Month: June 2021

Supporting Clients through Winter and COVID-19

On February 9^th and 11^th, 2021, housing professionals from across Toronto gathered in a series of Community Conversations to collectively discuss the needs of clients facing housing precarity/inadequacy, the challenges faced in the housing sector during a COVID-19 winter, and the resources available for supporting clients through winter months.  

Together, housing professionals shared services available at their own agencies, discussed shifts and changes to service provision, and identified strategies and approaches to facing the challenges of this winter. By identifying the needs of clients and the gaps that exist in services that meet those needs, participants engaged in an effort to share strategies and ideas for support.  

The conversations identified the consistent and ongoing needs that communities faced with housing precarity/inadequacy or experiencing homelessness share. Participants identified that folks without housing security were in particular need of:  

• Housing Help Services  
• Financial Supports  
• Food provision, including free or low-cost hot meals and hot beverages 
• Access to bathrooms with hot water 
• Access to showers  
• Access to internet and the devices required to connect online  
• Access to telephone services  
• Transportation access, including transit tokens, rides, and pre-paid presto passes  
• Shelter beds  
• Mental health supports  
• Warm clothing, socks, blankets  
• Clean water  
• More warming locations for extreme cold weather  
• More supports for encampments, and reduced policing in encampments  
• Readily available harm reduction supplies  

Participants discussed the challenges that are shared across the sector by folks accessing services, and by service providers themselves. The most common challenges identified were:  

• Self-care and secondary trauma for service providers  
  • Service providers are stretched thin and it is challenging to prioritize their own mental health and well-being.  
  • Service providers are simultaneously experiencing the collective trauma of this pandemic and feeling called to increase supports offered, to the detriment of their own mental health.  
• Discrimination and stigmatization 
  • Private market landlords still uphold discriminatory practices housing folks who are marginalized. 
  • Some housed residents in areas where temporary shelter have been created either by the City (in the case of Roehampton) or by the community itself (in the case of encampments) have made complaints that have resulted in dislocation by unhoused residents.  
• Housing market remains unaffordable   
  • People are struggling to find housing, or struggling to maintain the housing they have found. Employment losses and limited access to viable employment, combined with limitations of income supports, have made evictions consistent and threatening to housing stability for many community members.  
• Tech accessibility  
  • Access to devices is necessary for surviving a COVID-19 winter, but cost is a barrier to obtaining devices for those in need, and a barrier for providing devices for service providers. Increased funding to provide organizations with devices to give to service users is needed.  
  • Many services are offered online, and the internet remains an expensive and private offering. Locations with wifi access (like libraries, Tim Horton’s, McDonalds, etc) are closed, so communities have no way of accessing the internet  
• Mental Health  
  • Critical mental health issues persist, but free mental health services remain limited, and some services remain closed due to the pandemic (some detox centers and drop-in mental health supports) 
  • Online resources are available, but rely on access to tech and internet, which many unhoused or precariously/inadequately housed community members do not have  
• Physical health  
  • Many clients do not have a regular physician for maintaining physical health, and can only access emergency services. Many clinics are limiting appointments to emergencies.  
• Shelter capacity and safety  
  • There are not enough beds in the shelter system to provide safe indoor spaces to unhoused residents of Toronto.  
  • Shelters are difficult to social distance in, and COVID outbreaks in the shelter system cause uncertainty and risk. Many community members would prefer to live in encampments where they are able to have isolated, socially distanced, and private dwellings in tents or temporary structures.  
  • Shelters and hotel beds have had restrictions that have proved challenging for service users, and many unhoused people with pets have reported challenges and issues with keeping their pets, preferring encampment residency.  
• Encampment supports are limited, and encampments remain a violation of city bylaws 
  • Limited indoor spaces are consistently full, access to indoor spaces (libraries; Tim Horton’s; McDonalds) is closed; face-to-face supports is high risk and so reduced; encampments continue to be cleared.  
• Service reduction 
  • Drop-ins are limited to unhoused service users, creating a gap in access for folks who are housed but rely on drop-in services for meals, socializing, and computer/tech access.  
  • Face-to-face services are reduced, limiting ability of service providers to build rapport and trust with service users.  
  • Food provision services saw an increased level of donations at the beginning of the pandemic, but the donations have tapered and it is challenging to continue to provide hot meals during the winter months  
• Volunteer support decreased 
  • With COVID restrictions and ongoing emergency measures, programs that have relied on volunteer supports have not been able to keep up with demand due to capacity constraints of the lack of volunteers.  
• Warming locations are limited  
  • There are only four warming locations in the city  
  • There is transportation between the warming centres, but there are no other pickup locations for residents seeking warming spot during extreme cold weather  

The participants also shared expert insight into some strategies that could be helpful for community members experiencing homelessness, or who are inadequately housed:  

• Government supports and government relations  
• The province, City, and federal governments need to work more closely together to ensure affordable housing options.  
• More coops need to be built by the Federal Government. 
• The City could rent condos where vacancy rates have risen during the pandemic. 
• Income supports are not enough, and now some clients are facing punitive measures against accessing CERB while on social supports  
• Supports are offered online, but there is not enough effort to provide the tech required to access them. 

Identified Services and Supports: 

