2. The Winnipeg Poverty
Reduction Council
Institute of Public Administration of Canada Annual General Meeting
March 20, 2014
The Winnipeg Poverty
Reduction Council
Institute of Public Administration of Canada
Annual General Meeting
March 20, 2014

3. The WPRC a multi-sector roundtable of
community leaders from business, all levels of
government, and the non-profit sector.
…thought leaders and influencers with diverse
views from differing sectors, who are driving
innovation in areas important to this
community. Strong representation from all
sectors – including business leaders - is a
priority.

4. Dave Angus President & CEO Winnipeg Chamber of Commerce
Joy Cramer Deputy Minister Housing & Community Development,
Province of Manitoba
Cynthia Foreman Co-Chair Winnipeg Poverty Reduction Council
Heather Grant-Jury Director UFCW Training Centre
Sande Harlos Medical Officer of Winnipeg Regional Health Authority
Health
Susan Lewis President & CEO United Way of Winnipeg
Charles Loewen President & CEO Loewen Windows
Co-Chair Winnipeg Poverty Reduction Council
Marilyn McLaren Board Chair Manitoba Public Insurance
Diane Roussin Director Winnipeg Boldness Project
Jan Sanderson Deputy Minister Children & Youth Opportunities, Province of
Manitoba
Clive Wightman Director Community Services, City of Winnipeg
Steering Committee Members

5. Council Members:
• Provide advice on specific questions, open doors for the WPRC
and carry specific messages;
• Lend their names in support of the WPRC mandate to
significantly reduce poverty through collaboration, innovation
and integrated services;
• Consider opportunities to put their personal and/or
organizational resources behind WPRC’s initiatives;
• Influence collaboration and poverty reduction initiatives within
their organizations and networks; and
• Attend periodic events organized by WPRC for learning and
strategic discussion

6. The Council believes that as a
community, we are rich with people and
programs but we would have greater
collective impact, if we did more to
connect, align and reinvent our systems.
The Council believes that as a
community, we are rich with people
and programs but we would have
greater collective impact, if we did
more to connect, align and reinvent
our systems.

7. Homelessness

9. For most, homelessness is short & happens once
88 to 94%
(176,000 to
188,000)
transitionally
homeless
3 to 11% (6,000 to 22,000)
episodically homeless
2 to 4% (4,000 to 8,000)
chronically homeless
©Copyright CAEH. All rights reserved
9
Focus is on those who require intervention
to end their chronic/episodic homelessness
while preventing others from becoming
chronically/episodically homeless
 Provisionally Accommodated, those whose
accommodation is temporary or lacks security
of tenure
 Emergency Sheltered, those staying in
overnight shelters for people who are
homeless, as well as shelters for those
impacted by family violence
 Unsheltered, or absolutely homeless and living
on the streets or in places not intended for
human habitation

10. The Business Case
 The cost of homelessness includes direct costs such as shelters and
services, as well as indirect costs, such as increased use of health services,
policing and the criminal justice system (Gaetz).
 In 2007, the annual cost of homelessness in Canada was estimated to be
between $4.5 to 6 billion, including all costs associated with the provision
of emergency services by community organizations, governments and non-
profits (Laird).
 In one U.S. study (Larimer et. al) Housing First participants had total
monthly costs of $4066 per person in the year prior to the study. Monthly
costs decreased to $1492 per person after 12 months in housing.
10

11. ©Copyright CAEH. All rights reserved11

12.  Calgary - 11.4% decrease from 2008 to winter 2012.
 Edmonton - 30% decrease from 2008 to 2012.
 Fort McMurray - 42% decrease from 2008 to 2010.
 Lethbridge - 64% decrease in overall homelessness and a 93% reduction in
street homelessness since 2008.
 Vancouver - a 66% reduction in street homelessness since 2008.
 Toronto - a 51% decrease in street homelessness since 2006.
 Fredericton - a 30% reduction in emergency shelter use
It is possible to end homelessness.
©Copyright CAEH. All rights reserved
12

13. Toward a Long Term Plan to End Homelessness
 A 15 member volunteer Task Force representing all sectors
 Guided by 5 Indigenous Elders
 Over 80 people who are or who have been homeless offered their voice
 6 subgroups (prevention, person-centred system of care, housing supply,
measurement, governance, action plan)
 Public consultations on key themes and involving all sectors
 Countless meetings and conversations
13

14. The Process
Getting organized and
oriented to the issue
January
2013
SeptJuneApril January
2014
Focus groups with PWLE
Elders’
Council
Elders’
Council
Elders’
Council
Elders’
Council
Sub Groups- Prevention, System of Care, Housing and Data
Engagement
sessions
Engagement -
Private sector
Preliminary
Plan
Strategic Consultations
 All levels of government
 Indigenous Peoples and
Organizations
 Private sector
 Community organizations
April
Sub Groups – Governance
and Action Plan
14

15. Long Term Goals and Strategies:
To move from managing homelessness
to ending homelessness
1. Prevent homelessness
2. Create a person-centred system of care with a
range of “Housing with Supports” options including
Housing First
3. Increase the supply of housing
4. Measure and better understand what we do.
15

16. Early Childhood Development

17. Title of Your Presentation
4A further explanation of what your presentation is going to be about
Monday, January 1, 2012 | Author’s Name | Committee or Department prepared for
17
.

18. Title of Your Presentation
4A further explanation of what your presentation is going to be about
Monday, January 1, 2012 | Author’s Name | Committee or Department prepared for
18
.

22. Manitoba has the HIGHEST rate of child placement
outside the home – potentially – in the world.

23. BOLD
Province of Manitoba, Business Council of Manitoba,
Chamber of Commerce, J.W. McConnell Foundation of
Canada, United Way and others

24. Social Impact Bonds
Instrument for funding projects where a pre-arranged amount of
money is paid out if performance results are achieved.
a) private investors provide the up-front capital to fund social
interventions and;
b) assuming targets are met, the investors expect to receive both
their initial investment and a financial return.
Transfer the risk of failure from the government to the private
financial backers of non-profits and outcome based social services.

25. • Early childhood is a time of both great promise
and considerable risk. The physical, cognitive
and socio-emotional development of a young
child is fostered –or impeded –by multiple
factors that shape the experiential landscape of
the early years.
The Boldness Project

26. • Early childhood is a time of both great promise
and considerable risk. The physical, cognitive
and socio-emotional development of a young
child is fostered –or impeded –by multiple
factors that shape the experiential landscape of
the early years.
The Boldness Project

27. A research & development partnership
between the community of Point Douglas
and some of Canada’s leading thinkers and
practitioners in the area of large-scale social
change, early childhood development and
social finance. The Boldness Project will be
physically situated in the Point Douglas
community.
The Boldness Project