Mayor’s Task Force on
Cranbrook, a community that cares!
OCTOBER, 2024 The Mayor’s Task Force
Cranbrook, a community that cares!
LETTER FROM THE CHAIR
It is our privilege to provide Cranbrook’s Mayor and Council with this Final Report and recommendations from the Mayor’s Task Force on Homelessness and Community Safety and Wellbeing.
The Task Force would like to express its gratitude and respect to Mayor Price and our Municipal Council. The current social landscape presents challenges that impact the safety and wellbeing of every citizen of Cranbrook. Mayor and Council’s willingness to step into the ring and face these challenges head on demonstrates their commitment to a vibrant community and to the pillars and goals defined within Cranbrook’s Strategic Plan.
The Task Force would also like to extend its appreciation to all the stakeholders who shared insights on the existing social terrain and enriched our awareness and understanding of the many facets of this issue. Further, the Task Force recognizes all of those working hard to create a Cranbrook where every citizen has opportunity to thrive.
From the outset, the Task Force shared an inherent belief that addressing the contributors to homelessness, and its secondary consequences, would “take a village.” Homelessness is a symptom of larger, more systemic problems. No individual, group, agency, sector, or level of government can overcome these issues alone. Following 6 months of discussion, consultation, and community engagement we remain convinced that collaboration is key in mending the social fabric being torn by these unprecedented challenges. In the course of this work, the Task Force experienced the mountain-sized obstacles faced every day when trying to address unique and collective social concerns.
The Task Force heard very clearly that “more of the same” is no longer good enough and that a siloed, one-dimensional approach is no longer adequate to address these complex and convoluted challenge. The hope of creating the changes we want to see rests on citizens, sectors, neighbourhoods, and governments putting aside differing values and mandates and uniting under common goals that generate the positive changes the community wants and deserves. It is time to accept that no one is coming to “save us.” The collective we must lead our way to a better tomorrow.
Cranbrook has demonstrated itself to be resilient, resourceful and a community that cares. We believe that once more that with strong leadership and a strategic plan, Cranbrook will rise and spark the change we all want to see.
Marcel Germer Task Force Chair
OCTOBER, 2024
The Mayor’s Task Force
Cranbrook, a community that cares!
EXECUTIVE SUMMARY
A sense of safety, wellbeing, and the opportunity to thrive are the cornerstone of every great community. When that sense of security is threatened and there is a perceived loss of control, tolerance decreases, anger rises, and the familiar threads that hold a society together fray and eventually tear.
Mayor Price and City Council recognized the signs of weakening cohesion and took action to better understand the causes of the decreasing sense of safety and wellbeing being expressed within the community. In October 2023 Council approved formation of a Mayor’s Task Force, and by invitation from the mayor, a task force of 13 members was established in January 2024.
Task Force Members:
Mayor Wayne Price-Municipal Government
Councilor Wes Graham-Municipal Government
Staff Sargeant Barry Graham-RCMP
Shannon Fisher-Business owner
Julie Free-Community Integration Specialist (MSDPR)
Avery Hulbert-Social Justice (COTR)
Nancy Reid-Community Connections Society (Executive Director)
Dr. Ryck Schielke- Green Clinic
Cranbrook Chamber-Stacey Brensrud (Interim Executive Director)
Jaime Jenkins-East Kootenay Addiction Society (Executive Director)
Pastor Ron Short-The Dwelling Place
Dr. Harshal Awasthi/Sean Airth-Interior Health
Paul Heywood-Bylaw (City of Cranbrook)
Marcel Germer-Social Development (City of Cranbrook)
Note:
Invitation was extended to Indigenous partners, but schedules did not allow participation. Task Force was advised by Jessica Lamb on behalf of those with lived or living experience.
OCTOBER, 2024 The Mayor’s Task Force
Cranbrook, a community that cares!
Task Force Purpose:
The purpose of the Task Force was to take an all-encompassing view of Cranbrook’s homeless situation and make recommendations to Council that advance the safety, inclusion, and wellbeing of all members of the community through the lenses of prevention, accountability, pathways out of poverty, and participation/reintegration back into community.
Task Force Limits:
Perhaps as important as defining the purpose of the Task Force - is defining its limits. The lack of housing, public health crisis, elevated cost of living, and increased crime are significant contributors to homelessness and the decreased sense of safety and wellbeing. However, in and of themselves, they are issues outside the scope of this Task Force and are currently being addressed by professionals of those areas. It is beyond the capacity of this Task Force to address those issues in a direct way. Instead, the Task Force looked at preventative or support initiatives that would positively impact the concerns and decrease the related negative impacts on the community.
The Process:
The Task Force met from January 30-July 17, 2024. Meetings took place every second Wednesday at City Hall for two hours.
The direction to the Task Force was to provide Mayor and Council with a comprehensive picture of the local social environment, the strengths and gaps of the social network, the efforts targeted at mitigating or eliminating social issues and recommend actions that could moderate the negative impacts of homelessness on the community. The primary question needing answered being “what is needed in Cranbrook to address the multifaceted issues contributing to homelessness and return Cranbrook’s citizens to a place of cohesion and wellbeing?”
To attain a holistic picture, the Task Force looked to past consultations and recommendations, examined the issues and responses taking place in the present, and lastly, strove to understand how citizens envisioned moving forward into a future of a stronger, more unified Cranbrook. From an aggregated portfolio of data, all action-oriented recommendations were identified
OCTOBER, 2024
The Mayor’s Task Force
Cranbrook, a community that cares!
Financials
Identified priorities or action-oriented recommendations were reviewed and then placed within a feasibility matrix to filter suggested actions into quadrants of low/high impact/feasibility (please see appendix A).
Through this rigorous winnowing, the Task Force was able to identify 5 initiatives that remained stable across time and sectors. Through integrative thinking and collaborative effort these actionable strategies will have collective impact and positive outward rippling effects across the community.
The Mayor’s Task Force recognized the financial costs associated with addressing social issues in Cranbrook and placed high value on accessing external and provincial sources of funding to support recommendations being put forward. This commitment was demonstrated through direct requests for funding from the Task Force to BC Housing and the Regional District of East Kootenay to support the Temporary Outdoor Living Space, and in collaboration with community partners to apply for additional funding to build and sustain the initiatives
The Task Force will continue to hold this principle front and center as it moves forward in implementation of further recommendations. Requests for provincial and external funding will be ongoing.
