FCSS Funding Framework 2023–2026

Family & Community Support Services (FCSS) Background

The City of Grande Prairie has partnered with the Government of Alberta to deliver FCSS since 1966–67.

FCSS is an 80/20 funding partnership between the Government of Alberta and participating municipalities or Métis Settlements to develop locally driven preventionbased social initiatives that enhance the well-being of individuals, families, and communities.

FCSS receives its mandate from the Family and Community Support Services Act and the Family and Community Support Services Regulation. This partnership is based on a shared understanding that municipalities and Métis Settlements are in the best position to assess community needs, set priorities, and support individuals, families, and communities through preventative social programs and services.

The FCSS Act mandates an emphasis on prevention. As stated in the FCSS Regulation Section 2.1(1)(b). FCSS programs must do one or more of the following:

• Help people develop independence, strengthen coping skills, and become more resistant to crisis.

• Build capacity to meet our social needs.

• Support people in developing skills to have healthy relationships with others.

• Help individuals and communities assume responsibility for decisions and actions that affect them.

• Provide support that helps people participate in the community.1

FCSS FUNDING ELIGIBILITY CRITERIA

To be eligible for funding, organizations must:

1. Be a Grande Prairie-based non-profit, incorporated for a minimum of one year, primarily serving Grande Prairie residents.

2. Provide programs that are preventative; defined as a proactive process that strengthens the protective factors of individuals, families, and communities to promote well-being, reduce vulnerabilities, enhance the quality of life, and empower people to meet the challenges of life.

3. Request support for a specific preventative program addressing one or more of Community Social Development’s strategic priorities (priority populations and social issues).

4. Provide accessible, safe, and welcoming programs and services using an intersectional lens.

5. Demonstrate the ability to successfully implement the proposed program and provide measurable outcomes that align with FCSS priorities.

6. Demonstrate sound fiscal management and governance.

7. Be in good standing with the City of Grande Prairie.

8. Ensure the proposed program and related expenditures meet the requirements of the Family and Community Support Services (FCSS) Act and Regulation which states that ineligible expenses include:

• The purchase of land or buildings.

• The construction or renovation of a building.

• The purchase of motor vehicles.

• Operational costs of the organization that do not relate to the funded program.

• Municipal property taxes and levies; nor

• Payments to a member of a board to a committee other than reimbursement of incidental expenses necessarily incurred in providing volunteer services to the program.

The FCSS Act indicates that services provided under a program must not:

• Be primarily for the recreation needs or leisure time pursuits of individuals.

• Offer direct financial assistance, including money, food, clothing, or shelter, to sustain an individual or family.

• Be primarily rehabilitative in nature; nor

• Duplicate services provided by a government or government agency.

The Role of City of Grande Prairie Community Social Development (CSD)

The City of Grande Prairie FCSS program is administered by the Community Social Development (CSD) department in partnership with the Government of Alberta. CSD’s purpose is to enhance the social well-being of individuals, families, and the community, by investing in prevention programs. CSD is committed to working with skilled community stakeholders from many sectors to identify ways in which collaboration and coordination can connect our web of support and transform our social safety net into a system that truly supports the people who need it.

In 2011, the City of Grande Prairie – Community Social Development’s Social Sustainability Framework stated, “In order for a community to function and be sustainable, the basic needs of its residents must be met. A socially sustainable community must have the ability to maintain and enhance its own resources and have the resiliency to prevent future problems.”2 Building a socially sustainable community requires diversity, belonging, and equity in our city.

• Diversity: We recognize, respect, and celebrate the diversity of our citizens. We engage in learning opportunities about our community and extend those same opportunities to our citizens. We welcome newcomers to Grande Prairie, whether they arrive from elsewhere in Alberta, from other provinces, or from other countries. We commit to purposeful engagement with Indigenous Peoples in our community, and in each area of our programming.

• Belonging: We engage in an ongoing process of building shared values within our community. While we come from many different backgrounds, we recognize and value the experiences and contributions of all our citizens. We face our challenges and embrace our opportunities together.

• Equity: We desire equitable opportunities and outcomes for all residents. We pay attention to the contributions and needs of all our residents, especially

our most vulnerable. Making this a reality means recognizing the importance of lived experience in social planning and community development. It also means recognizing that our most vulnerable citizens will require more support from our community to build on the social, economic, and physical assets they bring.

