Economic development initiatives that support poverty reduction principles have been

implemented successfully.

Project Portfolio

Centre of Excellence for the New Economy Development Project CED Training and Capacity Building Co-‐op Development Strategy Calgary Poverty Reduction Fund Opportunity Development Co-‐op Local Investment Community Fund

Social Business Practices Purpose Build awareness and promote the use of business practices that generate positive

business and social impact.

Outcomes Increase in adoption of inclusive business practices in Calgary. Increased number of persons making a wage that can raise them out of poverty. Increase in the number of high quality jobs available to those in poverty.

Project Portfolio

Inclusive Business Strategy Local Employment Quality Index Living Wage Policy


Community Economic

Development

Social Business Practices


Strategy: Financial Empowerment

Financial Empowermentreduce financial vulnerability among Calgary households.

The four Focus Areas identified to achieve this objective are Enhance Savings, Access to Safe & Affordable Financial Services, Financial Counseling and Increase Income. Each of these Focus Areas is described below.

Enhance Savings Purpose Implement savings initiatives that enable those living in or near poverty to increase their

financial resiliency.

Outcomes Increase in the number of Calgarians that have the financial assets to handle an emergency without slipping in to poverty.

Project Portfolio

Matched Savings RESP Uptake

Access to Safe & Affordable Financial Services Purpose Reduce the supply and concentration of payday lenders and develop alternatives for

affordable financial services.

Outcomes Increase in the number of Calgarians that have the financial assets to handle an emergency without slipping in to poverty.

Increase in the financial literacy of the people living in poverty.

Project Portfolio

Improved Municipal oversight of payday lending businesses Rise of the Cash Store Committee

Financial Counseling Purpose Provide money management counseling and access to resources to help manage debt and

credit issues.

Outcomes slipping in to poverty.

Project Portfolio

Financial Counselling

Increase Income Purpose Develop solutions that increase the income of those living in or at risk of poverty (e.g.

Living Wage Policy).

Outcomes Increased income for Calgarians who live in poverty or at risk.


Enhance Savings

Access to Safe &Affordable Financial Services

Financial Counseling

Increase Income


Project Portfolio

Social Assistance Reform Advocacy Living Wage Leader Access to Public Benefits Services

Strategy: Reduce Disparity of Aboriginal Income and Poverty

Reduce Disparity of Aboriginal Income & Povertyreduce the disparities in income and poverty rates that exist between the Aboriginal population living in Calgary and the rest of Calgary residents.

The initial Focus Area identified to achieve this objective is to Implement an Aboriginal Poverty Reduction Strategy.

Implement Aboriginal Poverty Reduction Strategy Purpose Develop support services to address the unique needs of Aboriginal communities.

Develop a collaborative problem-‐solving relationship between the Aboriginal community and non-‐aboriginal community.

Outcomes Aboriginal peoples are better supported and better able to thrive with supports that are appropriate and culturally relevant.

Tangible solutions to addressing aboriginal poverty reduction are realized due to strong relationships.

Project Portfolio

Aboriginal Poverty Reduction Strategy

Strategy: Raise Public Awareness About Urban Aboriginal Experience

Raise Public Awareness About Urban Aboriginal Experience reduce the exclusion and discrimination against Aboriginal people in community life.

The initial Focus Area identified to achieve this objective is Aboriginal and Non-‐Aboriginal Circles Building.

Aboriginal and Non-‐Aboriginal Circles Building Purpose Increase awareness and support for the unique needs of Aboriginal communities.

Build mutually beneficial opportunities for collaboration.


& Poverty

Implement Aboriginal Poverty

Reduction Strategy


Experience

Aboriginal and Non-‐Aboriginal Circles Building


Outcomes There is greater willingness to work on solutions and increased financial and political support for changing policies, systems, programs in order to reduce poverty amongst aboriginals

Project Portfolio

Public Awareness Campaign

Strategy: Increase Understanding Of Poverty

Increase Understanding Of Poverty Increase understanding of chronic scarcity faced by many Calgarians and to reduce the stigmatization of poverty.

The initial Focus Areas identified to achieve this objective are Public Awareness and Engagement.

Public Awareness Purpose Increase public understanding and awareness of poverty.

Increase commitment and action to reduce poverty.

Outcomes More members of the public are engaged in poverty reduction activities Increase in funding (i.e. government, private, and charitable donations) for poverty

reduction as a result of higher degree of public awareness.

Project Portfolio

Public Opinion Benchmarking Public Awareness Campaign

Engagement Purpose Ensure specific groups are engaged and part of poverty reduction decision-‐making (e.g.

lived experience, service providers & the business community)

Outcomes Implementation decisions and activities include the perspective and support of people with Lived Experience.

Implementation decisions and activities include the perspective and support of people from the business community.

Increased support for poverty reduction in the business community.

Project Portfolio

Lived Experience Business Council of Champions


Public Awareness Engagement


Strategy: Achieve A User-‐Friendly Legal System

Achieve A User-‐Friendly Legal System educe the stigmatization and penalization of poverty across the legal system.

The initial Focus Areas identified to achieve this objective are Bylaw Revision and Justice.

Bylaw Revision Purpose Eliminate the negative impacts of bylaws on those living in poverty.

Outcomes Bylaws that have negative impact on those living in poverty are changed or revoked.

Project Portfolio

Revoke Exclusionary Bylaws

Justice Purpose Increase awareness of the needs of persons in poverty in the Justice System.

Provide support for persons in poverty when interacting with the Justice system.

Outcomes Justice system is more aware of the needs and adjustments have been made to accommodate people living in poverty.

There is support for a person in poverty when interacting with the Justice system.

Project Portfolio

Poverty Law Course Service Provider Capacity Builder Legal Services Database Legal advice vs information Legal Educators Collaboration Courthouse Greeters and Courthouse Mapping Research of Exclusionary Bylaws

Bylaw Revision Justice


System


Strategy: Community Self-‐Sufficiency

Community Self-‐Sufficiency

Reduce spatial concentrations of poverty Increase community capacity and local access to services Strengthen personal and family support networks

The initial Focus Areas identified to achieve this objective are Peer Support, Neighbourhood Strengthening, and Community Hubs.

Self-‐repeated under both.

Peer Support Purpose Support the development of personal networks and facilitate connection to appropriate

services and opportunities.

Outcomes Those vulnerable to poverty have supportive personal networks and are able to connect to the appropriate supports, services and opportunities

Project Portfolio

Peer Support Strategy Peer Support Pilot Peer Support Implementation

Neighbourhood Strengthening Purpose Build good social networks and sense of community.

Build capacity to address local issues. Support community economic development.

Outcomes Good social networks and social support, bonding and bridging social capital, neighbourhood sense of cohesion and sense of community.

Accessible, affordable, and quality programs, services, and amenities. Good quality built and natural environment (built environment includes housing access,

affordability, and quality). Positive community economic development.

Project Portfolio

City of Calgary Neighbourhood Strengthening United Way Neighbourhood Strategy Community Broker

Community Hubs Purpose Customized, accessible services & amenities to support individual, family and community

resiliency located within a centralized or coordinated neighbourhood locations.


Community Hubs

Peer Support

Neighbourhood Strengthening


Outcomes Residents able to identify & take action on local issues to create better economic & social conditions.

Customized, accessible services & amenities to support individual & family resiliency. Community economic development opportunities available to residents & businesses. Incubation space available for emergent social enterprises.

Project Portfolio

Community Hubs Pilot Community Hubs Strategy Community Hubs Location Finalization Community Hubs Rollout

Strategy: Service Delivery

ncrease access to programs, services and resources and to enhance their effectiveness.

The initial Focus Areas identified to achieve this objective are Community Hubs, Community Access Points, and People-‐Centred Service.

Self-‐repeated under both.

Community Hubs (see above)

Community Access Points Purpose Make information about services easily and locally accessible.

