the community attended these consultations, including representatives from many of the 50 + drop-in members of the Toronto Drop-in Network (TDIN), City staff and other funders. 2.1 Divisional Directives In December 2013, Shelter, Support and Housing Administration's (SSHA) strategic planning tool, 2014-2019 Housing Stability Service Planning Framework (HSSPF) was adopted by City Council. (). This report builds on the policy directions in Housing Opportunities Toronto: An Affordable Housing Action Plan, 2010-2020 (HOT Plan), approved by City Council in 2009 (). The HSSPF shapes the transformation of Toronto's housing and homelessness services into an integrated, client-centered, outcome-focused service system. This system will enable vulnerable residents to access suitable housing, remain in their homes longer and improve their well-being through a range of supports. It provides a plan for SSHA, other City divisions and related community partners to be involved in the planning, management and delivery of SSHA's full range of housing and homelessness services over the next five years. Ensuring a strong and responsive drop-in sector is of critical importance to the division, addressing several of the HSSPF strategic directions and strengthening the divisional goals set out in the report's key actions. Investing in drop-in programming is critical for: Preventing homelessness (Strategic Direction 1) by working with community partners and leveraging investments in community-based programs that increase community connectivity, social integration and economic well-being for service users, leading to improved housing stability. Improving access and equity (Strategic Direction 5) by ensuring that drop-in services are responsive to the needs of specific client groups including Aboriginal People, LGBTQ, seniors, women and people with substance us and/or mental health issues. Delivering high quality service (Strategic Direction 6) by providing customer service that is respectful and considerate of the needs of vulnerable clients. Partnership development and service coordination (Strategic Direction 7) by developing a coordinated service sector with consistent performance measures developed by the sector, based on empirical evidence. SSHA works closely with community d partners to identify and address the emerging needs of people who experience homelessness and/or housing instability.
the community attended these consultations, including representatives from many of the 50 + drop-in members of the Toronto Drop-in Network (TDIN), City staff and other funders. 2.1 Divisional Directives In December 2013, Shelter, Support and Housing Administration's (SSHA) strategic planning tool, 2014-2019 Housing Stability Service Planning Framework (HSSPF) was adopted by City Council. (). This report builds on the policy directions in Housing Opportunities Toronto: An Affordable Housing Action Plan, 2010-2020 (HOT Plan), approved by City Council in 2009 (). The HSSPF shapes the transformation of Toronto's housing and homelessness services into an integrated, client-centered, outcome-focused service system. This system will enable vulnerable residents to access suitable housing, remain in their homes longer and improve their well-being through a range of supports. It provides a plan for SSHA, other City divisions and related community partners to be involved in the planning, management and delivery of SSHA's full range of housing and homelessness services over the next five years. Ensuring a strong and responsive drop-in sector is of critical importance to the division, addressing several of the HSSPF strategic directions and strengthening the divisional goals set out in the report's key actions. Investing in drop-in programming is critical for: Preventing homelessness (Strategic Direction 1) by working with community partners and leveraging investments in community-based programs that increase community connectivity, social integration and economic well-being for service users, leading to improved housing stability. Improving access and equity (Strategic Direction 5) by ensuring that drop-in services are responsive to the needs of specific client groups including Aboriginal People, LGBTQ, seniors, women and people with substance us and/or mental health issues. Delivering high quality service (Strategic Direction 6) by providing customer service that is respectful and considerate of the needs of vulnerable clients. Partnership development and service coordination (Strategic Direction 7) by developing a coordinated service sector with consistent performance measures developed by the sector, based on empirical evidence. SSHA works closely with community d partners to identify and address the emerging needs of people who experience homelessness and/or housing instability.
23-0168-Proposal-Guidelines-and-Application.docx