These dimensions of sustainability can best be summed up in the concept of social inclusion, “the ability of an individual, or group of individuals, to participate in the social and economic lives of their communities and to have

their contributions acknowledged. It also involves access to tools…that enable participation and a set of shared rights, values and responsibilities that bind people together in a cohesive society.”3

The Social Sustainability Framework 2018: A Map for the Road Ahead which guided our work from 2019 to 2022 will continue through 2023 to 2026 with a change to the overarching priorities. The second investment priority in 2019 - Community Capacity and Collaboration is now the mid-term outcome of social inclusion.

CSD SYSTEM PLANNING AND INTEGRATION EFFORTS

CSD is taking a lead role in improving community safety and well-being by coordinating and collaborating with key stakeholders to develop a standardized process that service providers can follow to improve the service delivery of social supports for individuals in need.

“Many of the issues faced by individuals and families in our community are not simple problems, but complex challenges with converging factors. Challenges like homelessness, poverty, mental health issues, addictions, and substance use, all intersect and solutions to these challenges require the involvement of multiple agencies, institutions, funders, and those with lived experience working together to achieve common goals and outcomes.” 4

In the winter of 2019, CSD initiated designing and implementing an Integrated Coordinated Access (ICA) Model unique to the needs of Grande Prairie and area residents. ICA is a process where service providers work together to ensure those in need find the right help at the right time using a “no wrong door approach”. CSD engaged in three months of community consultations and determined the barriers to accessing services can be summarized in the following themes:5

• Physical Access

• Coordination and communication between agencies

• Organizational capacity (consistency and equity)

CSD is committed to working with community stakeholders to identify new innovations in which collaboration can

transform existing systems to address emergent community issues and barriers to participation. Solutions offered by community stakeholders lead to the development and ongoing implementation of the following initiatives, branded the Grande Prairie and Area Community Compass:

• The System Navigators Collective, a mechanism to integrate all service providers regardless of sector or target population.

• System Mapping by maintaining a real-time assets directory with HelpSeeker Technologies

During the process, we included:

• The impor tance of aligning with the City of Grande Prairie’s strategic goals and priorities.

• The prevention continuum to effectively prevent vulnerability and increase resiliency, all three forms of prevention must occur simultaneously.

• Updated the existing Social Sustainability Framework 2018: A Map for the Road Ahead and created this FCSS Funding Framework 2023 to 2026: Investing in Social Inclusion to guide funding decisions.

Transforming our system and aligning our priorities will not be easy. “The challenges faced by Grande Prairie are complex and multi-faceted, and system-level change will require coordination of internal and external stakeholders. Collaboration and coordination at the community level are essential to building a sustainable future for Grande Prairie.”6

ALIGNMENT WITH THE CITY OF GRANDE PRAIRIE’S STRATEGIC PLANS

The Grande Prairie FCSS program aligns with three City of Grande Prairie strategic plans:

THE CITY OF GRANDE PRAIRIE STRATEGIC PLAN, 2022 – 2025 7

• Quality of Life

• Innovative Efficiencies & Economic Readiness

• Inclusive Caring Community

• Engaging Relationships

THE HOMELESSNESS STRATEGY FOR GRANDE PRAIRIE 2021 – 2023 8

• System Planning & Collaboration

• Programming & Supports

• Housing

• Community Safety

GRANDE PRAIRIE COMMUNITY OPIOID RESPONSE FRAMEWORK 9

• Pillar One: Prevention

• Pillar Two: Harm Reduction

• Pillar Three: Treatment and Recovery

• Pillar Four: Policing (re-named “First Responders” in 2022)

Although these strategies and priorities originate from various areas of focus, they are interconnected. The development of FCSS program priorities has considered the role of preventive programming in each of these areas. Implementing effective prevention work can contribute to reconciliation, foster cultural connectedness, promote safety and wellbeing in communities, and when integrated into a comprehensive support system, address the root causes of poverty, social inequality, and homelessness. As you plan and design your FCSS program, it is beneficial to align your work with the aforementioned strategies. Your program can align with multiple strategies simultaneously, allowing for a more comprehensive and impactful approach.