Outcomes Information about services is easy to access. Support is available to those who have difficulty accessing information or services.

Project Portfolio

Community-‐based Information & Referral Information Services Alignment InformAlberta

People-‐Centred Service Purpose Ensure the right services, delivered efficiently and effectively, are available for those living

in or at risk of poverty.

Outcomes Services are easy to access and can be tailored to the needs of the specific individual. Services are provided efficiently and effectively by well trained and accessible staff.

Community Hubs

Service Delivery

People-‐Centred Service



Project Portfolio

City of Calgary Single Entry System One Story -‐ Increasing Access to Services Social Worker in the Field Strength-‐based Service Delivery

Strategy: Longer Term Solutions to Basic Needs

Longer Term Solutions to Basic Needsenable more sustainable, longer-‐term solutions to the more basic challenges of day-‐to-‐day life for those living in or at risk of poverty.

The initial Focus Areas identified to achieve this objective are Food Security, Housing, Childcare and Transportation.

Food Security Purpose Increase access to long-‐term sustainable food with dignified service delivery.

Outcomes Reduced reliance on emergency food sources.

Project Portfolio

Community Food Centre Evaluation

Housing Purpose Increase access to appropriate housing and affordable market housing.

Outcomes Reduced reliance on emergency shelters. Increased availability of housing options for those living in or at risk of poverty.

Project Portfolio

Central Housing Registry Corporate Affordable Housing Review Co-‐op Housing Initiatives New Market Funds

Childcare Purpose Increase access to short term child-‐minding services and long-‐term sustainable licenced

childcare.

Outcomes Short-‐term child minding services are available to enable those in poverty to access the services they require.

Longer-‐term child care services are available to help those living in poverty transition to

Housing

Transport-‐ation

Food Security


Childcare


sustainable employment.

Project Portfolio

Licensed Childcare Community-‐based Child Minding

Transportation Purpose Increase access to affordable public transportation.

Outcomes Short-‐term transportation services are available to enable those in poverty to access the services they require.

Longer-‐term transportation services are available to help those living in poverty.

Project Portfolio

Affordable Public Transportation


Three components of implementation are outlined in this section:

Implementation Roadmap timing and sequencing of Implementation Plan activities VCC Roles and Resourcing how VCC resources will be deployed to support implementation activities Metrics Outcome metrics to measure overall outcomes and VCC performance

Implementation Roadmap The Implementation Roadmap in Figures 2A and 2B illustrates the anticipated timing of known Projects under each Focus Area. The numerous poverty reduction projects already underway contribute to the high number of projects active in 2015. It should be noted that additional Projects will emerge and be added to the Roadmap over time.

Figure 2A: Implementation Roadmap (1 of 2)



Enhance Savings

Access to Safe & Affordable Financial Services

Increase Income

Reduce Disparity of Aboriginal

Income & Poverty

Implement Aboriginal Poverty Reduction Strategy


Experience


Community Economic DevelopmentCentre of Excellence for New Economy

CED Training & Capacity BuildingCo-‐op Development Strategy

Calgary Poverty Reduction FundOpportunity Development Co-‐opLocal Investment Community Fund

Social Business PracticesInclusive Business Strategy

Local Employment Quality IndexLiving Wage Policy

Matched Saving; RESP Uptake

Municipal oversight of payday lending businessesRise of the Cash Store Committee

Social Assistance Reform AdvocacyLiving Wage Leader

Implement Strategy

Develop Relationships


Public Awareness

Engagement

Public Opinion Benchmarking Public Opinion Benchmarking Public Awareness Campaign

Lived Experience Council of Champions

2015 2016 2017 2018

Financial CounselingFinancial Counseling

Access to Pub;ic Benefit Services


Figure 2B: Implementation Roadmap (2 of 2)

VCC Roles and Resourcing VCC, as a collective impact backbone organization, has six key roles. VCC will work with community partners in carrying out these roles.

: Guide the vision and strategy Measure and report results to the community Build public will Advance policy Mobilize funding Provide coordination and logistics support

2015 2016 2017 2018

Bylaw Revision

JusticeAchieve A User-‐Friendly Legal

System


Community Hubs

Peer Support

Neighbour-‐hood Strengthening

Service Delivery



Housing

Transportation

Food Security

Longer Term Solutions to Basic

NeedsChildcare

Revoke Exclusionary Bylaws

Poverty LawService Provider Capacity BuilderLegal Services Database

Legal Advice vs Legal Information

Collaboration with Legal EducatorsCourthouse Greeters and Courthouse Mapping

Peer Support Strategy Peer Support Pilot Peer Support Implementation

City of Calgary Strengthen NeighbourhoodsUnited Way Neighbourhood Strategy

Community Hubs Pilot Community Hubs Strategy Community Hubs Location Finalization Community Hubs Roll-‐out

Information and Referral Information Service AlignmentinformAlberta

City Single Entry SystemStrength based Service Training

One Story Increasing Access to ServicesSocial Worker in the Field

Community Food Centre Evaluation

Co-‐op Housing InitiativesCentral Housing Registry

New Market Fund Corporate Affordable Housing Review

Licensed Childcare and Community-‐based Child Minding

Affordable Public Transportation

Poverty Law Course

Community Broker

Research Exclusionary Bylaws


In order to carry out member assigned to one or more Strategy / Focus Areas and one or more Functional areas, as illustrated in Figure 3.

Figure 3: Matrix Structure

unctional leads will ensure VCC develops and evolves the capabilities necessary to support Focus Areas and VCC overall.

The VCC staff member assigned to each Strategy / Focus Area will work with community partners to guide and support direction setting and implementation for that area. Topics to be managed include:

Who needs to be engaged, consulted and / or informed about the Focus Area? How do the purpose and outcomes of the Focus Area need to evolve? What linkages and connections can be established to include community initiatives with this

Focus Area? What is the right project portfolio to achieve the purpose and outcomes and are they

appropriately sequenced? Are the Projects on track and will they deliver the outcomes that were anticipated? What connections between Focus Areas and between Projects need to be facilitated and how?

The VCC staff member assigned to each Strategy / Focus Area will also work with community partners to ensure appropriate stakeholder engagement, communication, advocacy and measurement and reporting activities, specific to each Strategy / Focus Area, are implemented, and where necessary, coordinated with other VCC activities.

To be successful as a backbone organization, VCC must strike a balance between coordinating and maintaining accountability, while supporting the community to establish collective ownership.


Communications

Engagement

Advocacy

Strategy / Measurement /

Reporting

Achieve User-‐Friendly Legal

System

Community Self-‐

Sufficiency

Service Delivery


Building Assets Together


Aboriginal Strategy & Awareness

VCC Functional Leads:

Focus Areas:

Functions:

Strategies:

VCC Accountabilities:

The VCC staff member assigned to each Strategy / Focus Area will work with community partners to guide and support direction setting, stakeholder engagement, communication, advocacy and measurement and reporting activities for that Strategy / Focus Area

The VCC staff member assigned to lead a Functional area will ensure appropriate principles, tools and techniques are available and evolved to support each Strategy / Focus Area and VCC overall.


be established. Prioritization of VCCcomplexity of the initiatives, ii) the degree of existing leadership and energy in the community, iii) the opportunity and ability for VCC to add the most value, and iv) the alignment with organization. Appendix D: Focus Area Evaluation / Prioritization, combined with community stakeholder input, helped to guide priorities.

The intensity of VCC staff resource support for each Strategy / Focus Area varies depending on whether activities are already underway or if new activities are being developed, and the magnitude and degree of community involvement and leadership already being provided or anticipated for each Focus Area. In some cases, community interests may be taking a strong leadership role to guide the development, coordination and implementation of a Focus Area and its projects, reducing the degree of support required by VCC. For example, the leadership efforts of the United Way of Calgary and Area, the City of Calgary and Momentum for the Financial Empowerment strategy means that VCC will invest fewer resources to support this ongoing work.