Funds were spent on provision of amenities, outreach, operational costs, infrastructure, tools, Day Pay opportunities, connection to services, life-saving items, seasonal clothing, extreme weather initiatives, woman-focused initiatives, reintegration, programming and other assets.
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The Mayor’s Task Force
The Recommendations: At a Glance
Recommendation
Creation of a Temporary Outdoor Living Space
Expected Outcomes
Provision of a safe and stable living space for unhoused citizens.
Reduced fire risk to occupants of the site and the surrounding community.
Adherence to the Federal Advocacy Report recommending that all levels of government adopt a rights-based approach and ensure basic services be accessible to those living unhoused.
Imbedded outreach resulting in more timely connection to services and reintegration back into society.
Decreased use of resources managing camping in inappropriate areas. Upholding rights when enforcement of bylaws must occur.
Provides opportunity for Day Pay programming
Improved wellbeing and increased connection and engagement to the larger community. Increasing accountability
Strengthened community bonds through active participation and mutual support. Increased recognition of shared responsibility towards all community members.
Potential Partners:
*BC Housing
*Ministry of Social Development and Poverty Reduction
*Indigenous Patners
*Regional District of East Kootenay
*ANKORS
*Community Connections
*Interior Health
*Faith based Organizations
*City of Cranbrook
Performance Indicators
Reduction in street homelessness: Unhoused persons will have a place to be and opportunity to participate in meaningful activity leading to less people occupying the streets or business venues.
Reduction in Emergency Calls: Regular and timely outreach to monitor mental and physical health and decrease physical crises and overdoses.
Reduced need for Community Resources: Measurable decrease in persons needing community and emergency services.
Increased Resident Satisfaction: Survey residents. Ability to stay put in one place will decrease stress and ongoing sense of disruption and will increase resident satisfaction and wellbeing.
Recommendation
Development of Day Pay and Employment
Readiness Program.
Expected Outcomes
Enhanced Economic Participation. Provide immediate earning opportunities improving financial stability and equity for participants.
Increased sense of self-sufficiency and sovereignty.
Community and Business Engagement. Strengthen community bonds through increased business participation and support.
Enhanced employability through skill development, employment readiness, and work opportunity.
Long-term, decreased reliance on government financial support.
Potential Partners:
*ANKORS
* Network of People Who Use Drugs
*Indigenous Partners*SparcBC
*Kootenay Employment
* Columbia Basin Trust
* City of Cranbrook
Performance Indicators
Increased Employment Opportunity. Track and quantify number of individuals participating in Day Pay Program.
Repeat Participation: Track and quantify repeat participation as an indicator of its value to the participant.
Repeat Business Participation: Track and quantify repeat participation as an indicator of its value to the employer.
Increased Number of Contracts: Track the rate of completed contracts each year.
Recommendation
24-Hour Drop-in Centre
Expected Outcomes
Close the gap in services available afterhours and weekends providing essential services and responding to crises.
Collaboration hub across sectors. Strengthening collaboration and data sharing/collecting.
Provide a space for unhoused people to be and participate in meaningful activity and reduce street presence.
Potential for expansion to a temporary winter shelter during winter months. Economical use of space and resources
Decreased time per call needed from emergency responders.
Cranbrook, a community that cares!
Potential Partners:
* BC Housing
*Interior Health
*Ministerial Organizations
*Sparc BC
*Indigenous Partners
*City of Cranbrook
Performance Indicators
Service Utilization: Track the number and type of services utilized daily to assess demand and efficacy. Use data to inform future programs.
Health Outcomes: Monitor changes in the health status of clients using the centre’s services, particularly requests for mental health and addiction services.
Client Satisfaction and Safety: Evaluate client satisfaction through regular feedback and track incidents to ensure a safe environment.
Decrease in Usage of Emergency Services: Track emergency service calls to regular-use individuals or places.
Recommendation
Community
Engagement and Communication Strategy
Expected Outcomes
Regular and accurate information shared with the community on all social issues. Community feels “in the know” about social issues and solutions.
Regular information sessions held for community participation and input.
Varied means and opportunities for community feedback and contribution.
Streamlined process for finding and accessing community information, tools, and services.
Strengthened partnerships across all sectors of the community.
Potential Partners
*Tamarack Institute
*Community
*Indigenous Partners
*Ministerial Organizations
*Provincial Funders
* Local media
* City of Cranbrook
Performance Indicators:
Engagement Levels: Track participation rates in community forums, workshops, and feedback mechanisms.
Communication Reach: Measure the effectiveness of different communication platforms based on audience reach and interaction metrics.
Stakeholder Feedback: Regularly assess stakeholder satisfaction through surveys and feedback tools. Use this data to refine communication strategies
OCTOBER, 2024 The Mayor’s Task Force
Recommendation
Common Intake Form and Process
Expected Outcomes
Enhanced quality and standardization of client screening.
Eliminate multiple intake processes for clients.
People moving quicker through the system and into housing or appropriate resources.
Reduced duplication of services.
Decreased wait times.
Improved service collaboration and coordination.
Improved data collection.
Potential Partners:
*Provincial Government
*BC Housing
*Community Connections
*CMHA
*Housing Outreach
*Provincial Funders
Performance Indicators:
Efficiency: Track length of time from intake to connection to service over time.
Efficacy: Track continuity of moving through systems from intake to service no longer needed.
Effectiveness: Quantifiable measures of decreasing rates of service seekers
Cranbrook, a community that cares!
Cranbrook’s Point In Time Homeless Count Data
(please see appendix B & C. Please note 2018 not available in infographic format))
Cranbrook’s By Name List
An unofficial assessment of persons living unhoused in Cranbrook continuously shows less than 15% of individuals living rough state they have come to Cranbrook from outside the region.
Cranbrook, a community that cares!
INTRODUCTION
This report provides the background, the methodology, and the recommendations made by the Mayor’s Task Force for the period Jan 30-July 17, 2024.
Cranbrook has had homeless people for a number of years. A small group of folks who, for one reason or another, could not sustain consistent housing and lived on the margins of society. For the most part these individuals were known by community, had small natural and professional circles of support, and generally had little impact on the perceived safety and wellbeing of the community.