PREVENTION CONTINUUM

In considering all social issues and services across the entire system, a prevention continuum is required and a need for common language to align around. Regardless of the social issue, we are always seeking to prevent risks and harm and find ways to improve the resiliency and well-being of individuals and the community.

FCSS funding only focuses on primary and secondary prevention. However, the City has funding for services across all areas of prevention. The following diagram explains the continuum of prevention and the different classifications. To effectively prevent vulnerability and increase resiliency, all three forms of prevention must occur simultaneously.

PRIMARY PREVENTION

Primary prevention refers to structural-level initiatives that apply to everyone, to reduce risk and build protective factors, and includes:

• Universal prevention policies and interventions that target the public. While these strategies do not always have homelessness prevention as their goal, they have the effect of reducing the risks of becoming homeless by creating greater equality, which is vital to homelessness prevention. Examples include having an adequate supply of affordable housing, and poverty reduction strategies, such as greater access to affordable childcare.

• Selected prevention efforts aimed at members of a particular group, such as school-based programs and antioppression strategies for individuals facing discrimination.

• Indicated prevention applies to all those who are disadvantaged to ensure they do not become further marginalized further. Examples of indicated prevention include support for those at risk of experiencing violence and mental health/addiction challenges.

SECONDARY PREVENTION

Secondary prevention intervention strategies are aimed at those who are at imminent risk, as well as those who have recently become vulnerable, with the aim of avoiding further harm or moving out of the situation as quickly as possible. Examples include emergency financial assistance, family mediation, and domestic violence victim support.

TERTIARY PREVENTION

Tertiary prevention initiatives support individuals and families who have previously experienced vulnerability to ensure that it does not happen again. The Housing First model is a type of tertiary prevention by providing chronically homeless individuals with housing and supports to maintain housing stability.

FCSS INVESTMENT PRIORITIES

The Social Sustainability Framework 2018: A Map for the Road Ahead, which guided our work from 2019 to 2022, will continue to guide our work from 2023 to 2026. The 2018 framework identified two overarching priorities for FCSS: increased social inclusion and increased community capacity and collaboration. However, the 2023 to 2026 overarching priority for FCSS is Increased Social Inclusion.

Increased social inclusion is achieved through:

1. Preventive Programs and Services

2. Community Development Initiatives

3. System Planning and Integration

Through the provision of funding for preventive programs and services, community development initiatives, and intentional system planning and integration, Grande Prairie FCSS aims to foster the growth and development of individuals and families, strengthen the community, and build a coordinated and collaborative sector. These efforts will contribute to the overall well-being, resilience, and interconnectedness of the community:

• Individual and Family Resilience ensures people have the means to cope with the ups and downs of the day–to–day life. They have the tools to navigate their way to the right resources and programs when required which increases internal capacity to respond to mental, physical, and emotional stresses. “As a practical example, this means that when your vehicle breaks down, you have resources to deal with the problem. You may call a tow service. You may call a friend or family member to come to get you. You may have the skills to repair it yourself or know someone who can

help make the repairs or have the financial resources to have the car repaired in a shop”.10

• Increased Community Capacity Building community capacity may involve initiatives such as providing training and education programs, fostering leadership development, supporting local organizations, promoting civic engagement, and facilitating collaboration among community stakeholders. By strengthening community capacity, communities can better respond to challenges, maximize opportunities, and create positive and lasting social change. Increased community capacity refers to the development and strengthening of resources, skills, and capabilities within a community to effectively address its needs and challenges. It involves empowering individuals, organizations, and networks to collaborate, take action, and make positive changes within their community.

• A Coordinated Sector aims to provide coordination and collaboration to appropriately triage individuals and families seeking social or health support to the right services, at the right time. This means that no matter where an individual goes looking for help, they are likely to receive the same answers and a referral pathway to access the right services and support as quickly and easily as possible. The City of Grande Prairie is one of the first communities to attempt Coordinated Access (the Grande Prairie and Area Community Compass), we fully expect to learn, evaluate, and finetune the processes as we shift our work in this new direction. Therefore, we are committed to working with stakeholders to identify ways in which collaboration and coordination can facilitate systems change.

THE FCSS FUNDING FRAMEWORK

INCREASED SOCIAL INCLUSION THROUGH:

System Planning & Integration

Community Development Initiatives

WILL BUILD:

A Coordinated Sector Communication Capacity

Preventive Programs & Services

Individual & Family Resilience

Improving the social wellbeing of individuals, families, and community.