This combination of factors has enabled VCC to allocate resources to implementation activities where VCC can have the greatest impact. resources will be initially concentrated on these five Strategies:

Increasing Understanding of Poverty Doing Business Differently Achieving Community Self-‐Sufficiency Reducing Disparity of Aboriginal Income and Poverty Raising Public Awareness About Urban Aboriginal Experience.

The allocation of VCC resources across all Strategies is illustrated in Table 1 of Appendix E: VCC Resourcing Priorities.

Although VCC resources will be focused primarily at the Strategy / Focus Areas and Functional Areas, VCC will take a leadership role to initiate some new and emerging projects and continue coordinating some existing projects. These focus projects for VCC, where VCC will act as Project Coordinator, are:

Lived Experience Implement Aboriginal Strategy Build Relationships with Aboriginal Stakeholders Public Awareness Campaign Centre of Excellence for the New Economy (CENE) Development Project Business Council of Champions Develop Long-‐Term Hub Strategy

The allocation of VCC resources across focus Projects is illustrated in Table 2 of Appendix E: VCC Resourcing Priorities. Information about each of these projects is included in Appendix C: Project Detail.


Metrics

Outcome Metrics Overall and Goal-‐specific outcomes and metrics were identified in Enough for All. Outcomes for each Strategy and Focus Area have been added to align expected outcomes and the metrics used to measure these outcomes with Enough for All outcomes. This alignment of preliminary metrics is illustrated in Appendix F: Metrics Alignment. For the first year of this Implementation Plan, VCC will focus on measuring and reporting results against a subset of these metrics, as illustrated in Table 3 below. Targets associated with each metric will be developed as the metrics are confirmed and baseline data is gathered.

Table 3: Outcome and Metric Alignment Initial Focus Goal Outcome Goal Metrics Focus Area and Outcomes Focus Area Metrics

By 2023, 95% of working Calgarians will be paid at or above a living wage

Percentage of Calgary labour force earning less than 17.29 / hour pre-‐tax.

Income Increased income for Calgarians who live in poverty or at risk.

Number of Calgarians earning

By 2023, all Calgary households will have a 3 month emergency savings fund

Percent of Calgarians reporting that they have a three month emergency savings fund

Financial Empowerment Increase in the number of Calgarians that have the financial assets to handle an emergency without slipping in to poverty.

Increase in the financial literacy of the people living in poverty


By 2023, Aboriginal poverty rates are

overall poverty rate.

Percentage of Aboriginal persons living in low-‐income households (re-‐tax LICO)

Implement Aboriginal Poverty Reduction Strategy Support and services are developed to address the unique needs of Aboriginals in poverty.

A collaborative problem-‐solving relationship is developed with the Aboriginal community.

TBD

By 2018, Calgarians will consider reducing poverty to be a high priority

Percentage of Calgarians who report that reducing poverty a high priority

Public Awareness Increase public understanding and awareness of poverty.

Increase commitment and action to reduce poverty.

Number of Calgarians aware of the impact of poverty

Engagement Implementation decisions and activities include the perspective and support of people from the business community.


Number of volunteers from the business community actively engaged in reducing poverty

By 2023, all those in poverty or at risk who require a service will be able to access service in a timely manner, regardless of income.

Percentage of Calgarians who report they accessed a program or service by income 2-‐1-‐1 follow-‐up measure of effectiveness of referrals

Community Hubs Residents able to identify & take action on local issues to create better economic & social conditions.

Customized, accessible services & amenities to support individual & family resiliency.

Community economic development opportunities available to residents & businesses.

Incubation space available for emergent social enterprises.

Number of at-‐risk communities that have a functioning hub


Goal Outcome Goal Metrics Focus Area and Outcomes Focus Area Metrics

Community Access Points Information about services is easy to access.

Support is available to those who have difficulty accessing information or services.

Distance that people have to travel to access services Number of different locations, departments or agencies an at-‐risk person must visit to get service

People-‐Centred Service Services are easy to access and can be tailored to the needs of the specific individual.

Services are provided efficiently and effectively by well trained and accessible staff.

By 2023, Calgary food bank usage will be significantly reduced.

Number of unique individuals receiving emergency food assistance from the Calgary Inter-‐Faith Food Bank

Food Security Reduced reliance on emergency food sources.

Number of people using food banks as an ongoing source of food.

By 2023, homeless shelter utilization will be significantly reduced.

Number of people accessing homeless shelters

Housing Reduced reliance on emergency shelters.

Increased availability of housing options for those living in or at risk of poverty.

Number of people using homeless shelters as an ongoing source of housing.

VCC Performance Metrics and Targets

Several metrics as a backbone organization, as outlined in Table 4. Targets for these metrics will be developed over time as the metrics are confirmed and baseline data is gathered.

Table 4: VCC Performance Metrics and Targets Expectations of VCC as the collective impact backbone organization1

Metrics Targets 2015 2016 2017 2018

1. Facilitate and coordinate action to reduce poverty

Number of organizations actively contributing to enough for all projects

2. Provide leadership and oversight Assessment by participating organizations of VSurvey*)

3. Advocate for policy change and building community awareness, energy and emotion

Number of audiences and progress achieved on advocacy issues

Annual assessment of community awareness, energy and emotion (Annual Survey*)

4. Drive implementation efforts through other stakeholders

(see #1 above)

5. Act as broker and catalyst in alignment with the strategy

Number of collaborations / joint projects that VCC has enabled and advanced

6. Serve as a funding broker or connector

Assessment by participating organizations of Vfunders (Annual Survey*)

1 Foundations for Effective Collaboration of the Parties, January 1, 2015


Expectations of VCC as the collective impact backbone organization1

Metrics Targets 2015 2016 2017 2018

7. Ensure accountability by monitoring and reporting on results and trends

Consensus confirmed on shared measurements by partners

Reporting commitments completed for each target audience

8. Provide strategic course correction feedback and guidance

Assessment by participating organizations strategic guidance (Annual

Survey*)

* The Annual Survey of organizations participating in Enough for All Implementation initiatives will solicit feedback in the following topic areas:

Is VCC providing effective leadership and oversight to Enough for All implementation? Is VCC effective at fostering collaboration amongst stakeholders? Is VCC involvement in priority Focus Areas and Projects effective? Do you feel well informed of the advocacy/policy positions championed by VCC? H Do you believe there is effective coordination amongst stakeholders to reduce poverty and achieve

Enough for All outcomes? Do you believe there is growing stakeholder awareness, energy and commitment to poverty

reduction outcomes? Do you believe stakeholders feel engaged as equal partners in determining goals, measurement, and

tracking progress? Overall, how effective is VCC as a backbone organization? What would you suggest VCC could differently?


VCC will regularly report progress and results against Enough for All and this Implementation Plan to a variety of audiences. commitments are outlined in Table 5 below. The Monthly Status Report refers to internal VCC reporting, i.e. staff reporting progress and status.

(see previous section of this document), will be reported quarterly to both the Board and Funders, and annual

audited financial statements. The Public Update report will communicate to the broader community the progress and success being achieved with poverty reduction. Annual reporting activities against Enough for All outcomes and metrics will involve a third party service to provide independent assessment of results. The process for reviewing and updating this Implementation Plan is outlined in Appendix G.