Organization	Services and Opportunities for Supports
Hope + Me	Peer support group for frontline workers that meets every 2nd Friday at 1pm
Scarborough Housing Stabilization Planning Network (SHSPN)	Partnerships in the Scarborough area  Furniture   Food bank for clients   Winter clothing   Early On program
Scarborough Centre for Healthy Communities	2-week supply of food (with Halal option) for folks who are COVID positive and living in the Scarborough area   Community Outreach COVID-19 Health Equity Project  Cooked meals, with vegetarian options  Pop-up COVID testing in Scarborough
Street Health at Dundas and Sherbourne	Updated food bank locations   Drop-in nursing services twice a week   Nurse practitioners on site   ID Clinics   Overdose prevention site
Inner City Health Associates	Nursing support in downtown encampments (from Carlaw to Dufferin)   Outreach and direct support, with a physician   Support in shelters   Some COVID recovery sites
Ve’ahavta	Outreach van providing hot meals, essential clothing and hygiene supplies  Partnerships with health support services and shelters   Meal box program (currently on hold)   The Ve’ahavta Skills Academy (VSA), a free nine-week intensive digital program that provides training and support in the areas of essential skills and career exploration, in partnership with George Brown College.  The Building Foundations for Women (BFW) program, is a free nine-week intensive digital program that provides training and support for women facing socio-economic, immigration, and/or mental health challenges.
Furniture Bank	Phone ahead of time  Home deliveries will resume by July 6th  Accepting corporate donations only at this time  May offer virtual tours in future   Still doing some deliveries  Can’t go and look at furniture  No option for pick-up  Flat rate for delivery of furniture  Alternative options:  Habitat for Humanity has furniture on website  YWCA  For Women, interest free loans for furniture when moving into a new place
Toronto Public Libraries	Internet connectivity kits provides vital connections for by equipping people with a free laptop and WiFi hotspot with four months of unlimited data. Participants will keep the laptop and Wi-Fi hotspot at the end of the program.   When open, access to bathrooms and washrooms, and provision of referrals to community services   Provides compilatory presto pass card (unfilled)  Digital access library card to get immediate access to Toronto Public Library’s digital resources and services.   Digital programs and classes, available online   9 TPL food banks   WIFI on wheels: TPL bus travelled around to Northwest areas to provide free WIFI as a pilot in the summer, may continue   TPL care kits: – folks picking up their collections can ask for a personal care kit (soap, shampoo, hygiene products)  Senior tech help – for vulnerable seniors who are isolated to help them learn to use tech for connection
Frontier College	Strengths-based literacy programs that provide financial literacy, tech literacy, and basic skills   Tech literacy is available, but dependent on participants owning their own devices
Native Child and Family Services	Rent Smart certified staff providing training on housing skills and tenant rights, and coaching on meeting with landlords and going to viewings   Shelters for Indigenous men and woman call 416-969-8510.  Youth location to help Indigenous Youth to find housing, by appointment only  Food Hamper Services (once per week) for Indigenous youth and families. Call 416-969-8510.  Mental Health Services  Holistic referrals to Mental Health Services for youth. Or they can refer to Anishnawbe Health Toronto.  Art Program for Indigenous people involved. They will deliver art supplies and support the client to participate online.
Stella’s Place	Mental health services and programming for youth age 16-29  Drop-in virtual counselling on Thursdays from 3-6pm
Toronto Drop-In Network	Updated list of open drop-in spaces, drop-in take-away meals, and encampment meals provided in the City of Toronto   Covid-19 guidance for Drop-ins   Meal voucher food security pilot program
Bounce Back Ontario	Free skill-building program managed by the Canadian Mental Health Association (CMHA) designed to help people aged 15+ manage low mood, mild to moderate depression and anxiety, stress or worry, delivered over the phone with a coach and through online videos.
Chalmers Bot	Requires a computer. Provides regularly updated services available near you through map, including:   Emergency shelter  Food   Clothing depots  Drop-ins open
Mind Beacon	Free mental health support for Ontario residents dealing with stress, anxiety, depression and other mental health challenges.
Native Women’s Resource Centre	Offering:  Online Counselling  Support Line  Support Email 8AM-12AM
Good Sheppard Ministry	Foodline outside, 24/7  Emergency clothing   Emergency shelter/hotel location   Pre- and Post- drug treatment program (recovery program)
Madison Community Services	Food Security Program delivers fresh food boxes, prepared meals and groceries to clients who have physical disabilities or other barriers to shopping.   Purchased cell phones for clients who did not have phones to connect with their case managers and laptops for clients who are at high risk and require a higher level of contact through video case management sessions.  Social-recreation workshops to our clients by video such as yoga, dance, and cooking sessions.  The Pathways To Home Program, designed to address the critical lack of 24/7 intensive on-site high support housing for long-term users of the shelter system who have complex mental health and/or developmental disabilities as well as physical health challenges.
Red Door Shelter	Winter survival kits   Moving support program   Food Bank
Rogers	Connected for Success Program:   Partnership Agreement for Low-cost internet access available to clients of partners.
Telus Social Impact Program	Internet for Good program offering high speed broadband internet to qualified low-income families for only $9.95 per month.  Tech for Good offers people with disabilities customized technology solutions to help them live more independently.   Health for Good enables TELUS mobile health clinics to bring primary healthcare directly to people in need who are unhoused.
RC Tech Outreach	The RCTech OUTREACH program and the Computers for Schools+ program provide qualifying students, individuals and families with affordable renewed computers, ready to use software and learning modules all in one package.   Nonprofits that provide services to students, individuals, and families may qualify to participate in their program to help clients access affordable technology, by becoming a program partner.
Free Geek Toronto	A technology reuse social enterprise that works with partners to provide low-cost computers to increase digital inclusion in Toronto.  Accepts donations of old laptops which they refurbish for their program partners.
TESS	Providing virtual OW Caseworkers through WebEx in shelters for people without phones   OW is not currently requesting documentation for folks with no fixed addresses   MDOT Team (to discuss a potential referral, please call Streets to Homes at 416-338-4766 or the M-DOT office at 647-777-0130). They can often find rooms for people who are homeless. If there is a homeless client, they will go out to the client.  Housing Stabilization Fund has increased to allow clients up to $1,600 in one year, so they can acquire it twice per year.
Seniors	The City of Toronto is partnering with community agencies to connect residents to resources, services, programs, and support during the COVID-19 pandemic.

Click Here to return back to Community Conversations!

Preparing for Reopening: A Conversation for Managers and Administrators 

Successful reopening requires the leadership of Managers, Human Resources Administrators, and Executive Directors. On May 21 and 22 2020, EYET hosted and facilitated a conversation that brought over 75 leaders and decision-makers from across the housing sector together to discuss preparing organizations and teams to reopen doors to clients and community in the wake of the Covid-19 quarantine restrictions.  

The conversations were guided through three themes:  

• Physical Spaces 
• How must we shift our physical spaces to adhere to social distancing rules?   What are the safety measures needed, and how will they be supported and communicated?   
• Client Services 
• What do client services look like? How must we prepare for this new interface? How are we prioritizing client safety as policy? How are we communicating that to staff and clients?  
• Managing Remote Teams 
• How do we continue to support workers working remotely?  
• Tools that can support remote work:  
  • Trello – a tool for tracking work  
  • Asana – a tool for tracking project-based work  
  • Microsoft Teams – tool for collaborative working that is integrated with Outlook  
  • Slack – digital communication platform for remote teams   
  • Zoom – video conferencing program  
  • GoToMeeting – alternate video conferencing platform 
  • Cisco Webex – alternate video conferencing platform 

As leadership strategizes ways shift their organizations to prioritize safety in reopening, staff need to know that there are structures in place to ensure their safety. Policies and procedures need to be created and communicated clearly, and staff need to be trained on any changes.  

