Alliance to End Homelessness unveils strategic plan to achieve ‘functional zero’ by 2030

The Alliance to End Homelessness in the Capital Region (AEHCR) has a lofty goal of bringing the region closer to “functional zero” homelessness by 2030. But functional zero homelessness doesn’t mean homelessness is eradicated.

“It means people’s experiences of homelessness are brief, rare, and non-recurring,” explained Sylvia Ceacero, the Alliance’s CEO.

At least 1,665 people were experiencing homelessness on March 7, 2023, as recorded in a point-in-time homeless count. A new bi-annual Point-in-Time (PiT) Homeless Count and Survey will take place on March 26, funded by the federal government’s Reaching Home: Canada’s Homelessness Strategy.

Ceacero and Michelle Vanchu-Orosc, the AEHCR’s research and data analysis director, presented the organization’s new Strategic Community Plan 2025 to 2030 to the Saanich council on Monday.

The AEHCR, formerly known as the Greater Victoria Coalition to End Homelessness, has been at the forefront of addressing homelessness in Greater Victoria since it was established in 2008. In 2022, the organization rebranded to better reflect its regional scope and commitment to both upstream and downstream prevention strategies post-pandemic.

The strategic plan is anchored by three pillars: prevention, data, and housing. It is meant to serve as a roadmap for systemic change and aligns with the provincial Belonging in BC strategy.

The plan stresses the importance of person-centered approaches, emphasizing choice in housing and the need to integrate the voices of those with lived experience in the process. “Nothing about us, without us,” said Ceacero, highlighting the person-centric focus of the plan.

The AEHCR's strategic plan is anchored in five key outcome areas, each with specific goals and objectives:

1. Support Services (SS):

   • Provide accessible and appropriate support services tailored to individual needs
   • Equip support service agencies with the mandate and capacity to deliver essential services effectively

2. Housing (HO):

   • Expand the supply of diverse housing types to cater to varying needs
   • Prioritize the development of purpose-built rental units through supportive policies and processes
   • Implement policies like the Inclusionary Housing and Community Amenity Policy to encourage affordable housing developments

3. Advocacy & Awareness (AA):

   • Engage communities and neighborhoods in understanding and addressing the impacts of homelessness
   • Promote education and awareness campaigns to reduce stigma and encourage community support

4. Prevention Support (PS):

   • Identify and address risk factors leading to homelessness
   • Develop early intervention programs to support at-risk populations
   • Collaborate with stakeholders to enhance prevention efforts and resource allocation

5. Collaboration & Leadership (CL):

   • Sustain partnerships among government agencies, health services, non-profit organizations, businesses, and the broader community
   • Support the development and operation of Indigenous-led organizations to address the impacts of colonialization on homelessness among Indigenous people
   • Align local actions with resources available through provincial and federal programs to augment efforts to solve homelessness in the region
   • Implement data management systems, such as the Homeless Individuals and Families Information System (HIFIS), to monitor and address homelessness effectively

“We didn’t invent any of this,” said Ceacero.

The plan, she said, was inspired by the Built for Zero initiative by the Canadian Alliance to End Homelessness (CAEH), and encourages collaboration and accountability in tackling homelessness across the region. The Built for Zero initiative has become a national movement that encourages communities to work together toward ending homelessness through measurable and timebound goals.

Data collection that includes systems mapping at intersections with other services “needs to include info on how we will address governance, use, and appropriate methods of collection of data,” said Vanchu-Orosco.

Cornerstone is a person-centered design

At the foundation of the plan is the concept of person-centered housing, also known as human-centered housing. Core considerations of person-centred housing are that it must be adequate, adaptive, appropriate, and safe. The approach ensures that solutions are tailored to meet the needs of people with lived or living experiences of homelessness and emphasizes the right to choose.

The plan underscores the need for specialized housing solutions for vulnerable populations, such as people with mental-health challenges and women fleeing domestic violence.

“Across the South Island, there are only three units of safe housing for women fleeing violence. That is definitely not enough,” Michelle added. Victoria Women’s Transition House and Cridge Centre in Victoria both offer housing for women escaping domestic violence.

Looking for collaboration across the region

The Alliance’s plan highlights the importance of collaboration across the region, with efforts to streamline processes and reduce existing silos. “We need collaboration across the board,” said Ceacero.

Saanich already contributes roughly $230K annually to the regional Housing Trust Fund. The municipality recently endorsed two significant capital grants from its affordable housing reserve including $304K for the Aboriginal Land Trust Society to develop a 104-unit, six-storey building for Indigenous populations on Cadillac Avenue, and $288K for the Capital Regional Housing Corporation to fund a 210-unit residential project at Cedar Hill Road.

Where the money comes from is a concern

The pair were asked by the council whether the Alliance was worried about provincial funding drying up.

Vanchu-Orosco said she was more concerned about local funding disappearing. “We have a concern of funding drying up at the local level. Victoria was considering removing some of the funding for community programs, and one of the places they were thinking of cutting back is the Alliance.”

To combat potential funding shortfalls, the Alliance has pursued various grants, including one with the Vancouver Foundation, which recently launched a $300K funding stream for organizations working to transform systems related to homelessness.

The City of Victoria, as a member of the AEHCR, has implemented policies such as bylaw changes to facilitate the creation of new rental housing, prioritization of purpose-built rental units, and tenant protection measures.  The Alliance receives $100K from Victoria which is rolled into the CRD funding it receives each year.

Coun. Susan Brice said Saanich contributes roughly 30% of funding to the CRD Housing Trust Fund. The fund, originally set up in 2005, provides capital grants for "bricks and mortar" and for acquiring, developing, and retaining affordable housing for low- or moderate-income households and prioritizes Regional Housing First Program projects.

Saanich, as a contributing partner, has yet to make a formal decision about joining the Alliance as a corporation.

Looking ahead,Coun. Nathalie Chambers said she is optimistic about the future. “A lot of work to do and a lot of work being done and I think we can achieve 2030 with the right funding and support from everyone in the region.”

Brice encouraged her colleagues to follow the direction Vanchu-Orocosco and Ceacero had provided in joining the Alliance.