Table 5: VCC Reporting Report Name Description/ Contents From Report

Recipient How Frequency

Monthly Status Status and implementation progress of Focus Areas (and Projects)

VCC Staff Executive Director

Synthesis of Focus Area and Project status / reports

Monthly

Board Update Status and implementation progress of Strategies and Focus Areas; Outcome and VCC metric results; Next steps

Executive Director and

Staff

VCC Board Consolidation of Monthly Status Reports and Metrics reporting

Quarterly

Funder Report Progress and success of VCC as the backbone organization including results against VCC metrics; Initiative implementation progress; Results against outcome metrics; Key learnings to date and next steps

Executive Director

Funders Consolidation of Monthly Status Reports and Metrics reporting

Quarterly

Partnership Annual Reporting

Progress in implementation of the strategy and outcome performance results

Executive Director

Funders; VCC Board; Members

Outcome and VCC Performance Metrics; Implementation progress summary

Annual General Meeting (AGM)

Annual Report

Review of efforts and results over the past year; Audited annual financial report

Auditor VCC Board; Funders

Auditor review of

statements

Annual (January)

Public Update Narrative describing progress toward outcomes, goals and plans for the future (community perspective)

VCC Public & Stakeholders

Third Party Statistics

Annual


VCC Expense Budget

over the four year term of the Implementation Plan is outlined in Table 6.

Table 6: VCC Budget -‐ Summary

2015 2016 2017 2018

REVENUE 1,002,500 1,002,500 1,002,500 1,002,500

EXPENSES Charitable Agency Cost 157,862 170,170 174,990 179,471

Staffing (including benefits) 647,697 703,386 722,468 740,781 Operating 83,248 86,580 89,836 92,171 Facilities & Equipment 39,112 40,132 41,306 42,515 TOTAL EXPENSES 927,918 1,000,268 1,028,600 1,054,938

NET INCOME 74,582 2,232 -‐26,100 -‐52,438


Appendix A: Planning Framework and Glossary

Planning Framework:

Glossary of Terms:

Backbone Organization The coordinating body of a Collective Impact initiative that is a separate organization with staff, specific skills and enabling infrastructure.

Budget The quantification of plans for revenues and expenses for control purposes.

Collective Impact A long-‐term commitment of a group of actors from different sectors for solving a complex social problem involving clearly defined goals and coordinated efforts.

Community Economic Development (CED)

Action by people locally to create economic opportunities that improve social conditions, particularly for those who are most disadvantaged. CED is an approach that recognizes that economic, environmental and social challenges are interdependent, complex and ever-‐changing.

Focus Areas A grouping of projects and activities that support achievement of one or more components of an Implementation Strategy.

Functional Area Those areas where an organization develops capabilities and capacities necessary to support the work of the organization.

Vision

Mission

Values

Overall Outcomes & Metrics

Goals Outcomes & Metrics

Strategies / Objectives

Focus Areas

Projects

Expected Outcomes & Metrics


Goals Ideal states an organization strives to achieve.

Implementation Roadmap A visual representation of projects and activities over time.

Implementation Strategy The focus of community and VCC efforts in guiding collective community effort to achieve the goals.

Lived Experience Individuals that have experienced living in poverty. VCC is engaging people with lived experience to ensure implementation decisions and activities include the perspective and support of people with Lived Experience

Living Wage A wage that is sufficient for a person to pay for the basic necessities of life, so they can live with dignity and participate as active citizens in their society.

Metrics Qualitative and quantitative measures used to gauge how well the organization is performing and to assess achievement of outcomes.

Mission Communicates the fundamental purpose and distinctive identity of the organization.

Objectives Measurable activities specific in terms of quantity, quality, cost, time and responsibility.

Outcomes The desired end result to be achieved; the desired consequence of action.

Poverty The condition of a human being who is deprived of the resources, means, choices and power to acquire and maintain self-‐sufficiency while being able to be an active participant in society.

Projects The collection and sequencing of activities to achieve one or more specific objectives.

Strategies (see Implementation Strategy)

Targets A pre-‐determined end-‐result against a metric to be achieved within a given period of time.

Values Fundamental principles and beliefs that serve as implicit criteria guiding all actions and decision making.

Vision An articulation of the future the organization seeks to create, typically described in the present tense as if it were happening today.


Appendix B: Implementation Strategy Alignment

All Calgary Communities Are Strong, Supportive And Inclusive


Public Awareness Engagement Bylaw

Revision

Goals

Strategies / Objectives

Focus Area

Identified Projects

Justice


System

Everyone In Calgary Has The Income And Assets Needed To

Thrive.


Community Economic

Development


Enhance Savings

Access to Safe &Affordable Financial Services




Community Hubs

Peer Support

Neighbour-‐hood

Strengthen-‐ing

Service Delivery



Everyone In Calgary Can Easily Access The Right Supports, Services And Resources

Housing

Transport-‐ation

Food Security


All Aboriginal People Are Equal

Prosperous Future


& Poverty

Implement Aboriginal Poverty

Reduction Strategy


Experience


Childcare

Increase Income


Appendix C: Project Details Shaded projects rows (i.e. in yellow) are projects where VCC is acting as Project Coordinator.

Goal: Everyone In Calgary Has The Income And Assets Needed To Thrive Strategy: Doing Business Differently Focus Area: Community Economic Development

Supporting Projects and Descriptions Project Members Timing Outcomes

Centre of Excellence for the New Economy Development Project

Centralized location to share and collaborate for social business innovation.

Trico Foundation, Secondary education institutions

2015 to 2018+

Creation of a CENE to act as a hub, incubator, and support network for social entrepreneurship

C.E.D. Training Deliver CED training to practitioners and leaders from the private, public, and non-‐profit sectors

Momentum 2015 to 2018

CED learning curriculum developed and implemented Peer support network for social entrepreneurs is in place.

City of Calgary Community Economic Development Capacity Building

Provide training to increase capacity to support CED work in priority neighbourhoods.

City of Calgary Momentum United Way

2015 to 2018

City Community Development Workers are equipped to promote CED activities within specific neighbourhoods.

Co-‐op Development Strategy Develop a strategy to promote and support the start-‐up of cooperative enterprises in Calgary.

Sarah Arthurs, ACCA 2015 Strategy and implementation plan to support the development of co-‐ops.

Calgary Poverty Reduction Fund A pool of expansion capital for established companies provided contingent on the company hiring people living in or at risk of poverty and paying a living wage.

Creating Eudaimonia 2015 to 2018

Increase in number of businesses with inclusive business practices

Increase in number of Calgarians employed by progressive employers.

Opportunity Development Co-‐op Create a ODCs -‐ a cooperative financial vehicle that facilitates investment in community projects.

TBD 2015 to 2016

Increase in number of community projects funded.

Local Investment Community Fund Create a fund of local capital to support social enterprises and other community economic development initiatives.

TBD 2015 to 2016

Increase in number of community projects funded.

Focus Area: Social Business Practices Supporting Projects and Descriptions Project Members Timing Outcomes

Inclusive Business Strategy Develop a strategy for increasing the awareness and adoption of inclusive business practices among the Calgary business community.

TBD 2015 Increase in the number of companies that adopt inclusive business practices.


Local Employment Quality Index Develop an employment quality index for Calgary.

TBD 2015 Local Employment Quality Index that can be used to evaluate the quality of jobs available to those in poverty.

Living Wage Policy Doptions and implementation strategies for the public, voluntary and private sectors.

Vibrant Communities Calgary

2015 to 2018

Increase in the number of Calgarians that are paid a living wage.

Increased adoption of paying a living wage by businesses and organizations in Calgary

Strategy: Financial Empowerment Focus Area: Enhance Savings


Matched Saving Program Resources and financial empowerment expertise to produce quality, timely and effective Individual Development Account programming.

Momentum City of Calgary United Way

2015 to 2018+

Six agencies trained to deliver matched savings programs to 400 people.

Increased Opening Of RESPs

Momentum City of Calgary United Way

2015 to 2018

Train 120 partners to produce RESPs for 7,200 clients.