Physical Spaces 

How must we shift our physical spaces to adhere to social distancing rules?   What are the safety measures needed, and how will they be supported and communicated?   

During our community conversations with Housing Professionals across the sector, we heard a lot of feedback and concerns about returning to the office. Some of those concerns include: 

• Small office and/or client meeting spaces making it difficult to practice social distancing  
• High volume of traffic in office spaces lead to increased risks  
• Office computers are not always set up with needed technology for digital connection (cameras, headsets)  
• Office spaces/desks are close making privacy a challenge for digital meetings with clients 

Leadership-identified challenges and strategies: 

CHALLENGE / PROBLEM	STRATEGY / SOLUTION
Shared Workspace:   Many front-line staff share spaces or use the same computer/equipment	Divide staff into teams and alternate their in-office time   Allow all admin/reporting to be done at home on ‘work-from-home’ days or weeks  Implement policy for deep sanitation of all equipment by staff at the end of use.   Limit capacity in supply rooms, bathrooms, and other rooms where things are stored; display supplies list for convenience
Safety for direct service provision:   Frontline essential services (i.e.: drop-ins) must continue, high risk activities that includes prolonged close contact	Secure full PPE (Personal Protective Equipment): face shields, masks, goggles, gowns  Provide PPE to staff and clients  Sanitation station upon entry to building (hand sanitizer)   Consider screening and having in-house testing   Active screening of visitors/clients can include: taking temperature and asking questions to identify potential exposure or risks, identifying symptoms
Acquiring PPE:   Can be expensive; unexpected expense, not budgeted for	Advocate for the city to provide PPE to agencies for at least one full year   Advocate city to provide in-person assessments for IPAC advice   Negotiate with funders and the city – it should not be up to agencies to offer that themselves; the city must provide these for at least a year if not longer  Advocate for in-person assessments for IPAC advice; physical things can be done, and reasonably well, but it’s a matter of funding it
Lobby / intake crowding: Intake spaces are modelled in ways where congregation happens	Consider remodeling to reduce congestion  Remove waiting area or significantly reduce capacity  Add clear markers on ground for lines, including outside  Clearly mark capacity on the door, redeploy staff to monitor at the door   Install plexiglass Safe Guards at intake desks (consider moveable Safe Guards to maximize utility
Noncompliance with Social Distancing:   Staff or clients may not comply fully with the social distancing guidelines in place.	Make social distancing a policy; have regular safety check-ins about it to reinforce   Make client services by appointment to ensure control over space where client interaction occurs   Clearly mark spaces with appropriate distance, including meeting space, working desks, hallways
Maintaining staffing levels:   Some staff may be physically compromised and unable to work; pay not competitive enough, staff retention challenging.	Reallocate labour to keep staff employed   Advocate for increased funding and re-structured work plans   Leadership may have to take on new workload to complete work employed staff are unable to do
Contamination:   High traffic offices may have increased risks of contamination.	Ensure well stocked on supplies (disinfectant; disposable wipes; alcohol-based hand sanitizer; touchless garbage cans)  Create and post a regular cleaning schedule in the office   Staff rotate to sign up for a disinfecting shift every 2 hours   Use laminated paper/whiteboard for a cleaning checklist to ensure all surfaces are disinfected at least 4 times a day  Hire a deep cleaning company to disinfect office fully between rotations of staff teams   Post signage on how to keep clean and sanitized
Staff may contract COVID:   There is high risk to frontline service delivery, and staff may contract Covid-19 and be unable to work, or spread it to other.	Revise sick days policy to be flexible to accommodate unique circumstance of pandemic   Use SSHA guidelines to screen staff daily upon coming to work   Offer support in monitoring symptoms before and after work, allowing remote work if any symptoms are present at all   Consider policy to reimburse Transporation costs to encourage staff to avoid TTC
Policy and Guidelines:   New or revised policies are needed related to COVID-19	Revise existing policies to make amendments to include information from policies put out from Toronto Public Health and other governmental guidelines   Revise illness policies, including return to work post COVID illness     PPE (ex: when to wear masks; wearing gloves to touch communal equipment)  Screening   Remote Work   Cleaning and Disinfecting   Transportation to reduce TTC use   Client prioritization and triage guidelines to prioritize essential services   When Covid-19 is suspected or confirmed
Rearranging and Reducing Furniture: Furniture currently in the office needs to be removed to make space for social distancing.	Rent a storage unit to move furniture into   Consider partnering with a community partner who is in the same situation
Signage: Clear communication of all guidelines, policies, and safety measures in the office spaces is extremely important.	Passive Screening Signage: prompting visitors to self-identify if they have symptoms of Covid-19  Active Screening information: if there is someone screening visitors, signage at entrances outlining procedures   Reminders to perform hygiene (hand washing)   Physical Distancing reminders   Reminders to use PPE, with instructions
Funding and Costs: Implementing measures needed to address safety concerns is costly.	Ministry allows shifting of agency funds if related to safety   Combine advocacy efforts to secure funding for safety needs (like the provision of PPE)

Client Services  

What do client services look like? How must we prepare for this new interface? How are we prioritizing client safety as policy? How are we communicating that to staff and clients?  