The priority social issues identified below will guide investment in the long-term resilience of our citizens and the social capacity of our community. Refer to our “Social Trends Analysis” (Schedule F) for additional information and evidence.

PRIORITY POPULATIONS

Children & families

PRIORITY SOCIAL ISSUES

Child and youth development

Youth Positive mental health

Indigenous people

Workers in construction & trades

Poverty reduction & Homelessness prevention

Drug poisoning mitigation

Seniors Community safety

INTERSECTIONALITY: A KEY CONSIDERATION IN PREVENTION

It is critical to view and consider the above social issues as intersectional and impacting priority populations in complex and dynamic ways. Having multiple identities which are marginalized, or circumstances which are stigmatized, place a person at greater need of prevention support and services.

GRAPH: COMPOSITION OF PERSONS

BELONGING TO SPECIFIC GROUPS, CITY OF GRANDE PRAIRIE 11 12

A: Singles

B: Indigenous People

C: Female-headed Lone Parent Households

D: Immigrants

E: Experiencing Homelessness

F: Households in Core Housing Need

IMPACT OF COVID-19

The COVID-19 pandemic had an unprecedented impact on the lives of Albertans and Canadians. It has changed how residents live, customers spend, and how businesses operate. It has also resulted in the closure of numerous business and employment opportunities, resulting in profound challenges to our health, mental health, and social wellbeing.

For those in vulnerable groups, the impacts of the pandemic have been even more detrimental, including even further instability in employment, housing, and personal finances, higher risk of food insecurity, limited access to health services and mental health programs/ supports, and higher risk of drug/alcohol/substance use.

Intersectionality of the issues outlined above, such as poverty, housing need, and mental health, are frequently noted as causes or reasons why some individuals in Grande Prairie are eventually forced to navigate homelessness. A healthy prevention continuum, with adequate primary and secondary supports, will support the inflow of individuals to tertiary prevention programs in the long-term. The graph explains the composition of persons belonging to specific groups in the City of Grande Prairie.

The COVID-19 pandemic is amplifying existing health and social issues and inequities in the community. There is a risk that these issues could persist in the long-term, far after public health measures and lockdown restrictions have been lifted and the vaccinations have been administered.

Prevention programs like the ones funded through FCSS can help our City recover from the pandemic impact. Moving forward, these impacts will be taken into consideration when planning and administering prevention program and services to those who need it most.

FCSS MID-TERM OUTCOMES

CSD identified six mid-term outcomes and listed examples of programs and/or initiatives which would address those outcomes in the Social Sustainability Framework 2018: A Map for the Road Ahead. CSD will fund community partners whose programs meet these outcomes, and these priorities will guide CSD’s business plan for the next four years.

Examples of each midterm outcome can be found on pages 14 to 28 of the Social Sustainability Framework 2018: A Map of the Road Ahead. One major change to the 2018 framework, CSD incorporated investment priority 2 (increased community capacity and collaboration) as midterm outcome #6. Below are highlighted sections of the 2018 framework which still apply to the current funding framework.

OUTCOME 1: INCREASED FINANCIAL RESILIENCE FOR INDIVIDUALS AND FAMILIES

Interest rates are continuing to rise, and “a preventative approach would indicate that programs which can prepare our families and individuals for this, especially those who may already be vulnerable, would be appropriate. While financial capacity is not the sole solution to vulnerability, it increases the ability of individuals and families to access a wide range of resources. For example, employment which includes a benefits package will make it easier to access more health services, dental care, and counselling services, all of which increase resilience.”13

Sample Programs and Initiatives:

• Tax filing assistance.

• Financial mentorship and literacy, including family-specific programs and debt-reduction.

• Improved access to financial institutions and microloans.

• Asset-building initiatives, including educationsaving programs.

• Career-specific educational upgrades and education-employment bridging programs.

• Housing-loss prevention and housing supports.