However, over the past few years, Cranbrook, like many cities in BC, has experienced rising numbers of visibly unhoused individuals living in the community. This has had farreaching implications across all segments of the community and has been a shock to a rural mindset
In 2018 the Point in Time homeless count reported 29 people experiencing homelessness in Cranbrook. That number rose to 63 in 2020, and 116 in 2023, and the numbers continue to rise. Covid played a role in the steep rise in numbers but cannot be seen as the only contributing factor. (please see Appendixes B and C).
The history of homelessness is convoluted and complex, and beyond the scope of this report. But what is abundantly evidenced is that homelessness is not a new issue, is not a simple issue, and no ‘one-size-fits all’ solution has been found.
As municipalities struggle to adapt to the new social landscape and navigate the unfamiliar terrain of social issues, local governments are compelled to the front lines trying to address complex social challenges that historically have fallen under the auspices of provincial and federal governments. The boundaries between the roles and responsibilities of municipal government and senior governments have become blurred and inconsistent.
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The Mayor’s Task Force
Cranbrook, a community that cares!
The formation of a Task Force was born out of Mayor and Council’s recognition that their overarching objective for a safe and vibrant community could not be realized when vulnerable populations within the community were not only failing to thrive, but growing at a pace clearly indicating a deeper, more systemic problem including failed senior government policies, housing shortages, wages that do not keep up with living costs, inequalities, and rapidly rising rates of mental health concerns and addiction.
To be clear, the intent of this report is not to solve homelessness in Cranbrook. The homelessness crisis has existed for decades, but the acceleration of its growth has brought it to the forefront in rural communities. The purpose of this report is to provide insight and make recommendations that advance the safety, inclusion, and wellbeing of all members of the community through the lenses of prevention, accountability, and pathways out of poverty.
To that end, the Task Force looked to previous community consultations and drew from the knowledge within. The Task Force then focused on answering the questions “What is currently working?” “Where do gaps exist?” and “What common themes are identified as priorities across sectors?” Finally, and perhaps most important, the Task Force endeavored to hear and understand the vision citizens had for a Cranbrook of the future.
It should be noted that at the same time the Task Force on Homelessness and Community Safety and Wellbeing was formed, the Mayor’s Task Force on Housing was also formed. Thus, this Task Force does not reference housing solutions in this report outside of referring to immediate housing needs related to homelessness and stressing the lack of temporary housing as a vital missing piece of the puzzle.
WHAT WE HEARD: The Challenges and Strengths
From the Community:
While the task force was specifically tasked to look at homelessness and community safety and wellbeing, none of these factors exist in isolation, and do not have the same impact across areas in the community. Cranbrook’s current social challenges clearly have differing levels of consequence in different parts of the community
The lack of affordable housing, exclusion from many public places, the rise in mental health concerns, and toxic drug use have created a population of people who frequently have nowhere to be and who engage in activities and behaviors incompatible with social order and cohesion. This increased presence within the community is creating a rising
Cranbrook, a community that cares!
tension between citizens who have no home and need to meet their needs, and citizens who want to feel safe in their neighborhood and community.
Many safety concerns expressed by the community are directly related to public drug consumption and sales as well as drug paraphernalia being left in public spaces. Witnessing individuals under the influence of drugs and during overdose is putting mental and physical strain on wellbeing. People fear the volatile behaviour of some individuals, are aware of the issues commonly associated with encampments (increased risk of fire, crime, drugs, violence), and some have an increasing perception of a community being victimized by a hand-full of individuals. There is a growing frustration that “no one is doing anything about it”.
Cranbrook parents want their children to be able to play in parks and playgrounds free of drug use and debris and want to go into a stores or restaurant without having to step over people impacted by drugs. People want to feel comfortable taking evening walks and want to feel safe in their neighbourhoods. Children want to grow up feeling safe and not witnessing behaviours often associated with addiction or mental health concerns. Communities want to help people, not hate them.
“Peoplewithaddictionsormentalhealthconcernsneedaplacetobeand somethingtodoinsteadofhangingoutonthestreets,aroundbusinessesor publicspaces”(quotefromacommunitymember).
While not easy to hear, this statement was a common theme through all discussions and consultations.
Cranbrook is a community that cares, but fear of the unfamiliar slowly erodes compassion and empathy and creates polarization within communities. The new social dynamic has created a stronger narrative of “otherness” and has strengthened the belief that those living unhoused, or with mental health and/or addiction, are unsafe, and services and systems should do whatever necessary to ensure the social disorder not overflow to the larger public.
Vandalism, theft, drug paraphernalia, inappropriate usage, and other distressing activities are causing underutilization of many public spaces. This leads to increased social disorder and encroachment of street-level issues into the public sphere decreasing feelings of safety.
While many citizens agree supports and services need to be provided to vulnerable populations, many are not prepared to accept those services in their neighbourhood. Having shelters, overdose sites, encampments, or 24-hour centres in your neighbourhood
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Cranbrook, a community that cares!
or community can be scary and, although research does not support it, is almost always perceived as negative and bad for the community physically, emotionally, and financially.
NIMBYism is growing as the frequency of reported and observed criminal and disorderly social behaviors occur with seemingly very few interventions to manage or address them. This increases the barriers in our community in providing services and supports that could address the social issues.
Many also site the lack of consistent information flow contributes to uncertainty and fear of the unknown.
Citizens may accept that there is no returning to “the way things used to be”, but they also know that things cannot continue as they currently are.
Key Points:
• Lack of housing
• Unhoused not having constructive places to be
• Social disorder
• Rising crime
• Lack of accountability
• Unsafe public spaces
• Volatile behaviour
• Decreased sense of community
• Lack of accurate information
There are social concerns in Cranbrook and the feelings of anger and frustration, specifically related to crime and social disorder, reflect an honest perception of decreasing community safety, and no accountability for those perpetrating those behaviours.
However, Cranbrook continues to demonstrate its resiliency and compassion in many ways. There are many individuals, groups, and organizations that hold the belief that, “[t]he true measure of any society can be found in how it treats its most vulnerable members”
-Mahatma Gandhi.
These individuals, groups, and organizations work hard to be a part of the solution and through a variety of programs and initiatives demonstrate the ability to care even in the face of fear.
