NEMI Community Safety and Well-Being Plan 2021-2025
Northeastern Manitoulin and the Islands, Ontario
· adopted 2021-07-13
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Community Safety and Well-Being Plan
Northeastern Manitoulin and the
Islands Community Safety and
Well-Being Plan
Moving Forward Together: A Collaborative Commitment 2021-2025
Approved by Council at the Meeting of July 13th, 2021
Resolution 200-07-2021
Page 1 of 31
Emergency
Response
Risk Intervention
Prevention
Social Development
Page 2 of 31
Contents
MAYOR'S MESSAGE ....................................................................................................................................................3
EXECUTIVE SUMMARY ................................................................................................................................................4
COMMUNITY SAFETY AND WELL-BEING PLANNING APPROACH ...............................................................................6
Manitoulin Island Demographics ................................................................................................................................7
Distance and Time Chart Between Manitoulin Communities ................................................................................7
Age Distribution of the Population .........................................................................................................................7
The Town of Northeastern Manitoulin and the Islands .........................................................................................8
CSWB COMMITTEE STRUCTURE .................................................................................................................................9
Overview of Committee Structure .........................................................................................................................9
Community Safety and Well-Being Planning Committee Roles and Responsibilities ......................................... 10
STEERING COMMITTEE MEMBERS ...................................................................................................................... 13
RESEARCH METHODOLOGY AND COMMUNITY ENGAGEMENT: ............................................................................ 14
COMMUNITY STRENGTHS AND CHALLENGES ..................................................................................................... 15
PRIORITY RISK PLANNING ........................................................................................................................................ 16
#1 PRIORITY RISK: MENTAL HEALTH AND ADDICTIONS ...................................................................................... 17
Strategies ......................................................................................................................................................... 18
Outcomes ........................................................................................................................................................ 20
#2 PRIORITY RISK: DOMESTIC VIOLENCE ............................................................................................................. 21
Strategies ......................................................................................................................................................... 21
Outcomes ........................................................................................................................................................ 23
#3 PRIORITY RISK: HOUSING ................................................................................................................................ 24
Strategies ......................................................................................................................................................... 24
Outcomes: ....................................................................................................................................................... 26
#4 PRIORITY RISK: SENIORS ................................................................................................................................. 27
Strategies ......................................................................................................................................................... 27
Outcomes: ....................................................................................................................................................... 29
Conclusion ............................................................................................................................................................... 29
Page 3 of 31
MAYOR'S MESSAGE
The Town of Northeastern Manitoulin and the Islands is committed to ensuring a safe, vibrant and healthy
community for our residents and visitors.
While each community here on Manitoulin Island is unique and different, many of our service areas, sectors and
local agencies are shared across the municipalities. The Town of NEMI partnered with the seven other
municipalities, to develop a coordinated and collaborative approach and moving forward together, created the
Manitoulin Island Community Safety and Well-Being Plan.
This plan will be utilized as a strategic roadmap and will identify strategies focused on reducing harm and
victimization, among identified priority areas and vulnerable populations; identify opportunities that will
enhance existing service delivery to our residents; and to share information with our communities on the four
priority areas identified for Manitoulin Island.
We are grateful for the support of our community members, external agencies and service-delivery partners,
who collaborated on this project and provided invaluable input, as well as to the members of the Community
Safety and Well-Being Committee who have contributed to the development of this plan.
Our municipality looks forward to utilizing this plan as a tool to assist us with enhancing our communities' safety
and well-being and exploring how we can integrate the strategies and opportunities identified within this plan
into our municipal initiatives moving forward.
Mayor Alan MacNevin
Page 4 of 31
EXECUTIVE SUMMARY
Eight communities in Manitoulin Island have
joined together for the development of Manitoulin
Island's
Community
Safety
and
Well-being
(MICSWB) Plan. Community safety and well-being
plans are provincially legislated for municipalities
in Ontario under the Police Services Act, 1990. The
intended time-frame of this initial plan is from
2021-2025. This plan represents a shared
commitment to make the communities on
Manitoulin Island a place where individuals and
families feel safe, have a sense of belonging and
access to services to meet their needs.