OUTCOME 2: INCREASED ADULT RESILIENCE

“Resilience is both the capacity of individuals to navigate their way to…resources, including opportunities to experience feelings of well-being.”14 “In other words, programs that increase the internal capacity of people to respond to mental, physical, and emotional stresses are key. Prevention requires recognition of issues facing vulnerable groups, including isolation and loneliness, physical and/or emotional trauma or abuse, domestic violence, sexual and/or gender-based discrimination and/or violence, racial/faith-based discrimination, relationship conflict, and substance abuse, and developing programs which increase the ability of individuals to handle these issues in their day-to-day lives.”15

Sample Programs and Initiatives:

• Healthy relationship education and conflict management.

• Mentoring, including relationship mentoring and mentoring for recovering abusers.

• Sexual health education, including sexually transmitted infection and pregnancy prevention.

• Support for victims of abuse and/or violence, including prevention education and post-abuse support.

• Ageism and elder abuse awareness and training.

• Cultural diversity awareness and training.

OUTCOME 3: INCREASED FAMILY RESILIENCE

“Families, as social systems, can be considered ‘resilient’ in ways that parallel descriptions of individual resilience. Family resilience looks at coping abilities of the ‘…family structure and the patterns of relationships within the family, and the impact on the functions of the family unit, including family formation and membership, economic support, nurturance and socialization, and protection of vulnerable members.’”16

Sample Programs and Initiatives:

• School - family liaison programs.

• Subsidies for low-income families, including housing, childcare, transportation, and recreation.

• Advocac y for family poverty reduction.

OUTCOME 4: INCREASED YOUTH AND CHILD RESILIENCE; POSITIVE CHILD AND YOUTH DEVELOPMENT

“The capacity of individuals to navigate their way to…resources, including opportunities to experience feelings of wellbeing.” 17 “Regarding children and youth, recognition of their vulnerabilities is essential, requiring the corresponding responsibility of adults and communities to set the stage for long-term resilience early on.”18

Sample Programs and Initiatives:

• Youth-specific mental health and substance abuse prevention education and advocacy.

• Developmental education, including after-school learning, social and emotional learning, peer-conflict management, school engagement and tutoring.

• Youth employment training and facilitation.

• Cultural diversity education and awareness, including cultural and intercultural mentoring.

• Grief and trauma suppor t.

• Intergenerational trauma awareness and education, including support for healing practices for children and youth.

OUTCOME 5: INCREASED COMMUNITY BELONGING

“Social cohesion is characteristic of communities that promote principles of inclusion belonging, participation, recognition, and legitimacy.”19 “This means recognizing that our community is diverse and that all citizens should feel they have an important place in the community. This area is a particular challenge for communities where resource extraction is a key economic component, due to high population growth and turnover. While City residents identify community, family, and friends as the thing they like most about the community, just 30% believe enough is being done to welcome newcomers.”20

Sample Programs and Initiatives:

• Community physical accessibility awareness, education, and advocacy.

• Language and interpretation support.

• Cultural diversity, anti-racism and unconscious bias education and training, especially regarding immigrant and visible minority communities.

• Anti- discrimination education and training, including gender identity and sexual orientation.

• Awareness and training regarding reconciliation with Indigenous communities and issues, including elements of the Truth and Reconciliation Commission Calls to Action related to municipalities, as identified by the Federation of Canadian Municipalities.

• Newcomer suppor t, outreach, and engagement.

OUTCOME 6: INCREASED COMMUNITY CAPACITY AND COLLABORATION; A COORDINATED SECTOR

“CSD recognizes that many of the issues faced by our community are not simple problems, but complex challenges with interdependent contributing factors. Similarly, the solutions to these challenges will be complex and interdependent and will require the involvement of multiple agencies and institutions. CSD is committed to working with community agencies and institutions to identify ways in which collaboration can address common areas of concern. The aim is to move towards a Collective Impact approach.”21

CSD is committed to working with community stakeholders to identify new innovations in which collaboration can transform existing systems to address emergent community issues and barriers to participation.

Sample Programs and Initiatives:

• Sector and multi-partner collaboratives to develop and advance preventative social services focused on the identified priorities.

• Integrated service coordination to provide more effective and responsive services to individuals and families.

• Agency capacity building, including leadership development, succession planning, FCSS outcomes training, grant application training, and Collective Impact training.