During our community conversations with Housing Professionals across the sector, we heard a lot of feedback and concerns about returning to the office. Some of those concerns include: 

Examples (Staff have identified): 

• Unable to hold in-person workshops and programs for clients 
• Clients feeling social isolation and unable to connect  
• Accessing food services  
• New move ins require furniture but moving is a challenge 
• Shared living spaces may be unsafe for clients and workers  
• Outreach and client intake 
• Supporting clients to viewings 
• Home visits 
• Regular office hours have not consistently met shifting needs of clients 

Leadership-identified challenges and strategies: 

Challenge/Problem	Strategy/Solution
Program Risk Differentiation: Not all programs pose the same risk or need.	Undertake risk assessment for each program offering to prioritize bringing programming back   Incorporate impact to the risk assessment to balance risk- with impact/need   Determine a rollout of program returning on a basis of low-risk/high-impact metrics
Groups and Programming:   Clients need to return to programming and groups as soon as possible.	Reduce capacity for groups  Reduce program length   Increase frequency of programming   Shift staffing schedules to accommodate offerings   Consider hiring security or using Volunteers as security to monitor capacity
Risks to client one-on-one meetings:   How to ensure social distancing while sitting in the same room as a client.	Switch to appointment-based meetings only  Screen clients upon entry   Re-purpose office space to make client meeting rooms larger  Install barriers between client and worker (ie: plexiglass)  Secure virtual platforms like Ontario Telehealth Network that Doctors use or ZOOM platform  Ensure compliance with privacy legislation, Personal Information Protection and Electronic Documents Act (PIPEDA)
Supporting non-essential services:   Clients still need information but non-essential programming is limited.	Provide a resource centre for clients with information packets to grab   Space public computer stations  Computer time limitations, sign-up basis
Application Support:   Clients need help with applications, challenging to do socially distanced.	Shift to a ‘drop-off’ service with respect to applications  Install a box for clients to drop off forms to minimize number of clients coming in to the office   Use DocuSign – software that allows clients to click a button to sign an application instead of having in-person
Prolonged contact unavoidable:   Orgs that offer spaces to sleep or food services cannot mitigate risks of prolonged contact.	Prioritize space as risk mitigation  Move cots apart   Limit people at a dining table by closing or removing chairs   Clearly mark distanced spots for sitting, socializing, smoking, etc
Client noncompliance with PPE guidelines and policies:  Especially for clients with mental health issues, or clients who struggle adapting to new/changing environments.	Provide education and training on protocols   Provide PPE for clients   Post information in multiple languages, formats (ie: visuals and pictures as well as words)
Other Organizations Changing Services:   Staff struggle to keep up with service changes for referrals.	Coordinate with partners to update changing services  TDIN is currently updating service changes for all Drop-Ins
Clients not self-screening:  Clients unaware of self-screening strategies and not screening prior to accessing services.	Implement screening on-site prior to entry   Form for staff and clients to complete at check-in asking about where they have been, if they’ve been in contact with COVID-19 infected person, if they have symptoms   Install intercom systems for screening to occur before clients enter building
Tech Limitations: Clients don’t have access to the tech needed for remote support.	Shift drop-in to appointment based   Organize tech literacy training to facilitate clients shifting to digital support models   Set up virtual meeting room with computer with tech set up so that clients can access workers remotely, and the workers can provide meetings to clients from home   Toronto Public Library lends out hotspots

Management of teams: Organizational changes and working remotely 

How do we continue to support workers working remotely? What considerations must leadership and management have to adapt to managing teams in new structures.  

Examples (Staff have identified): 

• Disconnect between staff and teams working remotely  
• Workload changes and feeling unsure of new shifts  
• Recent technologies and software are overwhelming  
• Staff don’t have access to hardware at home (printing, scanning, copying, stamps)  
• Staff need reliable high-speed internet for working from home  
• Staff who parent find it challenging to balance childcare with consistent work hours  
• Work/home life lines are blurred while working from home, challenging to set up boundaries  

Leadership-identified challenges and strategies: 

Challenge/Problem	Strategy/Solution
Strategy: COVID-19 requires adaptations and workplan strategies that are temporary and unpredictable.	Create a COVID-19 Strategic Plan that covers: Minimum staffing needs; critical and essential services; policy development functional limitations and barriers; work from home plan  Begin near-future planning and recovery planning; draft frameworks for planning beyond reopening: one year, three years.
Remote work impossible for some positions: Some front-line service delivery needs to be in person.	Reconsider expectations and redefine service delivery  Provide meeting rooms for clients to meet with worker who works remotely by providing tech, so worker can deliver services from home    Set up an inexpensive voicemail service that clients can leave messages to for workers to get a hold of them
Team building: Teams feel disconnected and isolated in their work	Prioritize regular meetings and check-ins  Create self-care check-ins for the team to ensure collective care is considered  Provide space for socializing – organize lunches, social meetings   Provide prompts for a ‘fun’ check-in at the start of each week
Productivity and Outputs: Working from home may limit productivity; there is only so much work that can be done from home.	Identify what productivity looks like to staff working remotely vs in-person, strategize ways to replicate productive environments for staff  Survey staff about reimagining work in this context: what to stop/start/keep, what is realistic   Survey clients and volunteers about capacity and need in order to adjust expectations  Review workplans and deliverables, adjust   Recognizing challenges to work/life balance and childcare, offer option of flexible hours to accommodate life, focused on deliverable and not hours “in the office”
Adhering to collective agreements; undertaking union bargaining: Adhering to collective bargaining agreements is challenging with this shift in staffing structures; consistency is unattainable across many staff departments	Prioritize building a relationship with the unions and consider Covid-19 response and bargaining   Find ways to redeploy staff or reassign work to ensure consistent and equitable workloads for people working from home   Establish a Pandemic committee: a joint union-management committee to problem-solve collaboratively
Grants and Funder Expectations: Funding allocation has been provided for outputs that are no longer realistic; those funds could be used to implement new and shifting services, program, and projects.	Build and strengthen relationships with funders   Contact funders to renegotiate terms and deliverables, negotiate re-allocation of funds o adjusted programs and services   Re-define productivity and output to prioritize IMPACT in the COVID context   Collaborate with staff providing services to identify new, realistic deliverables and advocate for expectations informed by staff capacity
Remote work has tech challenges: Staff do not have access to the tech required to provide services remotely, or to do remote work	Provide computer, phone, phone number, headset, camera  Provide a budget for highest speed internet and to pay phone bill   Compensate for supplies for printing or provide account at printshop closest to employee’s home, or one that delivers   Provide training on chosen software and communication tools for remote work   Free Geek Toronto has refurbished tech at inexpensive rates
Immediate solutions don’t work long-term:   The quick adaptations to working from home don’t feel sustainable	Evaluate quarantine: Review and survey on the tech and software used during quarantine to work from home   Identify long-term solutions (software, systems management, training) for working from home   Set up sufficient training, provide resources for staff to learn   Ask staff for input in planning work from home strategy, and offer them to demo and train coworkers on what works (learn from one another)   Identify a mentorship model for those comfortable working from home and those uncomfortable – pair people in a buddy system to troubleshoot and learn together
Compassion Fatigue and Mental Health: Burnout seems to be increasing as boundaries are thinning.	Create an Action Plan for compassion fatigue  Cultivate a community of care in the workplace  Prioritize providing professional development around self-care, burnout, collective care, compassion fatigue, secondary trauma

Click Here to return back to Community Conversations!