It is realized that across these eight communities,
the risks most impacting community safety and
well-being are the same. Throughout the
community engagement and data analysis phase, it became clear that there are four main priority areas that
should be a focus across all communities. These priority areas include:
A safe and
healthy
community
for all
Assiginack
Burpee Mills
Central
Manitoulin
Gordon
Barrie Island
Gore Bay
Kagawong
NEMI
Tehkummah
Mental Health
and Addictions
Housing
Seniors
Domestic Violence
Page 5 of 31
A CSWB planning structure has been developed to ensure
the priority risk strategies outlined in this plan will be
reviewed and evaluated annually. Progress reporting from
community working groups to municipal partners will also
occur on an on-going basis. The CSWB framework is intended
to allow communities to identify and plan for issues most
affecting them. As a result, the reporting structures,
strategies and initiatives within this plan are developed using
an asset-based and strength-based approach to ensure
action items are attainable and outcomes would benefit the
Manitoulin Island communities as a whole.
Asset mapping was completed throughout the community engagement phase. Community partners that
participated in the development of the MICSWB Plan, assisted in identifying existing programs and or
community groups offering services that can be expanded to ensure protective factors are properly
implemented to serve residents most in need and achieve intended outcomes.
Within this plan, we will outline what is working well in our communities as well as the gaps and needs in our
current service models. Information collected through community consultations and stakeholder interviews
was used to identify and highlight themes across all partnering communities. The development and
implementation of this collaborative community plan will assist
in focusing on reducing harm and victimization among identified
priority areas and vulnerable populations. It's important to note
that the service areas of many local agencies in the law
enforcement, emergency services, social services and education
sectors span across all eight communities. There is a lot of
innovative work happening within these organizations. A key
element of the planning process is to identify opportunities that
will enhance existing service delivery to ensure the residents in
Manitoulin Island have access to appropriate services to meet
their needs. The MICSWB Plan is a guiding document for
collaborative multi-sector planning to address the four priority areas - mental health and addictions, housing,
seniors, and domestic violence.
The MICSWB Plan will be used as a strategic roadmap to share information with our communities on the four
priority areas identified for Manitoulin Island. Each strategy was developed from a community collaborative
lens focused on shared responsibility, collective goals, and breaking down silos.
Page 6 of 31
COMMUNITY SAFETY AND WELL-BEING PLANNING APPROACH
The province has provided a framework to support planning which focuses on four domains of intervention:
incident response, risk intervention, prevention and social development. The Plan also applies a collective
impact approach to work collaboratively across sectors and throughout communities to address complex social
issues.
As part of legislation, municipalities are required to develop and adopt community safety and well-being plans
working in partnership with
a multi-sectoral advisory
committee. This committee
is comprised of
representation from the
police service board and
other local service
providers in health care,
education,
community/social services
and children/youth
services.
"The Community Safety and
Well-Being Framework allows municipalities to take a leadership role in identifying and addressing priority risks
in their communities through proactive, collaborative strategies that ensure vulnerable populations receive the
help they need from the providers best suited to support them." (Citation 1: CSWB Toolkit #2 -
https://www.mcscs.jus.gov.on.ca/sites/default/files/content/mcscs/docs/ec167634.pdf)
The MICSWB Plan is a living document that acts to guide communities, stakeholders and citizens in the
management of identified risks. It is a long-term commitment focused on making safety and well-being a
priority for vulnerable individuals, families, groups, and locations. Steering committee members will meet at
established intervals in order to assess outcomes of action plans and review local data. The strategies in each
priority area will be implemented through the planning committee and community working groups and with
guidance from the Steering Committee. The CSWB planning structure is described further in this report.
To effectively achieve a safer and healthier community for all, we must move forward together, break down silos
and all contribute to the progress. No single agency, or group, can achieve it alone. There is a strong willingness
across Manitoulin Island to continue enhancing our work toward a safer and healthier community for all.
Page 7 of 31
Manitoulin Island Demographics
Manitoulin Island is approximately 160 km from East to West and 72 km from North to South in its widest spot.