Focus Area: Access to Safe & Affordable Financial Services Supporting Projects and Descriptions Project Members Timing Outcomes

Improved Municipal oversight of payday lending businesses

Draft a report of recommendations to SPC on Planning & Urban Development related to Payday Lenders

City of Calgary Momentum, ROTSC

2015 Detailed report and recommendations

Rise of the Cash Store Pursue municipal policy to curb saturation of Pay Day leaders and work with financial partners to develop safe and affordable alternatives for financial services

U of C United Way, Sunrise CRC, City of Calgary CSW, International Ave MCC

2015 to 2018

Reduced number of Calgarians that require the services of a Pay Day lender

Reduced number of Cash Stores

Focus Area: Financial Counseling Supporting Projects and Descriptions Project Members Timing Outcomes

Financial Counseling in the Community Money management counseling and access to resources to help manage debt and credit issues.

City of Calgary Momentum United Way

2015 to 2018+

Train 70 Financial Counselors who will provide service to 1,000 clients.


Focus Area: Increase Income Supporting Projects and Descriptions Project Members Timing Outcomes

Social Assistance Reform Advocacy Produce an effective advocacy strategy that can be used to positively influence policy reforms regarding social assistance programs.

TBD 2015 to 2016

Detailed report and recommendations.

Living Wage Leader Recognizing and celebrating Calgary employers who pay a Living Wage

Vibrant Communities Calgary

2015 to 2016

Increases in the number of Living Wage Leaders

Enhance The Scale Of Tax Preparation and Access To Public Benefit Services

United Way City of Calgary Momentum

2015 to 2018+

Add 15 additional clinics to for a total of 50 clinics to help 2,500 additional Calgarians file taxes and access tax and non-‐tax benefits.

Goal: All Aboriginal People Strategy: Reduce Disparity of Aboriginal Income And Poverty Focus Area: Implement Aboriginal Poverty Reduction Strategy


Develop and Implement Strategy Finalize and integrate Aboriginal policy into the Enough for All

TBD TBD+ TBD

Strategy: Raise Public Awareness About Urban Aboriginal Experience Focus Area: Aboriginal and Non-‐Aboriginal Circles Building


Develop Relationships Integrate Aboriginal perspective into the Public Awareness Campaign

TBD TBD+ TBD


Goal: All Calgary Communities Are Strong, Supportive and Inclusive Strategy: Increase Understanding Of Poverty Focus Area: Public Awareness


Public Opinion Benchmarking Conduct telephone survey to benchmark public opinion

AEPA Every 2 years of poverty is measured and documented

Public Awareness Campaign Develop a multi-‐year communication plan to implement the campaign using the results of the Public Opinion Benchmarking Project.

CED Brookfield Residential

YWCA Momentum

2015 + ongoing events

Measureable increase in awareness and support

Focus Area: Engagement Supporting Projects and Descriptions Team Members Timing Outcomes

Lived Experience Develop and implement a broad engagement strategy to ensure people with lived poverty experience are involved in the strategy implementation

Poverty Talks City of Calgary (CNS)

Ethno Cultural Council of Calgary,

Disability Action Hall

2015 + ongoing activities

Implementation decisions and activities include the perspective of people with Lived Experience

Business Council of Champions Convene a council of leaders that will help engage the business community in poverty reduction

Business Community

2015 + ongoing events

Active and effective organization of business leaders that helps promote public awareness, support fund development, and champion projects

Strategy: Achieve A User-‐Friendly Legal System Focus Area: Bylaw Revision


Revoke Exclusionary Bylaws Develop and implement an advocacy plan to address the targeted bylaws.

TBD 2016 to 2018+

Bylaws revised to reduce or eliminate the impact on those in poverty.

Focus Area: Justice Supporting Projects and Descriptions Project Members Timing Outcomes

Exclusionary Bylaws Research Research to substantiate anecdotal evidence that certain by-‐laws have a disproportionate impact on those with low-‐incomes

JSC 2015 A detailed report of the analysis of certain bylaws to determine if they have a disproportionate impact on low-‐income Calgarians.


Poverty Law Course Develop a course in Faculty of Law at U of C

JSC 2017 More members of the justice system will be aware of how the law affects people in poverty

Service Provider Capacity Builder Increase awareness of service providers of potential legal issues as part of client needs, and increase awareness of and referral to appropriate justice sector services and resources

CPLEA 2015 to 2016

Easier access to proper legal information and services

Legal Services Database Develop a comprehensive database of justice sector service providers and justice sector service.

JSC 2015 to 2016

Easier access to service providers

Legal advice vs Legal Information Educate justice sector service providers on the difference between legal advice and legal information.

LSA Practice Advisor

2015 Easier access to legal information

Collaboration with Legal Educators Encourage collaboration in educating the justice sector regarding vulnerability to legal issues, poverty and the need for lawyers for those with low income

JSC 2015 to 2017

More members of the justice system will be aware of how the law affects people in poverty

Courthouse Greeters and Courthouse Mapping Develop pilot project to assist people in navigating the courthouse.

Elizabeth Fry Society

2015 to 2016

Easier access to justice system

Goal: All Calgary Communities Are Strong, Supportive and Inclusive Goal: Everyone In Calgary Can Easily Access The Right Supports, Services And Resources Strategy: Community Self-‐Sufficiency Focus Area: Peer Support


Peer Support Strategy Develop multi-‐year strategy

Catholic Family Services

2015 An overall vision and strategy is established Broad stakeholder and funder support

Peer Support Pilot Implement limited pilot to determine the effectiveness of the concept and model


2016 to 2017+

Individuals have increased their personal networks benefited from the support

Measurable decrease in personal vulnerability to poverty Evidence-‐based assessment of the effectiveness & efficiency of this method as a poverty reduction tool


Peer Support Implementation Implement in the remaining neighbourhoods or organizations based on the strategy and the learnings from the pilot project


2018+ Increase in the number of people vulnerable to poverty that have personal networks and connect to appropriate supports & services

Increase in personal capacity & decrease vulnerability to poverty Focus Area: Neighbourhood Strengthening


City of Calgary Strengthen Neighbourhoods Community Development workers support and engage community members, nurture leaders and increase social ties. They also help community members to build skills and devise feasible plans to identify and resolve priority issues

City of Calgary 2015 to 2018+

Increased connections among residents Increased organizational and advocacy capacity of residents Increased access to programs, services and amenities Improve neighbourhood environments Increased economic well-‐being of residents and neighbourhoods and funder support

United Way Neighbourhood Strategy Help community members to build skills and devise feasible plans to identify and resolve priority issues

United Way 2015 to 2018+

TBD

Community Broker Develop and test a Community Broker program to serve as effective support persons for people in their communities.

ECCC 2015 to 2018+

Increased number of Calgarians in poverty who can access services they need easily

Increased number of Calgarians in poverty who have a peer support network

Strategies: Community Self-‐Sufficiency and Service Delivery Focus Area: Community Hub


Community Hubs Pilot Implement Community Hubs in a limited number of pilot neighbourhoods to determine the effectiveness of the concept of community hubs

United Way City of Calgary Federation of Calgary Communities

Calgary Foundation

Interfaith Council

2015 to 2017 At least 2 of the hubs are operational; while the others demonstrate concrete steps towards becoming operational

Indicators of increased resident capacity, increased action on local social issues, increased customized services, increased support for most vulnerable, and increased CED activities

Community Hubs Strategy Develop an long-‐term hub strategy between VCC, United Way & City of Calgary using the learnings from the pilot community hubs


Calgary Foundation

Interfaith Council

2015 An overall vision and strategy is established Broad stakeholder and funder support


Community Hubs Location Finalization Finalize neighbourhoods and venues for remaining Community Hubs.


Calgary Foundation

Interfaith Council

2016 to 2017 Key stakeholders, community organizations & area residents agree on locations

RFPs signed, specific planning begins

Community Hubs roll-‐out Implement in the remaining neighbourhoods based on the strategy, the learnings, and the locations determined in the previous projects


Calgary Foundation

Interfaith Council

2018+ Implementation of at least half of the hubs in the remaining neighbourhoods has been started.