On July 22^nd 2020, housing professionals from across Toronto gathered in a series of Community Conversations to collectively discuss the impact of COVID-19 on eviction prevention work, and to share skills and strategies for preventing, planning for, and support clients through evictions once the emergency eviction ban is lifted in Toronto. 

Together, housing professionals shared ideas on how to engage with landlords, how to prevent evictions, how to help clients prepare for evictions, and how to prepare for potentially high eviction notices from clients. This document provides some compiles resources to support eviction prevention planning and preparation, and the notes from the conversation breakout rooms.  

For comments, feedback, or questions, please contact Savhanna Wilson, savhanna@eyetfrp.ca.  

Eviction Prevention Resources 

• City of Toronto Eviction Prevention Framework 
• Institute of Urban Studies: Eviction Prevention Toolkit (2016) 
• Toronto Community Housing: Evictions 
• Advocacy Centre for Tenants Ontario (ACTO) 
• St Stephen’s Community House: Community Mediation Services 
• Rental Housing Enforcement Unit: Solving Disagreements with Landlords or Tenants 
• Steps to Justice: COVID-19 Housing Law 
• Steps to Justice: Evictions during COVID-19   
• Rent Smart. http://www.rentsmartontario.ca/ 
• Eviction Prevention Program (EPIC) 
• Rent Bank  
• EYET Affordable Housing Listing (Updated weekly)  
• EYET Community Forum 

Conversations produced notes in the following areas: 

• How are you currently engaging with landlords and clients to prevent evictions? 
• How are you currently helping clients prepare for evictions? 
• How are you preparing for potentially high eviction notices from clients once the emergency ban is lifted? 

Preventing Eviction: 

• Undertake proactive Eviction Risk Assessments with all clients, and continue to check in frequently. Create a template that could include gathering: 
  • Date of rent payment; last date of payment; amount owing; if they have enough money to pay rent; if they need financial supports or access to Rent Bank  
  • Relationship between client and their landlord (do they get along? Is the landlord responsive? How do they communicate, and how frequently?)  
  • Budget check-in, including income/outgoing expenses, how funds or financial supports are received (direct deposit? Direct to landlord? Cheque? Etc)  
• Show up and build relationships directly with landlords: some landlords who have been pushing tenants out have shifted away from evictions when advocates step in 
• Educate landlords: many small landlords don’t have full information about landlord/tenant rights, cost of evictions, etc.  
  • Landlords do not require a license or education to be able to rent out their place; encourage them to take Rent Smart courses, potentially get a Rent Smart certified staff member at your organization 
  • Focus on cost: landlords evicting will not only lose the income from arrears but also cost additional money – appeal to that  
• Check with client about direct payment from ODSP or OW; support client in making that decision and communicate that to landlords 
• Try to be proactive and mediating between them and landlord from the beginning to come up with payment plan that they are both comfortable with  
  • Meet with client one-on-one to empower them to see if they’re able to have the conversation with the landlord, and build their communication skills  
  • Role play with them about what they could say to their landlord  
  • Step in to mediate if they are too uncomfortable, or reach out to mediation services like St. Stephen’s  
  • Addressing emotion and knowing when to walk away and come back to a conversation 
• For those struggling with rental payment, work on budgeting and looking at how to compensate the amount they need to repay – what areas in their budget can they pull from to make ends meet and repay  
• Education – people feel disempowered and not familiar with legalities and rights and responsibilities, etc; housing professionals can refer to services, legal clinics, etc to help clients become educated and informed  
• If non-payment has occurred, engage with Eviction prevention programs 
  • Call city 311 
  • Mediation – St. Stephen’s!  
• Community legal clinics have been great and supportive; have helped review Ontario standard leases; are a great partnership to build into the work 
  • Support clients to prepare any paperwork or information that they might need ahead of a legal consult 
• Get consent from your client to talk to the landlord, and provide landlord with direct contact information; collaborate with other staff or management and landlord to come up with the solution (open communication) 
• Rent bank referrals 
• Mediate and negotiate payment plans 
• Some housed OW/ODSP recipients have collected one or more CERB cheques (more than they were entitled to), and must pay back the money before December 31^st 2020 or they risk fraudulent activity charges. Concerns and uncertainty around if they can lose benefits (ie child tax benefits or GST, or OW/ODSP) if they can’t pay it back, which would result in losing housing  
• Providing landlords with PPE has generated positive responses and been deemed helpful to them. They feel more secure, and safety is important to them. 
• Rent Bank – a lot of folks going into arrears don’t know about Rent Bank, so a referral to them will help  
  • Rent bank has made amendments for covid19 
• Discuss with clients a strategy to maintain housing (ex: pay rent first and refer to other supports for food access, etc.) 

Preparing for Evictions:  

• Contacting landlords in the catchment area about the Eviction Prevention Program (EPIC) and asking if they have tenants with a lot of arrears in the moments to help planning for arrears before the LTB opens – assessing documentations; trying to coordinate services between EPIC, Housing Stabilization Funds, and putting together payment arrangement plans and getting all of it in writing so that when the LTB opens there’s no motivation to evict because there is already a payment plan  
  • Education for landlords to salvage housing before LTB opens  
  • City of Toronto Team for the GTA; another team that works out of Albion in the west end, and St Stephens for downtown.  
  • City of Toronto Management is working with OW and ODSP offices and LTB folks to get direct referrals from them to make sure that tenants can make realistic repayment plans  
• Assess risk through Eviction Risk Assessment, determine who will need re-housing and set them up looking  
• Contact Toronto Community housing lawyers, where applicable   
• Seeking Rent Bank, HSF, or legal clinic support, letting clients know there is an eviction ban at the moment but it is about to be lifted 
  • Create information boards on the ban lift, seek all forms of income support and tackle cases one by one  
• Some Landlords are asking for rent plus repayment. Ensure all evictions presented to clients are legally binding, as laid out by the LTB; connect with legal aid clinic where uncertain 
  • Some clients have been presented with N4 forms that are ammended by landlords to include “if July rent is not paid along with August rent, tenant agrees to move out.”  
  • Review all eviction notices with client to ensure legality  