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Cranbrook, a community that cares!
Actions like:
• Donations
• Volunteerism
• Engagement in trying to find solutions
• Community outreach
• Grassroot responses
• Kindness
• Raising awareness
• Standing up against injustices
From Those Living Unhoused with Addiction and/or Mental Health Concerns:
“Notonechilddreamsofgrowingupandbeinghomelessorhavingan addictionormentalhealthconcern” (quote from an unhoused citizen).
There are many factors that lead to an individual struggling with mental health or addiction and living in a tent. Each story is diverse and complicated.
For the most part, citizens living homeless and/or struggling with addiction and mental health issues want somewhere to live, something to do, and someone who cares about them. But they recognize that the actions and behaviours of some are generalized to the “homeless population” and leave them unconnected to the community they call home. Being pushed to the fringe of society and labelled as the ‘problem’ does not lead to positive outcomes.
Layered events, decisions, or circumstances often create a situation that even when an individual wants to integrate back into society, they are not always able to do so. Physical or mental ailments, gaps in education, unresolved trauma, criminal history, limited skills, or poor housing history create bias and preconceptions that can be insurmountable for even the most determined. Access to supports and services can be challenging, and often the “requirements” necessary are out of reach of those who need them most.
Many of Cranbrook’s unhoused population state they would access housing if it were affordable or available. But until housing is available, they feel frustrated that their need for fresh water, toilets, showers, places to stay warm and cool in extreme weather, opportunities to contribute, activity, connection, and acceptance is discounted and resented by many housed citizens. “Just staying alive takes up most of my day” Who has time to focus on getting better?” (quote from an unhoused citizen)
OCTOBER, 2024
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Cranbrook, a community that cares!
Unhoused individuals report benefitting when they can access appropriate services and supports in a timely manner, but say that lack of housing, long wait lists, and gaps in services keep them homeless and unable to get the help they need. They also report there are good workers who really try to help, and there are other workers who go out of their way to make accessing services as difficult as possible.
For those who do want treatment, often the precursors to qualifying are beyond their current capacity, and if they do get referred, they are usually sent to an unknown community without any natural supports. Treatment centers do not always provide the counselling and healing interventions necessary to stabilize the individual and thirty days later they are sent back to the community with no plan or supports in place
Transportation is another huge barrier in being able to access services. “When you are the sickest and need help the most, you cannot get to your appointment because “[you] don’t have a car, don’t have money for a cab, most service providers can’t transport you, and you are too sick to walk. Many [people living unhoused] have no watches or clocks, and if you are a little late, your appointment is given away and you are told you must wait weeks for another appointment. Since I don’t have a phone, I never get the call with an appointment time.” (quote from an unhoused citizen). In addition, the toxic drugs available are erasing the capacity for concept of time and this further complicates trying to access supports.
Many unhoused citizens do not feel comfortable or safe within the community and report being yelled at, threatened with violence, shot at with pellet guns, personally harmed, and belittled and shamed by community members. Vulnerable populations are at a much higher risk than the general population of being victims of all crimes and experience high rates of physically and sexual assault.
Living unhoused or with addiction or mental health issues in a community where you do not feel welcome is “way harder than any of you know” (quote from an unhoused individual”.
Research shows that individuals who no longer feel connected to their community are not invested in the health and wellbeing of the community.
The African proverb “achildthatisnotembracedbyitscommunitywillburnit downjusttofeelitswarmth” feels very apropos is the current social dynamic.
Key Points:
• Lack of appropriate housing
• Challenge in meeting basic needs (especially toilets)
• Not enough welcoming places
OCTOBER, 2024 The Mayor’s Task Force
Cranbrook, a community that cares!
• Feeling unsafe in community
• Rate of victimization
• Theft within the unhoused population
• Lack of available transportation
• Waitlists
• Lack of productive things to do
• Feeling unseen and unheard
Living unhoused is hard, and for most, not an intentional choice. Individuals living unhoused are very aware of the public perception held by some people in Cranbrook related to the homeless.
But recurrently, unhoused citizens express to service providers the kind and caring treatment they receive by many people in Cranbrook, from emergency responders to private citizens. They report that being treated kindly has a positive impact and creates a desire to do better. In one instance, an unhoused individual involved in a Day Pay program and community volunteer day donated his money to the food bank stating, “they are always so kind to me.”
Many individuals living rough in Cranbrook state being treated as if they matter improves the quality of their life.
Actions like:
• Being looked in the eye
• Being acknowledged
• Offers of help
• Receiving donated items
• Outreach and support from caring citizens
• Being treated with respect and kindness
• A feeling the community accepts them
• Opportunities that move them out of poverty
From Local Businesses:
Many local businesses across the city are struggling at being placed on the front lines of issues they are not equipped to deal with. While there is considerable intersectionality between crime, homelessness, and community safety and well-being, it is important not to conflate these issues. Increasing rates of crime in our community are a result of a confluence of many factors.
OCTOBER, 2024 The Mayor’s Task Force
Cranbrook, a community that cares!
Businesses want their customers, clients, and employees to feel safe, but increasingly that is getting more difficult to do. The business community reports significant increases in negative interactions with individuals under the influence or exhibiting unpredictable, offensive, or aggressive behaviours. For some, this constant disruption in their ability to provide a safe and welcoming experience and a thriving business is decreasing empathy.
“Peoplevisitingourbusinesscannotfeelsafewhengettingtoourdoor meanshavingtostepacrossabodylyingonthedoorstepunconsciousfrom drugs.” (quote from a business owner)
Business owners in certain areas of town are frustrated with increased trespassing, disruptions to business operations, and destruction of property. Some are afraid to leave the business at night and afraid to go away for a holiday due to the frequency of break ins. There are reports that staff are fearful of staying late or arriving early as it is no longer safe, and young people joining the workforce are no longer applying to places frequented by the homeless population which is exacerbating staffing shortages. Frustration is rising at the additional financial costs associated with preventative and security measures such as security cameras, security guards, increased staff, and the extra time needed to manage these issues; as well as all the financial losses associated with repairing fences, stolen goods, reparations, dealing with break-in, and reporting etc.
Business owners are tired of cleaning up abandoned tents, garbage, drug paraphernalia and human feces. “We are tired of cut fences, smashed windows and doors, theft of all kinds, vandalism, and increased insurance costs; all at a huge financial cost that is not being reimbursed by any level of government”. (quote from business owner).