(https://www.destinationmanitoulinisland.com/)
Distance and Time Chart Between Manitoulin Communities
Manitoulin Island can be primarily accessed in two ways:
1. By road -
Manitoulin
can be
accessed
via
Highway 6
from
Espanola.
2. By ferry -
During the
summer
months,
Manitoulin can be visited via the MS Chi-Cheemaun ferry. The ferry runs between Tobermory (the northernmost
point of the Bruce Peninsula) and South Baymouth (on the south shore of the island), and the crossing is
approximately 1 hour and 45 minutes.
Age Distribution of the Population
According to 2016 census data, the median age for Manitoulin Island is 49.5. Many participants in the CSWB
planning phase identified seniors as a priority for all communities. As the population ages, the need for enhanced
services will be necessary. A further breakdown from Statistics Canada of the Manitoulin Island population by
broad age group is below:
0-14 years
16.0%
15-64 years
59.3%
65 years and over
24.8%
85 years and over
2.6%
Average age of the population
45.2
Median age of the population
49.5
Page 8 of 31
The Town of Northeastern Manitoulin and the Islands
The Town of Northeastern Manitoulin and
the Islands (NEMI) is located on the eastern
end of Manitoulin Island and our
municipality encompasses many
communities and settlement areas including:
Little Current, the Hamlet of Sheguiandah,
Green Bay, Rockville, Honora Bay, Bay of
Islands and McGregor Bay.
In 1998, the Town of Little Current and the
Township of Sheguiandah amalgamated to
form NEMI. NEMI has an overall population of
2,712 permanent residents (2016 Census
Data) and we have approximately 4,500 ratepayers.
NEMI has many local amenities, such as grocery stores, a
pharmacy, two major banks, gas stations, local shops,
restaurants, a hardware store and a lawyer's office to service
our community members' needs.
We also have several community and social service agencies
located within our municipality that provide critical services
such as education, health care, mental health and addictions
services, long-term care facilities, social assistance and
housing.
The municipality serves our citizens and provides key
municipal services to our community including: the
maintenance of roads, operation of the landfill, garbage and
recycling pick-up, recreational and leisure amenities (public
parks, playgrounds, beaches, splash pad and trails), cultural
services and amenities through the Centennial Museum of
Sheguiandah and the NEMI Public Library, provision of Marine
Services through Spider Bay Marina and the Downtown Docks,
air transportation services at the Manitoulin East Municipal
Airport, and the operation of the NEMI Recreation Center, which serves as our municipality's arena and
community center for events and activities, local and Island-wide.
Page 9 of 31
CSWB COMMITTEE STRUCTURE
The CSWB committee structure was designed as a collaborative model that will support information sharing and
multi-sector communication for all eight partnering communities. The image below outlines the approach that
will be used for on-going CSWB planning in Manitoulin Island.
Overview of Committee Structure
The Community Safety and Well-Being Committee structure was developed to ensure the following commitments:
-
The community agencies and groups most experienced to work in each priority area are engaged,
-
Break down silos through data sharing and on-going communication,
-
Use a strength-based and asset-based approach to enhance the current service delivery model in order
to address identified gaps and needs.
The CSWB committee structure is made up of seven groups responsible for the guidance, on-going development
and implementation of the Plan. Each group in the committee structure plays a vital role in the overall outcome
of the goal to move forward together toward a safer and healthier Manitoulin Island.