Preparing for heavy workloads: 

• Take vacations right now to anticipate high volumes of workload  
• Document all issues – create templates so that each client can be swiftly assessed and documented  
• Start the assessments now, and develop a triage system to address highest-to-lowest risk/need  
• Building proactive relationships with landlords before the ban is lifted, or as the ban is being lifted  
• Case load anticipate double or triple – Adding additional staff (landlord and housing support person), temporary staff/contracts, shifting responsibilities and expectations to prepare for client support increases, and anticipate other services clients may need with a plan in place for swift referrals  
  • Extra services required may include legal services, financial services to prepare for evictions; moving support; furniture; housing help; etc 
• Develop standard template for crisis response strategies to enact in cases of imminent/swift evictions 
• The eviction ban has allowed focus on other aspects of case management; preparing to shift to focus more on housing. 
• Housing Professionals need to continue to connect and collaborate, perhaps through an inter-agency communication forum. EYET’s Community Forum can be a space for that. 
• Clients need support creating a budget that includes CERB and rent arrears repayments; create some templates for that to ensure the budget creation can be swift.  

Concerns around Bill 184: for further consideration  

• Who will be drafting the repayment plans? Will it be landlords solely? Will verbal repayment plans be accepted? How can we ensure only written agreements with defined terms are standard? How can we advocate that the repayment plans should be standardized (I.e. the TCHC where the percentage of arrears for repayment not higher than 30% of income.) Alternative review of repayment plans could be the Duty Council at the LTB. — Legal clinics will be inundated. 
• Must ensure clients check in with supports before agreeing to a repayment plan. If a landlord wants to make a repayment plan agreement with them, and wants them to sign anything, advise them to tell the landlord they are interested in signing, but need time with the document to review. Support and connect them to legal services, review plan to ensure that it is realistic.  Fear landlord will draft repayment plans that are not fair for client’s ability to pay. Educating clients on what their rights are and making sure they seek support before signing anything. 
• Housing professionals are uncertain of the ramifications of Bill 184, and need to take the time to educate ourselves on the bill itself to get the full knowledge base to support clients. 

Click Here to return back to Community Conversations!

Community Mapping for Effective Referrals

On June 25^th 2020, housing professionals from across Toronto gathered in a series of Community Conversations to collectively discuss the ways in which the ongoing COVID-19 Pandemic has caused significant shifts in the ways agencies are able to provide services for clients who need them, resulting in uncertainties and inconsistencies in the availability of some supports. 

Together, housing professionals shared services available at their own agencies, discussed shifts and changes to services for referrals, and identified new services that have emerged since the beginning of the pandemic to provide adapted supports for clients. Gaps in services were highlighted in an effort to share challenges and strategies for addressing them.  

The conversations produced a number of resources that can support holistic, client-centered services by offering:  

• Housing Help 
• Financial Support  
• Food and Basic Needs 
• Employment and Life Skills  
• Health and Wellness  
• Social Supports  
• Specific services that are limited, or needs that continue to be largely unmet, during the COVID-19 pandemic include: 
• Mental health supports, increasing as people continue to be isolated 
• Social supports and opportunities for community building  
• Telephones and internet access as physical spaces continue to be closed 
• Harm reduction and safe consumption outside of the downtown core 
• Daycare and parenting support  
• Eviction prevention, as the LTB opens in July there is an anticipation of high volumes of evictions that have been prohibited 
• Supports for international students & newcomers who are ineligible for many programs 
• Service bottlenecks that are inconsistent between media advertising and availability of services, long wait times  

Identified Services and Supports

SERVICE SOURCE	SERVICE PROVIDED	SERVICE TYPE	CONTACT INFO
A-Way-Express	Consumer/Survivor led courier company  In addition:  Food Bank on Wednesdays 1pm until 3pm only Employment Counselling online	Food and basic needs  Employment and Life Skills	A-Way Express
Reena	Updated information for organizations and community members on how to maintain safety during the COVID-19 pandemic.	Health and Wellness	Reena Covid-19 Community Resources
Evangel Hall	Take-out Meals, Mondays to Thursdays, 10:30am to 12:30pm (counselling being offered outside) Clothing bank by request only (no donations) Washrooms (allowing people to enter one at a time)	Food and basic needs  Clothing  Washrooms  Spiritual Services	Evangel Hall Mission  Evangel Hall Housing  Adjusted Drop-in Services (including meals)
John Howard Society	Danforth location: Harm Reduction equipment  Other services are over the phone (transitioning to seeing one client at a time in outdoor locations)	Harm Reduction supplies	John Howard Society of Toronto Services
Furniture Bank	Phone ahead of time  Home deliveries will resume by July 6th  Accepting corporate donations only at this time  May offer virtual tours in future   – Still doing some deliveries  Can’t go and look at furniture  No option for pick-up  Flat rate for delivery of furniture  Alternative options:  Habitat for Humanity has furniture on website  YWCA  For Women, interest free loans for furniture when moving into a new place	Furniture  Income Supports for Women	Accessing Furniture Bank Services
Toronto Public Libraries	Hotspot (internet) and computer lending  17 locations to open on June 29th  Will open for computer use and holds, curbside pick-ups  July 20th rest of TPL locations that can open will open	Computers  Libraries  Wireless Hotspots	TPL Services  TPL Reopening Plan
Mustard Seed	Take-a-lunch on Friday, Saturday and Sunday	Food and basic needs	Mustard Seed Program
Native Child and Family Services	Youth location:  Help Indigenous Youth to find housing  By appointment only  Online by Zoom and Instagram  Food Hamper Services (once per week)  For Indigenous community  Youth and families  Call: 416-979-8510 or 437-217-3278  Mental Health Support Strategic Partnership	Housing  Food and basic needs	Youth Services  Nativechild.org  Mental Health Support Strategy
City of Toronto	930 Subsidy allowances for people on waitlists:  Housing Connections (for anyone)  For Indigenous People (Wigwamen, Gabriel Dumont, Anishinaabe Homes, Amik)	Income Supports	City of Toronto Covid Service Updates  Rent Geared to Income Subsidy  Housing Connections
City of Toronto	Cooling Centres  Locations mainly downtown  Need more around the city  Need access to phones, washrooms, and drinking water, Internet and computers	Health and Wellness  Basic Needs	List of Cooling Centres
211	Continues to provide service and referral information over the phone and online.	Varied	Ontario 211
Chalmers Bot	Requires a computer. Provides regularly updated services available near you through map, including:   Emergency shelter  Food   Clothing depots  Drop-ins open	Varied	Chalmers Bot Website
Redeemers Common Table Drop-In	Updated Listing Locations for:   Food  Drop-ins  Shelter  Wifi, phones, hotspots  Washrooms, Showers  Clothing, Laundry	Varied	Covid-19 Resource Guide Pamphlet  Common Table Meal Program  Common Table Drop-in
Native Women’s Resource Centre	Offering:  Online Counselling  Support Line  Support Email 8AM-12AM	Health and Wellness	Outreach@nwrtc.ca  NWRTC Website
Yonge Street Mission	Now offering:  Food Bank Services  Mental Health Services	Health and Wellness  Food and Basic Needs	YSM Modified Services Directory
Street Health	Offers updated food bank directory	Food and Basic Needs	Food Banks Directory
George Brown College Augmented Education	Offering free employability skills programming with 82% employment rate:   Culinary Skills Preparatory (September)  Construction Craftworker Foundation	Employment and Life Skills	Augmented Education Program
Rogers	Connected for Success Program:   Partnership Agreement for Low-cost internet access	Basic Needs	Connected for Success Info
Ontario Works	Offices allow people to use their phones	Basic Needs  Social	OW Office Locations
Choice in Health Clinic	Offering abortion services	Health and Wellness	Choice in Health Covid Contact Information
University Health Network	Changes to service delivery include:  Home delivery program  Food delivery   Virtual Care	Health and Wellness	UHN Covid Updates
Rexdale Community Health Clinic	RCHC is undertaking ongoing advocacy to open more Harm Reduction and Safe Consumption Sites beyond the downtown core of Toronto. Join their advocacy efforts.	Health and Wellness	Rexdale Adapted Healthcare Services Directory