• Partnership identification and facilitation, including interagency partnerships, agency-institutional partnerships (i.e., City of Grande Prairie, Alberta Health Services, Northwestern Polytechnic, Grande Prairie

DATA & QUALITY ASSURANCE

Public School Division, Grande Prairie Catholic School Division, and Alberta Children and Family Services, RCMP, etc.), and agency - private-sector partnerships.

• Collective community priorities and planning facilitation.

• Support for community-wide continuums of services and programs.

• Support for developing provincial and federal initiatives.

• Community-specific data collection and research initiatives.

• Public awareness, education and advocacy for social issues, programs, and support.

To assess service performance and quality, successful programs will implement data collection and service standard measures. As appropriate, projects must:

• Collect basic client data at intake, updated as needed during the duration of the program, and upon exit of the program.

• Conduct client pre/post surveys based on FCSS Outcomes Bank on a per program basis.

• Participate in and submit the City program and financial monitoring and reporting as required.

• Participate in Coordinated Access/Grande Prairie and Area Community Compass, as applicable.

• Participate in system planning and sector collaboration, as applicable.

• Other repor ting requirements will be finalized during contract negotiation.

Key Concepts and Resources

COLLECTIVE IMPACT

Collective impact is the commitment of a group of actors from different sectors to a common agenda to address a complex social issue. Organizations grounded in a collective impact approach coordinate their efforts and work together around clearly defined goals. The five core principles of collective impact are:

• Common agenda: participants have a shared vision for change including a mutual understanding of the problem and a joint approach to solving it through agreed-upon actions.

• Shared measurement: organizations collect data and measure results consistently to ensure that efforts remain aligned, and participants hold each other accountable.

• Mutually reinforcing activities: complimentary programs and activities are coordinated through a mutual plan of action to achieve outcomes.

• Continuous communication: consistent and open communication is established between the many players to preserve trust, assure mutual objectives, and maintain momentum.

• Backbone support: creating and maintaining collective impact requires dedicated staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate the participating organizations.

COMMUNITY WELLBEING

To support a person-centered approach, interventions that address individual wellbeing across key dimensions of their lives are better able to achieve sustained results. Dimensions of wellbeing include:

DIMENSIONS OF WELLBEING

Income

Education

Transportation

Housing

Spirituality & culture

Mental health & addiction

Employment

Digital access

Food security

Personal safety

Health & wellness

Social inclusion

Early childhood development

Race & gender

DIRECT & INDIRECT SERVICES

The provision of direct services to residents is the most effective kind of social investment in a boom-and-bust economy. Direct services involve less administration and are easier to deploy in emergency situations or in response to emerging social issues.

• An example of direct service is – 60 minutes of counselling.

• An example of an indirect service is – completing questionaries to learn how to access 60 minutes of counselling.

FCSS PROGRAM HANDBOOK 22

The FCSS Program Handbook is intended to assist staff, elected officials, and board members in understanding the purpose of the FCSS Program, how FCSS funding is allocated, and how it can be used. It will also provide a record of significant program policy decisions, including interpretations of the FCSS Regulation.

FCSS MEASURE BANK WITH PROVINCIAL PRIORITY MEASURES AND INSTRUCTIONS 23

Measures are the questions that relate to the indicators of the outcomes identified for the program or project being undertaken and are a way of evaluating how local FCSS programs make a difference in the lives of people and communities.

FCSS OUTCOMES MODEL 24

The FCSS Outcomes Model, based on a program logic model framework, provides the vision, mission, and overarching goal statements of FCSS articulated from a provincial perspective. FCSS principles, beliefs and values are also considered, along with the broad strategies used by local FCSS programs to serve specific and general populations within Alberta.

CALGARY FCSS RESEARCH BRIEFS 25

The Calgary Family & Community Support Services research briefs are designed to guide organizations and funders who are working toward increasing social inclusion and strengthening neighbourhoods in Calgary. The emphasis is on preventive programming to avoid the onset or development of a problem, intervene at a very early stage of development, or mitigate the risk factors associated with an issue. Each research brief provides an overview of the issue, as well as evidence-informed strategies to prevent it from occurring or escalating.

SOCIAL WELL-BEING

A state of living where people experience acceptance, appreciation, connection, contribution, and compatibility within themselves and in a reciprocal relationship with others.