All communities have specific plans to complete implementation by 2021.

Strategy: Service Delivery Focus Area: Community Access Points


Community-‐based Information and Referral Identify and broker partnerships to facilitate service provision within communities in appropriate locations.

TBD 2015 t0 2018 Increased number of Calgarians in poverty who can access services they need easily

Information Service Alignment Increase the effectiveness of information service

TBD 2016 Increased number of Calgarians in poverty who can access services they need easily

InformAlberta Coordinate with InformAlberta to use their systems to share information.

TBD 2017 Increased number of locations to access information

Focus Area: People-‐Centred Services Supporting Projects and Descriptions Project Members Timing Outcomes

City of Calgary Single Entry System A single-‐entry system to enable access to all City subsidy programs through a single integrated application process.

City of Calgary-‐CNC, Fair Calgary Community Voices

2015 to 2016 Increased number of Calgarians in poverty who can access services they need easily

Strength based Service Delivery Training Increase the effectiveness of service delivery by using a strength-‐based approach.

United Way 2015 Increased number of Calgarians in poverty receiving services from a strength-‐based approach


One Story -‐ Increasing Access to Services (Strategy Refresh & Implementation)

Identify opportunities to facilitate accessing support

needs and strengths

TBD 2015 to 2018 Increased efficiency in delivery of services Increased suitability of services available Increased ability to access services tailored to specific person

Social Worker in the Field Investigate community need and potential models for a

TBD 2016 Increased accessibility to a Social Worker without leaving the community

Goal: Everyone In Calgary Can Easily Access The Right Supports, Services And Resources Strategy: Long Term Solutions to Basic Needs Focus Area: Food Security


Community Food Centre Evaluation In development

TBD TBD+ TBD

Focus Area: Housing Supporting Projects and Descriptions Project Members Timing Outcomes

Central Housing Registry Develop a shared system to match the highest-‐priority cases to the best fit housing programs

TBD 2015 to 2016 Housing agencies have a shared mechanism to match high-‐priority clients to appropriate housing options

Corporate Affordable Housing Review Develop a community-‐based mutli-‐stakeholder plan to increase the range of affordable housing options in the city

TBD 2015 to 2017 All sectors are incentivised to increase the number of housing units.

Co-‐op Housing Initiatives A range of co-‐op housing initiatives are currently underway, particularly focused on seniors housing and aging-‐in-‐place opportunities

Coop Movement 2015 Increased number of housing units available

New Market Fund Financing vehicle offered by VanCity Credit Union for the expansion or development of new affordable coop housing projects

TBD 2015 to 2016 -‐profit housing organizations

Focus Area: Childcare Supporting Projects and Descriptions Project Members Timing Outcomes

Licensed Childcare (in development) Increase the number of licensed spaces and ensure adequate levels of subsidy for families to access the spaces

TBD TBD TBD


Community-‐based Child Minding (in development) Work to provide community-‐based child minding for families.

TBD TBD TBD

Focus Area: Transportation Supporting Projects and Descriptions Project Members Timing Outcomes

Affordable Public Transit In progress

Fair Fares Disability Action Hall

Fair Calgary Community Voices

VCC

TBD TBD

Projects Under Consideration In addition to the known projects described above, consultation with stakeholders in February 2015 identified additional existing projects and ideas for potential new projects. These projects and ideas will be explored and considered for inclusion in the update to this Implementation Plan.

Existing Projects Identified During Consultation

403-‐Seniors: one call access and intake to 4 different agencies for seniors NeighbourLink Calgary: works as a single point of entry for services providing basic necessities.

o 1st priority: Meet client needs through goods. o 2nd priority: Connect to other essential senses utilizing volunteer resources e.g. Food Bank. o 3rd priority: Direct connection to critical community supports. o 4th priority: Provide awareness.

CDLI (Community Development Learning Initiative) Food Link program: where over 110 agencies are accessing food from CFB WAM weekends: where food and more is distributed in schools to ease weekend food insecurity Hampers for the homeless (in conjunction with other agencies): welcome home hampers in conjunction w/ housing first + community kitchens, coalition to

end child hunger in schools, CBS, Calgary food bank, BGCC, Brown bagging, breakfast clubs of Canada etc. Emergency Food Hamper program for individuals and households;


Additional Areas of Interest Identified During Consultation

Community programs to address trauma Public libraries as community hubs open to all; accessible; nonjudgmental; wide variety of hours Mandatory childcare spaces in each hub Community Gardens Partner with MAC-‐G/Interfaith council for: community hubs; peer support; public awareness; engagement; By-‐law revision Transportation program required,

o Emergency access to bus tickets o Access to transportation, barrier free include, ice-‐snow removal, seniors o Free drivers education + 1st year license for low income folks o Review the National transit strategy we are cities

Link to city of Calgary digital strategy (possibly through eGovernment strategy advisory committee) Access to Literacy Mobile food centre (Ottawa example) Landlord Tenant education

o Tenant education handbook, Calgary housing company Safety for victims of abuse including: elder abuse, domestic abuse, bullying etc. Need specific services/housing for people living with mental health issues Before & after school care Child care co-‐ops Support workers co-‐ops (e.g. Pizza)


Appendix D: Focus Area Evaluation / Prioritization Goal: Everyone In Calgary Has The Income And Assets Needed To Thrive Strategy: Doing Business Differently

Focus Area Degree of Impact Time to Result Likelihood of Success Rationale Rank Rationale Rank Rationale Rank

Community Economic Development

Building social entrepreneurship capacity would improve the success rates of other Enough for All projects

Unclear on the scalability of social entrepreneurship to impact large numbers of individuals

Co-‐ops contribute to resiliency of communities because they are for the community by the community

Different types of coops could impact multiple populations (e.g. housing, workers, seniors)

Increasing jobs for low-‐income Calgarians has a direct impact on poverty reduction; number of people impacted may be low initially

M

Impact of building CED capacity would be felt mid-‐ to long-‐term

Community resources already deployed in CED capacity building

Time required to develop co-‐op support capacity; different time frames to implement different types of coops

Increasing jobs for low-‐income Calgarians would have immediate impact

M/L

Community support for CED is high and some resources already committed, but implementation is complicated and needs commitment

THRIVE has a track record of successfully networking, sharing and engaging community; stable support from Momentum

City funding for CED project unclear Lots of interest in starting coops but support required

M


Inclusive practices could help to low-‐income Calgarians achieve a living wage employed, directly impact the poverty rate.

Companies that are able already pay

living wage are in tight margin, very competitive businesses

M/H

Very long term to achieve tangible results with inclusive business practices.

Advocacy efforts to achieve a Living Wage policy would be long term.

10 year time horizon L

There is no developed strategy or champion for inclusive practices.

Living Wage is controversial and very little appetite at City Council to re-‐open Living Wage debate

Current economic circumstances in Calgary are causing budgetary pressures on employers

L

Strategy: Financial Empowerment


Enhance Savings Provides low-‐income Calgarians with support to build their financial assets M

Champion in place and some initial funding has been secured.

Momentum and other community organizations are supportive.

H Program design already established and champions and funding in place.

Supported by City and United Way. M

Access to Safe & Affordable Financial Services

Fairer lending rates and alternative banking products can help prevent people from falling further in debt

M City action and new product initiatives will take time to develop. L

It is uncertain whether the desired regulatory changes can be achieved M



Provides low-‐income Calgarians with the support to better manage their financial assets

M Champion in place and some initial funding has been secured.

Momentum and other community organizations are supportive.

H Program design already established and champions and funding in place.

Supported by City and United Way. M

Increase Income Focused advocacy efforts related to income could lead to systemic changes. H/M

Coordinated advocacy across the sector with multiple levels of government will be complicated and require a great deal of time.

M/L The GoA is difficult to influence and it moves slowly.

Some success could be achieved with focus and a 10+ year time horizon.