Click Here to return back to Community Conversations!

On May 6^th, 7^th, and 8^th 2020, housing professionals from across Toronto gathered in a series of Community Conversations to collaboratively consider:  

How has COVID-19 shifted the ways in which we deliver housing help services? What strategies for adapting service delivery are housing professionals across the sector developing for doing this work? 

The conversations resulted in a number of identified challenges and strategies that fall within the following themes:  

• Client Support 
• Programming and Service Delivery 
• Organizing Staffing / work structure 
• Financial Concerns and Considerations 
• Client Concerns  
• Self and Collective Care  

The conversations also resulted in a number of tools that can support the work across the housing sector during Covid-19. These tools include:  

• The Mighty Network – a social media-based community space for organizations  
• Trello – a tool for tracking work  
• Asana – a tool for tracking project-based work  
• Microsoft Teams – tool for collaborative working that is integrated with Outlook  
• Slack – digital communication platform for remote teams   
• Zoom – video conferencing program  
• GoToMeeting – alternate video conferencing platform  

Shared Challenges and Strategies 

Challenges	Strategies
Unable to hold programs, workshops, etc.	Using Social Media platforms to provide programs: Facebook Live allows live Q&A; Instagram Live; YouTube Livestream.
Accessing food services that are provided by the agency – drop-in meals, etc.	Providing meals outside the door on a pick-up basis with marked social distancing lineups outside.
Delivery of food/goods to people’s homes cannot happen anymore.	Shift to a pick-up model or meet client in a common area (i.e. a foyer of a building, outside their home) for pickup of groceries & other essentials.
New move-ins that enter a shared living space from high risk situations are putting other occupants at risk (rooming houses, shelters, etc.).	New move-ins required to isolate in unit for fourteen days; provide services like grocery delivery and other essential goods with drop-off outside the door to make isolation accessible.
Drop-ins are closed, and so organizations have become less accessible to potential clients.	Posting digital ways to access intake/services on doors of centers so visitors know where to go to seek support.
Locations that remain open are highly susceptible to Covid-19 outbreaks.	Nurses on-site taking temperatures, limiting access to anyone showing symptoms. Increase disinfecting all surfaces, redeploy staff to prioritize.
Outreach work is challenging and unsafe.	Poster campaign to list services and contact information, pasted in high traffic areas; post contact information on all service site doors. Set up at hotline with voicemail for inquiries, and dedicate/redeploy staff to monitoring and returning calls there.
Safety concerns around going to viewings and ethical concerns around sending clients to viewings, especially if high risk.	Facilitate digital/virtual tours of units first; schedule in-person only when decision to take unit has been made.
Social distancing and site closures have limited capacity to see multiple clients.	Triage: priority for clients without secure or safe housing; use check-ins and phone calls for supporting people who have housing already.
Client intake and engagement/relationship building with newer clients.	Set up intake over the phone; create engagement programs online (social media, email, webinar); have calls that include social and emotional check-ins to deepen a relationship; video calls when possible to imitate a face-to-face meeting.
Shelters unable to exercise social distancing measures in current setup.	Reduce services to fewer people; cancel programs; serve meals through window; have contactless pantry to deliver food to clients from safe distance.
Crisis support is difficult when working from home.	Set up emergency hotline; provide flexibility to schedule to accommodate crisis; if in-person crisis management needed, provide PPE to client.
When outbreak occurs, Canada Post will not delivery mail to units/buildings with outbreak.	Arrange delivery to head office, redeploy staff to sort mail and deliver periodically with no contact (ie: outside door).