Business owners state if they make too many insurance claims, their fees rise steeply, or worse they are denied coverage in the following year. Efforts to appropriately confront individuals sometimes ends badly and if they report to RCMP, because the offender is only held for a few hours, the offender might come back for retribution. Business owners want the problems managed legally and effectively.
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Cranbrook, a community that cares!
Many businesses note that response times make them hesitant to call police, and they lose motivation to report crimes when, continually, they see the criminals back in the community within hours of being arrested.
Many business owners in Cranbrook are experiencing excessive negative impacts from crime in the community and state that sustaining this level of disruption and loss cannot be tolerated for much longer. The emotional costs associated with crime (maintaining staff morale, balancing empathy with the reality of the damage being caused and dealing with the underlying stress of witnessing unimaginable behaviour, and violence) have taken a momentous toll. They need help now.
Key Points:
• Crime
• Increased costs associated with preventing crime
• No accountability for offenders through legal system.
• No financial support from government for business community
• Constant business disruption
• Impacts on staff (sense of safety, burnout, mental health)
• Policies that abdicate responsibility of getting criminals off the streets
• Feeling that laws and policies at all levels of government are failing them
There are some businesses in Cranbrook who are experiencing the negative consequences of the housing crisis and rising cost of living on a daily basis. Their anger and frustration are reasonable and understandable. But even in these very challenging times, many businesses in Cranbrook continue to show their compassion and willingness to be a part of the solution. Their contributions and actions support the ability to address homelessness and provide pathways out of poverty that bring about the changes they most want to see.
Actions like:
• Financial donations
• Discounts to non-profit organizations
• Donations of time and resources
• Working with community programs to find solutions
• Volunteering on Boards and Community Tables
• Engaging in community initiatives
• Education themselves and employees about the causes of homelessness
• Offers to help people transition back into employment
• Offering skills and services free of charge
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Cranbrook, a community that cares!
From Service Providers:
There is no doubt that service providers working individually or collectively on Cranbrook’s current social challenges are in a true battle. Not only are they stepping into battle understaffed, under resourced, and exhausted from the demand on social services over the past 5 years, many have not received the level of training necessary to work with complex nature of symptoms individuals are presenting with.
The challenges are compounding, cascading, and convoluting at a rate that has quickly outpaced current access to funding, training, or resource models. The complexity of the problem is so great that systems put in place to support the service providers end up creating many of the challenges that stop organizations from working efficiently and effectively.
Service providers are struggling with securing volunteers and staff retention. Medical leave and staff turnover are at all-time high, and burnout and caregiver fatigue are present in most, if not all, Cranbrook’s service providers.
Current funding models are not structured to support the collaborative work necessary to address these multi-layered issues. Additionally, grant application processes and reporting requirements can be confusing and time consuming. Service providers in Cranbrook are straining under the work of addressing social issues and do not have the time or staff to have a strong grant-writing process in place. Grant availability promotes competition amongst service providers, and single-year funding limits the depth and scope of programs and initiatives and leads to initiatives that are not robust enough to effectively address complex issues. Often, just as a program is gaining traction, it must be cancelled due to lack of ongoing funding dollars. These challenges result in missed opportunities for funding dollars to be brought to the community and early termination of programs that are making a difference.
Ministries or funders often have requirements that directly conflict with the requirements of other Ministries. Agencies with creative approaches are often unable to navigate those conflicts due to staffing shortages and time constraints, and initiatives with true potential fall to the wayside. Navigating system barriers takes up significant time and energy and depletes the energy available to create change.
Limitations in service coordination and data sharing create significant barriers to timely and successful responses.
Gaps in the existing social network impact ability to provide service continuity and deeply affect ability to move those seeking support from unwell to wellbeing. The major gaps in the social network and housing continuum result in individuals repeatedly cycling through the systems.
Cranbrook is in desperate need of transitional and supportive housing. If an unhoused individual gets to a place where they are ready for change, it is impossible to consistently provide the rigorous services necessary when there is no housing to move the individual
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into. The simple reality is that you cannot provide consistent and effective interventions to people whose living arrangements are transient and unstable. If someone is stabilized while in system-care, with no housing available they are often released back to the streets with no plan, no wrap-around supports, and no way to adequately financially support themselves. Repeatedly, they are released out of systemcare and right back into the lifestyle they were trying to get out of.
There are not enough service providers able or willing to do daily outreach, especially in environments that are challenging and possibly dangerous. Engaging with individuals within an encampment or temporary living sites who may be intoxicated or suffering from mental health presents high risks to those offering support. Yet, little funding is available to address these concerns, and proper training and safety precautions are not consistently available across service providers.
Transportation is often an issue in trying to support vulnerable populations in Cranbrook. In many cases workers use their own vehicles during work hours and transporting individuals in a personal vehicle is not safe, recommended, or most times, allowed. Often company vehicles are not allowed for transportation for a variety of reasons. When a client is in crisis and asking for help, trying to track down transportation is a frustrating and often futile endeavor. Having to resort to calling emergency services can often rupture the client/worker relationship and often comes at a huge financial cost for something that could be managed by a service provider with access to transportation.
Access to face-to-face supports or services for people in crisis afterhours or on weekends in Cranbrook is almost non-existent. With the exception of emergency responders, most service providers are limited to Monday-Friday 8:30-4:30 models of service due to funding, staffing shortages, and the need for respite from the demands of the job
A considerable lack of managed indoor spaces for those experiencing homelessness contributes to congregating in public spaces near amenities. This leads to real and perceived decreased safety and then to avoidance of these areas by other community members. When the sense of safety in public spaces is lost, social barriers increase, and compassion diminishes.
The urgency needed to address this issue cannot be overstated. There are overlaps, gaps, and holes in the social network in Cranbrook and most are a result of antiquated, systemborn patterns of thinking that hinder change and positive outcomes. The Task Force experienced this on many fronts, and know it is just the tip of the iceberg.
Lack of data collection, sharing, and analysis continues to impact Cranbrook’s ability to make informed decisions on next steps.
Key Points:
• Substantial gaps in housing continuum
• Inability to provide consistent supports to transient populations.