M

Strategy: Reduce Disparity of Aboriginal Income And Poverty



Aboriginals are over represented in all areas of poverty

H

Significant changes are required that will take a long time to implement

L

There is a great divide between the Aboriginal and non-‐Aboriginal communities M

Strategy: Raise Public Awareness About Urban Aboriginal Experience


Aboriginal and Non-‐Aboriginal Bridge Building

Aboriginals are over represented in all areas of poverty. H

Work has been done on a strategy. There is a group to champion it. L

Work has been done on a strategy. There is a group to champion it. M

Goal: All Calgary Communities Are Strong, Supportive and Inclusive Strategy: Increase Understanding Of Poverty


Public Awareness

A necessary condition to foster support in the community

Supports the other programs The impact is measurable

H Long time required to increase awareness resulting in behaviour change

Hamilton increased awareness over 6 years

L Awareness has fostered public buy-‐in in other sectors

Changing attitudes can be difficult to achieve

H/M


Engagement Engaging stakeholders builds momentum and support that results in impact

Lived experience input informs the design and delivery of effective services and programs

Involvement of community leaders could be a significant source of time, talent and treasure for individual projects

H

Lived experience participants efforts already underway

With focused effort, a Business Council of Champions could be quickly initiated

Ongoing effort required to engage with community partners

M / H

Existing commitment from the City to engage people with lived poverty experience to support strategy implementation

May be challenging to recruit and retain community leaders given existing commitments to United Way, other initiatives, and in-‐house CSR departments

M

Strategy: Achieve A User-‐Friendly Legal System


Bylaw Revision Results in systemic change Enables access to programs and services for those living in poverty

H Legal changes take a long time.

L Contingent on political will and priorities. M

Justice Various projects will support systemic change; indirect impact on poverty reduction.

More effective interaction for low-‐income individuals with the legal system.

Lower cost to the system, less wasted time in court systems for individuals.

H

With the exception of Poverty Law, most projects underway expected to produce results in the medium term.

M

Strong interest and support in the projects

H

Goal: All Calgary Communities Are Strong, Supportive and Inclusive Goal: Everyone In Calgary Can Easily Access The Right Supports, Services And Resources Strategy: Community Self-‐Sufficiency


Neighbourhoods Strengthening

Could enable area residents to create strong personal networks & hubs could adapt & respond to emerging local issues

H

It takes a long time to build trusting relationships and build capacity within neighourhoods to mobilize & effectively create social change

Initiative has been underway for 5 years

L

Given the time and proper resources, community members could foster social change within their neighbourhood M

Peer Support

Evidence-‐based research suggests that the approach can be effective

Preventative Success based somewhat on the effectiveness of other services

M

Time required to develop and implement the model

Bigger agencies are likely to support L

Some uncertainty about the scalability of the approach

May be difficult to measure the preventative aspect of the approach

Tangible way to get involved Provincial funding a challenge

M


Community Hub Reaches a large number of people Increases accessibility to locally relevant services and initiatives

Builds connections, relationships and support within neighborhoods

Enhances neighborhood safety and therefore business and employment

H

A significant number of hubs required (approx. 23)

At least 8 or more to implement and see results L

Complicated with many parts and multiple stakeholders

Already underway, groups already committed to 4 pilots

Lots of existing buzz and interest from other groups (e.g. faith)

Uncertainty about effectiveness

M/L

Strategy: Service Delivery



Increasing the accessibility of community-‐based resources could potentially have high impact on poverty reduction. M/H

Time would be required to build support and commitment to toll-‐out programs

M

Project success may be reliant on advancement of community hubs.

Some resources already in place could be leveraged (e.g. library staff).

Community interest but champions required

M


Will facilitate more individuals accessing the support subsidies they require.

Will result in increased service delivery efficiency

H

Some projects already operating (City Single Entry; Strength-‐Based Training) and others are dormant (Social Worker in the Field)

M

Some projects already operating (City Single Entry; Strength-‐Based Training) and others are dormant (Social Worker in the Field; dormant due to CPL organizational priorities).

M

Goal: Everyone In Calgary Can Easily Access The Right Supports, Services And Resources Strategy: Long Term Solutions To Basic Needs


Food Security Will lead to systemic changes to ensure the poor have access to healthy food.

H Lack of coordinated approach. The stakeholders need to be brought together and resources harnessed.

M Lack of community interest. M

Housing Streamlining access and availability to housing options will tangible benefit to a subset of target population.

H/M Collaboration with multiple parties required to develop registry

City involved in affordable housing. Funding and leadership required.

M Concerns about governance & management support & resources M

Childcare Affordable childcare ensures women / families can participate in the workforce.

Will help with the advancement of women in terms of education and employment opportunities

H

subsidies, funding,

high priorities M

Several well-‐respected orgs. have been working on advocacy re: childcare,

Concerns about working with different levels of government

L

Transportation TBD TBD TBD


Appendix E: VCC Resourcing Priorities

All nine Strategies outlined in this plan are important to implementing Enough for All, however, resources will initially be concentrated on Strategies and Functional Areas where VCC can have the

trated in Table 1. The highlighted rows in the table It must be stressed that the percentages illustrated in Table 1 are not an indication of the relative importance of each strategy to the community, but rather, an indipercentages are an indication that other community partners are actively involved in contributing to these strategies and thereby reducing the level of effort required from VCC. These resourcing percentages

circumstances change.

Table 1: VCC Resource Allocation

Strategy 2015 2016* 2017* 2018*

Strategies Doing Business Differently 10% 8% 6% 6% Financial Empowerment 3% 2% 2% 2% Reduce Disparity of Aboriginal Income and Poverty 8% 8% 8% 8% Raise Public Awareness About Urban Aboriginal Experience 8% 8% 8% 8% Increase Understanding of Poverty 21% 21% 15% 15% Achieve A User-‐Friendly Legal System 2% 4% 6% 6% Community Self-‐Sufficiency 10% 10% 10% 13% Service Delivery 2% 6% 8% 8% Longer Term Solutions To Basic Needs 5% 8% 12% 9% Strategies Total 69% 75% 75% 75% Functional Areas (i.e. Communication, Engagement, Advocacy,

Measurement/Reporting) 31% 25% 25% 25% Total 100% 100% 100% 100%

* Note that resource allocations for subsequent years will be reassessed annually.

Although VCC resources will be focused primarily at the Strategy / Focus Areas and Functional Areas, VCC will take a leadership role to initiate some new and emerging projects and continue coordinating of some existing projects. These focus projects for VCC are illustrated in Table 2.

(Note: the resource percentages in Table 2 are a component of the resources allocated to the associated

allocated to this strategy as identified in Table 1, 4% are allocated to this project and the remaining 6% are allocated to other activities in support of the strategy.)


Table 2: VCC Resource Allocation to VCC Focus Projects

Project Strategy 2015 2016 2017 2018 Centre of Excellence for the New Economy (CENE)

Doing Business Differently 4% 4% 4% 4%

Implement Aboriginal Strategy Reduce Disparity of Aboriginal Income and Poverty

8% 8% 8% 8%

Build Relationships with Aboriginal Stakeholders

Raise Public Awareness About Urban Aboriginal Experience

8% 8% 8% 8%

Public Awareness Campaign Increase Understanding of Poverty 6% 6% 6% 6% Lived Experience Increase Understanding of Poverty 10% 10% 6% 6% Business Council of Champions Increase Understanding of Poverty 4% 4% 1% 1% Develop Long-‐Term Hub Strategy Community Self-‐Sufficiency 4% 0% 0% 0% Total 44% 40% 33% 33%

Information about each of these projects is included in Appendix C: Project Detail.