Client Support 

Challenges	Strategies
Food access – vulnerable people should not be leaving their houses	Providing gift cards for grocery delivery and setting up delivery accounts for clients that are higher risk so they can have food delivered.
Clients at higher risk of eviction: some not paying rent, no eviction restrictions mean evictions will come later	Prioritize connecting with landlords and creating a payment plans for the future. Keep up-to-date with RTA rules as they change, inform clients.
Social distancing and site closures have limited capacity to see multiple clients	Triage: priority for clients without secure or safe housing; use check-ins and phone calls for supporting people who have housing already.
Helping clients with tasks like paying bills is a challenge; over-the-phone explanation is not as effective	Provide clients with written, step-by-step guideline for doing tasks that need support, tailored to each type of support needed. Email/mail the printed guide to them, or drop off in their mailbox (distance delivery).
Housing stabilization is challenging without home visits	Set up weekly checklists for clients to do the work at home themselves; go through the checklist on the phone; include all requirements under RTA; encourage client to walk you through the checklist as if you were doing a home visit.   Assess clients to provide home visits to those clients with high needs, if possible.
Clients aren’t familiar with new technology needed to receive support.	Set up training; screen record the installation and use of apps and send videos over text that are easy to follow; research YouTube instructional videos on tech tools and send to clients.
Clients experiencing social isolation no longer have access to groups and programs.	Set up online groups and programs; use tools alternative to Facebook like The Mighty Network where clients can connect with each other but not share personal contact information; set up online games and activities for clients using Zoom, provide phone-in number for those without devices/internet.
Some forms (ie financial applications) require collecting documentation from clients that are in-person (ID copies; signatures)	Advocate for allowing photographs of IDs; set up contactless exchange with clients (drop documents, pen, camera, etc on doorstep for client to sign/use, exchange without direct contact, use PPE during exchange).   Note: Access to Housing is allowing delays during Covid, applications will be backdated, consent forms can be sent later.
Client schedules and responsibilities have changed, hard to connect.	Let clients make their own appointment times or leave message with their availability; call them at that time even just to say it is not a good time and schedule something else; text regularly to do welfare checks; clearly state service changes and contact instructions in voicemail message.

Organizational/Work Structure 

Challenges	Strategies
Needs of the community have changed and continue to evolve and change throughout the pandemic.	Re-deploying staff to different departments to manage workflow changes (i.e.: administration; support staff; taking calls; training/educating clients; working in food bank/meal delivery).
Disconnect between management and work staff is doing.	Increased number of team meetings; increase communications; management should be more responsive and get trained on remote team management tools.
New challenges that have not been seen before or have solutions to.	Open space for discussion to get input from team; make space for asking for help and suggestions in every team meeting.
Team disconnect – frontline staff working onsite more connected, people working from home disconnected.	Team meetings with built-in, structured check-ins that are social as well as work related, more than once a week. Daily morning check-ins to start each day with the full team.
Staff feeling unsure of workload.	Scheduling regular one-on-one check-ins from managers with team members (once a week or every other week) to make sure needs are met and workplan is clear.
New technologies are being used and hard to adapt to.	Scheduling weekly ‘tech check-ins’ to orient staff on tech and practice using different tools. Provide intra-agency training to staff weekly on any new tools or new ways to use the tools.
Social distancing in the office is difficult.	Rotating work schedule so only a safe number of team members are in the office at a given time, the others working from home. Rotate the shifts.   Declaring zones at the office for different teams and team members that are marked and separated safely.
Not able to monitor social distancing outside the office means safety concerns for the office and client spaces.	Screening and social distancing processes with clearly posted signage for clients as well as staff when they arrive on location.
Regular office hours don’t always make sense with clients in the current context.	Shift hours of working to ensure increased accessibility by clients; have flexible hours rather than increasing the hours worked.
No access to printer/scanner/stamps/etc from home.	Budget for tools required, or for printing and mailing at a shop close to home; alternate days to go in to the office to use those things and do that work in batches.

Financial Concerns and Considerations  

Challenges	Strategies
Financial supports have been uncertain, things are changing, new things are offered but eligibility is unclear, OW offices were down for a time and lots of waits.	THAP is processed quickly on the phone; Bridging Grant cheques can be sent to landlords directly.
Clients don’t have access to technology needed to access services remotely.	TELUS and Rogers have donated mobile devices to some agencies; Calls to community for donation of devices that can be used for connecting to internet/social media/ other outlets.
PPE Availability is limited, and inaccessible due to costs.	There is a shortage of masks and gloves in the city, but agencies should be able to access a fund to purchase those.
Clients cannot afford PPE, masks.	Sourced donations from community members and supporters for homemade masks via social media.
Staff have to work from home with necessary devices, tools, and high-speed internet connection to ensure access to work.	Taking advantage of City of Toronto funding to provide staff with equipment needed to continue to work from home (headsets; computers; highest speed internet; etc).

Client Concerns  

Challenges	Strategies
Fears and uncertainty associated with covid 19.	Providing educational materials and in-depth updates over the phone or by email. Provide recorded video explaining situation, changes, financial supports, etc that clients can watch on a mobile device.
Isolation and mental health concerns.	Increased frequency of check-ins; doing risk-assessments proactively to identify supports needed; having a more flexible boundary around contact (ie: providing work cell number and extending hours you’ll answer calls).
Increased risk of domestic violence.	Encourage private check-ins; identify signals or codes to check in with clients who can indicate unsafe situations or ask for help discreetly; have a social distance walk check in periodically for privacy and safety.
Device and technology accessibility.	If a client acquires a device, set up a way to train them on how to use it; download apps they may need for them; screen record instructions on how to download an app and text it to them; collect instructional videos for them to watch so they can access the platforms for communicating.
Internet access.	Community housing / shelters wired internet in whole building for free Wi-Fi.
Parenting and daycare.	Be flexible; let clients make appointments around their children’s work/play schedule.
Changes to services.	Trying to connect clients to new organizations that are providing services that they need; researching community services, doing more referrals.
Furniture access at move-in.	Furniture bank is only doing curbside drop-off, prioritizing emergencies; plan ahead for moving furniture.
Information, programs, services are changing almost daily and it’s hard to keep up.	Holding regular ‘information sessions’ over conference call or video chat for all existing clients to attend, learn new information, ask questions.

Self and Collective Care 

A number of strategies for coping with Covid-19 and prioritizing self and collective care can help housing professionals to avoid burnout and solidify the necessary boundaries that will allow the work to continue. 

Challenges	Strategies
Feeling isolated in the work.	Prioritizing connection with colleagues and making space and time for social check-ins as well as work-related check-ins.  Suggestions included:   Friday Fun Day – a meeting dedicated to fun activities and online socializing held weekly.    Draws and prizes – gift certificates or other fun prizes to win in a draw every week Moments of humour – sharing jokes and fun facts to start meetings
Feeling isolated socially.	Scheduling time to connect with family and friends regularly.
Workload increases.	Starting the work day with a routine (ie: stretch, shower, get dressed) to signal a separation of work and life.
Blurred work/home time due to working from home.	Set a specific work schedule and turn off alerts on devices when outside those hours.
Anxiety over Covid-19.	Set boundaries around reading the news. Schedule your ‘news time’ during the day and only read/watch news during that time.