• Toxic drugs
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• Treatment waitlists and ineffectual programs
• Gaps in local services-specifically outreach capacity.
• No available stabilization housing
• Lack of transportation options
• Funding models and processes not structured to support addressing complex issues (single-year funding, individual mandates etc)
• Staffing issues (burnout, exhaustion, safety, turnover, retention, shortages)
• Lack of ability to work collaboratively (system barriers, privacy laws)
• Lack of funding for training, safety measures, etc.
• System barriers
• Lack of accessible data. No time to accurately collect or collate data
Service providers in Cranbrook are tasked with meeting the growing demand for services from people experiencing very complex and compounding issues at a time when so many crises are occurring at the same time. It is hard to keep going in the face of these evolving challenges.
But Cranbrook shows its support and caring in numerous ways and each act of support or assistance makes the job a little easier and more rewarding.
Actions like:
• Donations
• Movement towards collaborative practice
• Kindness to workers and vulnerable populations
• Inclusion in decision making
• Opportunity to contribute to policy
• Advocacy by local government to senior levels of government
• Volunteering
• Community engagement events
• Becoming educated about the contributors to homelessness
• Understanding the social determinants of health
• Recognition of the good work being done.
The convergence of a multitude of social crises at this point in time has created a challenging social landscape that has deep and impactful effects on communities across Canada. Cranbrook is a small city unfamiliar with large-city problems, but that is quickly changing.
When something is new there is a struggle to figure it out amidst the chaos and confusion. While it is easy to identify all the problems, it is vital that we keep our focus on all the amazing things being done and the positive impacts it is having on the community. There is still so much work to do, but in many ways Cranbrook is miles ahead of other communities
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and this can be attributed to a caring social network, willingness of municipal government to step into the social field, strong leadership, how rules and regulations related to social issues are being applied, the willingness across most sectors to collaborate and contribute, and the caring demonstrated by a large percentage of the community. Cranbrook is not yet in front of these issues but being a community that cares will certainly help pave the way.
Success relies on our ability and willingness to work collaboratively, commitment to transparency, collective resolve to innovate and adapt, and our courage to challenge the status quo and create our own path forward.
WHAT WE HEARD: KEY FINDINGS
From a comprehensive inquiry into past recommendations, current challenges and successes, and future hopes and objectives, several recurring themes emerged:
• Perceived sense of safety and wellbeing is decreasing in some areas and sectors of Cranbrook
• Crime is significantly impacting many Cranbrook businesses and some residential areas.
• Cranbrook is a community that cares, but some citizens are being pushed beyond their capacity to sustain empathy and compassion.
• The community has a responsibility to a rights-based approach when addressing the needs of our most vulnerable citizens.
• Successful connection to resources can only occur when trust is present, and an individual has stability in their living situation.
• Collaborative Practice and coordinated social purchasing power is the way forward
• A typical employment model is not possible for all people. Creative strategies to reintroduce individuals to employment or contribution is necessary.
• Most citizens and sectors agree that individuals living unhoused need supportive places to be and constructive things to do that reduces loitering in the streets.
• Gaps, overlaps, siloed systems of working, system barriers and requirements, and insufficient funding of our social network are blocking positive outcomes. Cranbrook is using small-city approaches in addressing big-city problems.
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• Cranbrook has significant gaps in its afterhours and weekend social services including enforcement agencies.
• Consistent community communication and engagement is vital in helping citizens understand the issues, dispel the rumours, and create an informed community working collaboratively towards common goals.
• Unhoused individuals need appropriate interventions to assist them reintegrate into society. Equal education and focus needs to be given to society to prepare them for vulnerable population reintegration.
WHAT WE HEARD: The Solutions
For this report, separating the challenges into the areas of community, those with lived and living experience, service providers, and business community made sense to reflect the diverse experiences of the different sectors. However, there is full cognizance that none of the issues are synonymous to any one sector or sphere of the community.
The solutions proposed across all sectors demonstrate a shared understanding of the depth and breadth of the difficulty in finding solutions that balance addressing homelessness and its consequences while increasing community safety and wellbeing.
Isolating recommendations for such complex issues like homelessness and community safety and wellbeing is no simple task. Framing our considerations through the lens of advancing wellbeing and safety for all required keeping a holistic view and finding solutions that were aligned and consistent with the identified purpose of the Task Force.
It was further complicated by the existing networks and systems currently in place to support vulnerable populations. The Task Force was committed to expanding and enhancing the social network through integration and collaboration with current services without contributing to competition or separation.
As the Task Force worked to identify, organize, and prioritize recommendations, feasibility and impact were our guiding principles. Each recommendation considered was assessed for the likelihood it could be done and measured for positive impact to the larger community. Many initiatives that were seen as beneficial were discarded if they did not meet the standard for feasibility or impact. Feasibility parameters included cost, timelimits, sustainability, and likelihood. Impact parameters included number of people/sectors impacted, generalization of the impact, and possibility that the impact could mobilize future positive outcomes for the community.
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It was also important to look at the stand-alone and connective strength of the initiatives. Could the recommendation provide benefit to the community as a stand-alone initiative, and did it have the ability to contribute to the success of other recommendations. This was a key consideration as the Task Force recognized that some recommendations might be started within the time the Task Force was commissioned, and some recommendations would likely be carried out after this final report.
This reality is reflected in the Task Force’s recommendations but does not negate the critical demand for continued work on addressing gaps in Cranbrook’s housing continuum.
The Task Force has offered five recommendations classified as:
• Immediate (start now) Have partnerships
• Short-term (1-2 years). Need partnerships
• Medium-term (2-3 years) Need more research and partnerships
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Stable living space for unhoused citizens. Builds trust and consistency.
Reduced Fire Risk
Provide a rights-based approach to the most atrisk populations.
Built in supports that decrease strain on emergency services.
Increased success rate of connecting individuals to appropriate services.
Enhanced economic participation. Financial stability and equity for participants.
Increased skills and employment readiness
Modelling alternative employment models
Creation of a sustainable pathway out of poverty
The Mayor’s Task Force
Community Engagement and Communication Strategy
(Short-term 1-2 years)
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Consistent information sharing with Community.
Community members are informed, invested and energized throughtout inervention implementation.
Regular information sessions for community particupation and involvement.
Streamlined community access to information, tools, and services.