Appendix F: Metrics Alignment Enough for All Overall Outcomes Metrics Targets

-‐Income Cut-‐off (LICO) rates

Percentage of people above LICO 95%

-‐Income Cut-‐off (LICO) rates

Percentage of people above 125% of LICO

90%

By 2018, Calgarians consider reducing poverty to be a high priority. Percentage of Calgarians who report that reducing poverty a high priority

80%

Goal Outcome Metrics Focus Area Focus Area Outcomes Metrics

By 2023, Calgary will have the highest employment quality in Canada

Employment Quality Index for Calgary


Increase in adoption of inclusive business practices in Calgary. Increased number of persons making a wage that can raise them out of poverty.

Increase in the number of high quality jobs available to those in poverty

Number of at-‐risk persons employed by organizations using social business practices

Number of active Social Businesses


Community economic development expertise has been developed.

Funds are available to support community economic development activities.

Economic development initiatives that support poverty reduction principles have been implemented successfully

Number of at-‐risk persons positively impacted by community development

By 2023, 95% of working Calgarians will be paid at or above a living wage

Percentage of Calgary labour force earning less than 17.29 pre-‐tax

Income Increased income for Calgarians who live in poverty or at risk. Number of Calgarians earning

By 2023, Calgarians will have the lowest credit risk score in Canada

Sum of Credit Risk Scores for Calgary

Appropriate Borrowing

Increase in the number of Calgarians that have the financial assets to handle an emergency without slipping in to poverty.

Increase in the financial literacy of the people living in poverty.

Number of Calgarians using services such as Payday Lenders

By 2023, all Calgary households will have a 3 month emergency savings fund



Increase in the number of Calgarians that have the financial assets to handle an emergency without slipping in to poverty.

Increase in the financial literacy of the people living in poverty


By 2023, all those who require income assistance will receive sufficient support.

Percentage of low-‐income households receiving income assistance

Income Increased income for Calgarians who live in poverty or at risk. Number of Calgarians earning

By 2023, Aboriginal poverty rates are

overall poverty rate.

Percentage of Aboriginal persons living in low-‐income households (re-‐tax LICO)


Support and services are developed to address the unique needs of Aboriginals in poverty.

A collaborative problem-‐solving relationship is developed with the Aboriginal community.

TBD



By 2023, Aboriginal workers will earn income equal to that of the rest of the Calgary workforce.

Average full-‐time employment income of persons 15+


Measureable increase in awareness and support for the unique needs of Aboriginals in poverty.

TBD

By 2018, Calgarians will consider reducing poverty to be a high priority

Percentage of Calgarians who report that reducing poverty a high priority

Public Awareness Increase public understanding and awareness of poverty. Increase commitment and action to reduce poverty.

Number of Calgarians aware of the impact of poverty

Engagement Implementation decisions and activities include the perspective and support of people from the business community.


Number of volunteers from the business community actively engaged in reducing poverty

By 2023, no community in Calgary will have a poverty rate of 30% or more.

Percent of individuals living in low-‐income households by neighbourhood


Community economic development expertise has been developed.

Funds are available to support community economic development activities.

Economic development initiatives that support poverty reduction principles have been implemented successfully

Number of at-‐risk persons positively impacted by community development

Neighborhood Strengthening

Good quality built and natural environment (built environment includes housing access, affordability, and quality).

Metrics to be adopted from Intermediate Outcome 4:

Improved built and natural environments

By 2023, all Calgarians will have a strong personal support network.

Percent of Calgarians who report they have at least three people they can call on for support in times of crisis or need

Peer Support

Those vulnerable to poverty have supportive personal networks and are able to connect to the appropriate supports, services and opportunities.

Number of at-‐risk persons without a support network


Good social networks and social support, bonding and bridging social capital, neighbourhood sense of cohesion and sense of community.

Metrics to be adopted from

2:Increased neighbourhood cohesion and social capital

By 2023, all those in poverty or at risk who require a service will be able to access service in a timely manner, regardless of income.

Percentage of Calgarians who report they accessed a program or service by income 2-‐1-‐1 follow-‐up measure of effectiveness of referrals

Community Hubs

Residents able to identify & take action on local issues to create better economic & social conditions.

Customized, accessible services & amenities to support individual & family resiliency.

Community economic development opportunities available to residents & businesses.

Incubation space available for emergent social enterprises.

Number of at-‐risk communities that have a functioning hub


Information about services is easy to access. Support is available to those who have difficulty accessing information or services.

Distance that people have to travel to access services

Number of different locations, departments or agencies an at-‐risk person must visit to get services


Services are easy to access and can be tailored to the needs of the specific individual.

Services are provided efficiently and effectively by well trained and accessible staff.




Accessible, affordable, and quality programs, services, and amenities.

Metrics to be adopted from

Increased/improved accessible and quality services, amenities, infrastructure

Engagement

Implementation decisions and activities include the perspective and support of people with Lived Experience.

Number of lived experience people engaged in the poverty reduction initiatives

Justice Justice system is more aware of the needs of a person in poverty.

There is support for a person in poverty when interacting with the Justice system.

Number of hours at-‐risk people spend in the justice system for non-‐criminal issues.

Bylaw Revision

Eliminate the negative impacts of bylaws on those living in poverty.

Number of bylaws that have negative impacts

Childcare Short-‐term child minding services are available to enable those in poverty to access the services they require.

Number of families with access to short term minding

Longer-‐term child care services are available to help those living in poverty transition to sustainable employment

Number of families with access to long term child care

Transportation TBD Number of at-‐risk people with access to transit or transportation

By 2023, Calgary food bank usage will be significantly reduced.

Number of unique individuals receiving emergency food assistance from the Calgary Inter-‐Faith Food Bank

Food Security Reduced reliance on emergency food sources. Number of people using food banks as an ongoing source of food.

By 2023, homeless shelter utilization will be significantly reduced.

Number of people accessing homeless shelters

Housing

Reduced reliance on emergency shelters. Increased availability of housing options for those living in or at risk of poverty.

Number of people using homeless shelters as an ongoing source of housing.


Appendix G: Implementation Plan Review and Update Process

The process to review and update this Implementation Plan considers related processes to review and update the Enough for ALL d udget, as illustrated in Table F-‐1 below.

Table F-‐1: Review and Update Processes Process Progress

Review Review Lead (Participants)

Revision (Re-‐Publish)

Revision Lead (Participants)

Revision Approval

Revision Timing

Enough for All Strategy

Annual Every 2 years

VCC Staff (Community Partners and Stakeholders;

Funding Partners)

4 years VCC Staff and Staff

(Community Partners and Stakeholders;

Funding Partners)

Funding Partners and Members (i.e. Momentum and First Calgary Financial)

Review during last year of

Funder contract

Implementation Plan

Annual VCC Staff (Community Partners and Stakeholders)

Annual (greater detail added to first

year of plan and intent of years 2 to 4 updated)

VCC Staff (Community Partners and Stakeholders)

VCC Board and Funding Partners

After completion of semi-‐annual

progress report

VCC Annual Work Plan

Monthly VCC Staff

Annual VCC Staff

VCC Staff Before budget update

VCC Annual Budget

Monthly VCC Staff

Annual VCC Staff

VCC Staff Before budget update

Evolving Projects As stated in the first section of this document, the Implementation Plan is intended to be dynamic, with new and additional projects being added and completed projects removed over the four year term of the plan. VCC partners and stakeholders will continue to identify additional projects that could be included in the Implementation Plan as poverty reduction initiatives. Existing projects that are already underway will be added to the Implementation Plan when desired by the project proponent(s). Potential new projects will be assessed against criteria (Impact; Time to Result; Likelihood of Success), resource requirements and the potential for community partner support. When appropriate, these projects will be added to the Implementation Plan. These additional projects will be added to the Implementation Plan at its annual update.

At the annual Implementation Plan update, VCC staff and Board, in consultation with Community Partners and Stakeholders, will also consider new Strategies and Focus Area or modifications to these for inclusion in the updated Implementation Plan.

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