SYSTEMS MAPPING 26

A systematic approach to mapping all the programs, locations, helplines, and benefits available to people seeking help in the social sector. HelpSeeker’s systems mapping provides a comprehensive real-time inventory of community services and categorizes all programs by target population, eligibility criteria, geographic scope, and service model (including real-time occupancy) to show which resources are available.

1 Government of Alberta, Family and Community Support Services Regulation (Edmonton, King’s Printer, 2021), kings-printer.alberta.ca/1266.cfm?page=1994_218.cfm&leg_type=Regs&isbncln=9780779824540

2 Authored by Howard Research and Management Consulting Inc.

3 The Senate of Canada, In from the Margins, Part II: Reducing Barriers to Social Inclusion and Social Cohesion (Report of the Standing Senate Committee on Social Affairs, Science and Technology, June 2015), p. 7, sencanada.ca/content/sen/Committee/411/soci/rep/rep26jun13-e.pdf

4 City of Grande Prairie, Grande Prairie Integrated Coordinated Access Model (2020), p. 4, cityofgp.com/sites/default/files/2022-01/final_report-grande_prairie_integrated_coordinated_access.pdf

5 City of Grande Prairie, Grande Prairie Integrated Coordinated Access Model (2020), p. 11, cityofgp.com/sites/default/files/2022-01/final_report-grande_prairie_integrated_coordinated_access.pdf

6 City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), p. 28, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

7 City of Grande Prairie, City of Grande Prairie Strategic Plan, 2022 – 2025 (2022), cityofgp.com/city-government/mayor-city-council/councils-strategic-plan

8 City of Grande Prairie, Homelessness Strategy for Grande Prairie 2021 – 2023 (2021), cityofgp.com/sites/default/files/2022-01/homelessness_strategy_2021-2023.pdf

9 Grande Prairie Community Opioid Response Task Force, Grande Prairie Community Opioid Response Framework (May 2022), everyoneisimpacted.com/task-force

10 City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

11 Statistics Canada. 2017. Grande Prairie [Population centre], Alberta and Alberta [Province] (table). Census Profile. 2016 Census. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E

12 The Venn diagram is for illustration purposes only: the size and area of ellipses as well as the overlapping intersections are meant to provide a sense of magnitude but are not done to an accurate scale.

13 City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), p. 15, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

14 Ungar, “Resilience across Cultures”, quoted in City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), p. 17, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

15 City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), p. 17, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

16 Joan M. Patterson, “Understanding Family Resilience”, Journal of Clinical Psychology 58, no. 3 (2002): 233-46, quoted in City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019),p. 19, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

17 Ungar, “Resilience across Cultures”, quoted in City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), p. 22, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

18 City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), p. 22, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

19 The Senate of Canada, In from the Margins, Part II: Reducing Barrieas to Social Inclusion and Social Cohesion, quoted in City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), p. 24, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

20 City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), p. 24, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

20 City of Grande Prairie, Social Sustainability Framework 2018: A Map for the Road Ahead (2019), p. 24, cityofgp.com/sites/default/files/2022-01/social_sustainability_framework_2018_full_version.pdf

22 Government of Alberta, Children and Youth Services, Family and Community Support Services (FCSS) Program Handbook (2010), open.alberta.ca/dataset/18ffaf4e-db3b-476c-8901-9a9d825c366b/resource/2589adce-09c54830-9ba2-406c5ae4f4c7/download/2010-family-and-community-support-services-fcss-program-handbook.pdf

23 Government of Alberta, Family and Community Support Services Measures Bank with Provincial Priority Measures and Instructions (August 2014), open.alberta.ca/dataset/3131ce15-0219-40de-9337-908ee4aa4665/resource/5722a7cdeb3c-4685-9f60-36ffba162084/download/2014-social-care-facilities-review-committee-scfrc-measures-bankaugust-2014.pdf

24 Government of Alberta, Family and Community Support Services (FCSS) Outcomes Model: How we are making a difference (March 2012), open.alberta.ca/dataset/0bbbe03a-1f58-446e-ae76-70f5b8deb52c/resource/dd0baa63e5f6-4a1c-94c9-1772c1cc011b/download/fcss-outcomes-model.pdf

25 City of Calgary, “Family & Community Support Services Research Briefs”, calgary.ca/research/social-issues-briefs.html

26 Helpseeker Technologies, “Systems Mapping”, helpseeker.org/solutions