Strengthened partnerships across sectors.
Continuous access to essential and crisis services.
24 Hour Drop in Center
(Short-term 12 years)
Common Intake Form and Process
Increased service provider collaboration and information sharing.
Space for unhoused individuals to engage in meaningful activity.
Possible expansion to a temporary shelter in winter months.
Increased success rate of connecting with appropriate services.
Enhanced quality and standardization of client screening.
Eliminate multiple intakes for clients.
Quicker street to housing transitions.
Reduced duplication of services.
Improved service collaboration
Decreased wait times.
Improved data collection
Cranbrook, a community that cares!
WHAT WE HEARD: Where to Go Next
Left of Centre Housing:
Across all sectors of the community, it is agreed addressing gaps on the left side of the housing continuum is front and center in mitigating many of the social issues in Cranbrook. The Task Force did not directly address points on the housing continuum in its recommendations, but robustly believes it is a critical step not currently being addressed in a systematic or logical way.
The recommendations made can move forward without addressing the gaps on the housing continuum, but the intent of this report is that these recommendations will be implemented alongside parallel planning for closing the gaps across the continuum.
The housing continuum has typically been seen as a one directional path with homelessness on one end and homeownership on the other. However, society is quickly learning that under the right stresses, it can rapidly become bidirectional and cyclical.
Cranbrook is currently experiencing increased reverse momentum on the housing continuum due to high cost of living, financialization of housing, loss of low-income housing stock, ongoing effects of the pandemic, and a range of other negative factors.
Outdoor temporary living sites have become a “not- so-temporary” living option not only for individuals struggling with addiction or mental health, but for seniors, individuals with disabilities, families, or youth who simply cannot afford the rental prices of today’s rental market. And yet, our housing support systems have not accepted this reality and eschew offering the necessary funding that at least allows communities to provide basic services
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and supports that keep temporary outdoor living spaces from becoming a feared and dangerous encampment.
In today’s reality, the housing continuum needs to resemble a post-disaster housing continuum demonstrating that a stable temporary outdoor living space is a progress point along the continuum between zero access to static shelter and transitionally housed A supported outdoor living space is much safer than no tent or tents that are moved daily. However, Cranbrook cannot stop there. As it stands, there is very little progression out of homelessness as there is no housing to move into. Cranbrook will not see change in its homelessness numbers until it fully comprehends the dire need of a healthy and robust housing continuum starting with safe and stable outdoor living spaces combined with transitional and supportive housing.
A vital need in transitional housing is stabilization housing. As previously mentioned, thousands of dollars are being spent on treatment for individuals who are released back to community without the appropriate wrap-around supports. Repeatedly, those individuals end up back in the cycle of poverty and addiction. This cycle will continue, and dollars will be wasted until the cycle is disrupted by a plan that involves housing and wrap-around support planning.
Funding:
Federal government creates the policies, provincial government holds the money, but municipal governments are being thrown into the fray of managing the existing complex social landscapes that are financially and emotionally devastating communities.
The Task Force is aware that at the recent Union of BC Municipalities conference Council strongly advocated for provincial support to offset the mounting financial costs associated with homelessness, property crimes, addictions, and mental health concerns.
The Task Force strongly recommends municipal government keep the pressure on provincial and federal government to provide communities the necessary funding to adequately address these burgeoning issues preventatively and reactionary. Currently, interventions are having minimal success as we are putting band aids on a gushing wound.
The Task Force is also recommending a defined municipal strategy for advocacy to senior governments and social service funders requesting an improved funding model based on collaborative practice research that supports collective and cooperative practices towards maximum social impact. Traditional siloed approaches will never be successful in flattening the curve of homelessness in this multilayered and multifaceted social crisis
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Small, single-year, grants spread across resources is no longer proving to be adequate in addressing the complex and convoluted social challenges. Communities need ability to increase their social purchasing power through accessing a municipally held pool of funds. It is through this shift we will successfully achieve community-specific and communitydriven outcomes that address the most pressing needs, specific to Cranbrook, such as transitional and supportive housing (including stabilization homes) encampment response teams, transportation, and other creative interventions.
A New Model of Response:
Cranbrook’s social network is endeavoring towards collaborative practice. But at the end of the day, each organization or agency is responsible to their individual mandates and funders. Further, funding dollars are limited and highly protected as service providers struggle to meet their individual goals and targets. The result, siloed work that contributes to gaps in services, disruption to service continuity, overlap of services, clients cycling repeatedly through the systems, frustration for clients and burnout for providers, wasted funding dollars, and generally a feeling that no progress is being made.
Indications are that homelessness and community safety and wellbeing will continue to be top priority for citizens for the foreseeable future. Along with this reality is a cognizance that municipal government must continue showing strong leadership in helping the community navigate through these unprecedented and challenging times. This will require a plan. The Task Force highly recommends Mayor and Council financially contribute to, and participate in, the development of a community strategic plan, similar to other municipal sector strategic plans, that employs a new model of response, pooled social dollars, and a long-term commitment to change.
Cranbrook, a community that cares!
SUMMARY:
Who do you rely on to pick up your garbage, fix potholes, or when your community needs public transit? Local government. Similarly, when the social fabric of a community is being torn by social issues, municipal government is often where citizens turn for solutions.
More and more, local governments are finding themselves at the forefront of the homelessness crisis. However, due to scope, small tax bases, and other factors municipal governments have many limitations that provincial and federal governments do not
The housing crisis, a significant contributor to the homelessness crisis, along with the toxic drug crisis, the mental health crisis, the health care system crisis, and the economic crisis, just to name a few, are all contributors to homelessness and far beyond the scope of local government to solve.
However, that does not mean municipal government does not hold a vital role in leading their community through these challenges and into a better tomorrow as demonstrated in Appendix D.
Cranbrook’s municipal government responded to the need of the community for help in dealing with these challenges, and the Mayor’s Task Force on Homelessness and Community Safety and Wellbeing was formed to aid in informed decision making.
The Task Force diligently embarked upon assessing and understanding the conditions and responses to homelessness that exist in Cranbrook today, and in determining gaps and barriers in the social network. This undertaking required the Task Force utilize a non-biased lens and work closely with all sectors of the community to develop recommendations with the safety and wellbeing of every Cranbrook citizen in mind.
Throughout this process the Task Force has sought, in all ways, to hold to the principles outlined in the Task Force Terms of Reference:
• Keep “best for the community” as North Star in all actions.
• Demonstrate respect for each other and the community served,
• Work collaboratively with community and business partners.
• Be informed by people’s lived experience and consider how any action will impact individuals downstream.
• Maintain an inclusive working environment.
Each of the recommendations put forth is grounded in the belief they can stand alone and create change. But, but more importantly, they have the ability to contribute to the success
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of other recommendations. If acted upon, they will be the scaffolding upon which other initiatives can be built.
A strong and resilent housing
continuum
Decreased need for support services
A healthy, safe, inclusive and vibrant community for all.
A sense of belonging
Informed, invested, and engergized citizens
Safe public spheres for everyone
Opportunity to contribute
Let’s not become overwhelmed by the social issues Cranbrook is facing. Hope is found in the certainty that Cranbrook is a community that cares. It will be that caring, along with strong leadership, determination, a shared vision, accountability, collaborative practice, and belief in a better tomorrow that will move us out of fear and polarization and return us to a unified and vibrant community.
As the Task Force moves from assessing, understanding, and recommending towards implementing, we are seeking Mayor and Council support and advocacy in collectively moving forward these critical initiatives forward in planning for a safer, more vibrant and inclusive community for everyone who calls Cranbrook home.
“Do not wait to be saved, be willing to go first” (Ashleigh Weeden)
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Appendix A
Cranbrook, a community that cares!
Appendix B
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Appendix D
Municipal Government Opportunities to Lead
Addressing Homelessness and Community Safety and Wellbeing.
Traditionally, municipal governments are tasked with providing core services such as water and sanitation, road maintenance, and transit. While housing and public health remain the responsibility of provincial government, local governments making efforts to address and prevent homelessness are having significant impact on reducing the overall social and economic costs of homelessness in the community.
Many municipal officials are demonstrating strong leadership through progressive approaches built on partnerships with senior levels of government and private and nonprofit sectors to create the right mix of housing and supportive services for diverse populations.
While certainly not an exhaustive list, these are some ways that local governments can show leadership in addressing social challenges.
LEADERSHIP
1. Act as Conveners of Local Homelessness Responses
Municipal officials can act as conveners with respect to the coordination of local homelessness responses. Civic officials often have strong relationships with local leaders and decision makers and have the influence to bring people together to discuss matters of common concern. Municipal officials can use political levers to bring together federal, provincial, Indigenous, and territorial leaders to build diverse teams able to take on challenging issues.
Civic leaders can also engage with City staff who have a ‘municipal wide lens through which they see the challenges and have the capacity to understand the challenges and strengths unique to their community.
2. Set Achievable Goals
A key component of municipal government showing strong leadership is setting achievable goals. This allows communities to demonstrate progress and build support from new partners. It enables residents and private sector partners to understand how they can contribute.
3. Develop a Social Development Framework or Strategic Plan
As with every service within local government, social development requires a framework or strategic plan as a guide. Municipalities who collaborate with private, non-profit, public, and community sectors, to build a plan, develop collaborative practice and community buy-in on the vision for the future.
4. Role Models
Mayor and Council can role model a hands-on approach to their community. Strong leadership, demonstrating engagement, clear governmental boundaries, and flexibility are all ways municipal government can create clear expectations and confidence within their communities.
HOUSING and RESOURCES
5. Land-use Planning
Municipal governments can facilitate housing strategies through zoning, public engagement, removal of barriers, and project priority. This is important in developing timely responses in developing a robust housing continuum including outdoor living spaces, emergency shelters, day-time facilities for those experiencing homelessness and various types of transitional and supportive housing.
6. Land Donate/Lease/Sell
Some municipalities have land that municipal officials can decide to donate, lease, or sell to accommodate emergency facilities or supportive housing. They can also choose to sell it to non-profit organizations at a discount, enter into lease agreements, or in some instances, donate the land to facilitate housing development. The sale or donation of land can create longer-term solutions.
7. Use of City-owned Facilities
Municipal officials can designate city-owned facilities for alternative purposes during times of crisis or harm to the city.
8. Bylaws
Civic bylaws are local regulatory laws that are established by municipal councils that clarify rules, regulations, and requirements for the conduct of the city, residents, and visitors. Mayor and Council can help in creating strong and effective bylaws that support a healthy community.
9. Oversight of Public Services
Often municipalities have oversight over local police forces, fire departments, libraries, public transit, and recreation facilities and parks. Creating public services that are informed, prepared, and responsive to the homelessness sector is vital in maintaining a vibrant community.
10.Strong Data Gathering Policies
Data is vital in understanding what policies, approaches, interventions or strategies are working and which ones need to be modified or abandoned. Municipalities can encourage strong data gathering practices by supporting datagathering initiatives and helping remove barriers impeding collection or analysis.
COMMUNITY EDUCATION AND ENGAGEMENT
11.Accurate, Consistent and Coherent Communication
Municipal governments can provide accurate, consistent and coherent messaging. Public perception can be a significant barrier to a community’s ability to provide critical services and a misinformation flooding social media can negatively impact a community’s sense of safety and wellbeing. Implementing a robust communication strategy fosters public connection and supports the success of proposed initiatives.
12.Develop Good Partnerships with Local Media
A great way to provide consistent communication to the public is through local media.
13.Host/Support Community Engagement Opportunities
Municipal government can facilitate awareness and promote education by hosting, attending, and/or supporting local community engagement events.
14.Feedback Mechanisms
A great way to understand how homelessness is impacting a community is to ask them. Municipal governments have the tools to implement and promote various feedback tools such as surveys, suggestion boxes, and interactive online platforms. These mechanisms should be easy to use and accessible to all community members.
HUMAN RIGHTS AND ADVOCACY
15.Ensure Basic Sanitation and Hygiene Services
Whether through direct supply or in collaboration with community partners, municipal governments can work to ensure those living unhoused have access to basic amenities that decrease health crises and ensure conditions are healthier for unhoused folks and the surrounding areas.
16.Advocate to Senior Levels of Government
Municipal government can show strong leadership in advocating for policy changes from senior levels of government to address community priorities.
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OCTOBER, 2024 The Mayor’s Task Force