CSWB Steering
Committee
Mental Health and
Addictions
Working Group
Housing Working
Group
Seniors and Long
Term Care
Working Group
Domestic Violence
Prevention
Working Group
CSWB Planning
Committee
Data Committee
Page 10 of 31
Community Safety and Well-Being Planning Committee Roles and Responsibilities
Committee Name
Roles
Responsibilities
Members
1. Steering Committee
-
Share knowledge and
information about the
risks and vulnerable
populations in the
community;
-
Support identified
protective factors
needed to address
those risks;
-
Develop effective
partnerships in the
community;
-
Offer guidance on the
development and
implementation of
community safety and
well-being plans for
local activities;
-
Ensure equity,
inclusion and
accessibility in those
activities and
initiatives;
-
Advocate for the
interest of the
vulnerable populations
they represent
-
Determining the
priorities of the plan
-
Ensure the outcomes
are established and
responsibilities for
measurement are in
place to determine
the improvements to
community safety
and well-being that
will be achieved
through the Plan;
-
Ensure each
section/activity under
the Plan for each
priority risk is
achievable;
-
Ensuring the right
agencies and
participants are
designated for each
activity;
-
Determine length of
the implementation
of the Plan, set dates
for reviewing
achievements and for
developing the next
version of the plan
Municipal
government
representation
from all eight
communities
Refer to next
section for
committee
membership
2. Planning Committee
-
Ensure appropriate
data related to the
plan is collected on an
on-going basis
-
Share updates from
each initiative and key
area to develop up-to-
date reports for the
Steering Committee
-
Report to Steering
Committee on the
development of all
plan elements
-
In collaboration with
key partners, ensure
necessary
organizations are
included in planning
-
Serve as a rallying
Leadership
representatives
from police
services, social
services,
education, and
health care
Page 11 of 31
-
Provide updates with
regard to risk factors,
new partnerships, and
barriers for report to
Steering Committee
point for public
support for the plan
-
ensure vulnerable
populations are
included and
contributing to the
planning and
implementation
phases
3. Data Committee
-
Developing and
maintaining a
collective
understanding of
community trends and
issues;
-
Assessing gaps and
areas for improvement
in local data
measurement;
-
Facilitating access and
dissemination to
aggregated data
products related to the
Community Safety and
Well-Being priority
risks and initiatives;
-
Aide in the monitoring
of progress toward
desired outcomes for
the Community Safety
and Well-being
initiative;
-
Identifying mutually
beneficial research
projects
Engaging community
organizations that maintain
up-to-date data sets to share
with this group to assist in
identification of priorities and
risk factors.
Data analysts
from partner
agencies listed
above
Community Working
Groups
4. Mental Health and
Addictions
-
Members of the priority
risk working groups should
be selected based on their
knowledge about the risk
factors and vulnerable
-
Identifying activities,
establish outcomes and
performance measures
for priority risks,
-
Engage community
members from the
Front-line staff
and people
managers from
agencies that
work within the
Page 12 of 31
5. Housing
6. Seniors
7. Domestic Violence
groups associated with the
priority,
-
Members should have in-
depth knowledge and
experience in addressing
the priority risk and which
protective factors and
strategies are needed to
address those risks;
-
Members should have
proven track records
advocating for the
interests of vulnerable
populations related to
their risk.
-
Working group members
should be able to identify
the intended outcomes or
benefits that strategies will
have in relation to the
priority risk and suggest
data that could be used to
measure achievement of
these outcomes,
-
The members should have
experience developing
effective stakeholder
relations/ partnerships in
the community,
-
Members should also have
experience ensuring
equity, inclusion and
accessibility in their
initiatives.
vulnerable populations
relevant to the priority
risk to inform the
implementation of
strategies.
-
Establish implementation
guidelines which clearly
identify roles,
responsibilities,
timelines, and reporting
relationships and
requirements.
-
Aim to remove barriers
and include activities to
ensure equity, inclusion
and accessibility of the
initiatives for diverse
community members.
identified priority
area
Page 13 of 31
STEERING COMMITTEE MEMBERS
A MICSWB has been established comprised of municipal government representatives for each of the partnering
communities. The Steering Committee guided the work in the community engagement and plan development
phases. The following is a list of Steering Committee members:
Committee Member
Municipality
Alton Hobbs
CAO
Assiginack
Marty Ainslie
Councillor
Burpee Mills
Hayley Nicklasson
Payroll/Reception/CEMC
Central Manitoulin
Connor Woestenenk,
Deputy Clerk-Treasurer
Gordon Barrie Island
Stasia Carr,
CAO/Clerk
Gore Bay
Kathy McDonald
CAO/Clerk, Deputy Treasurer
Kagawong
Heidi Ferguson
Economic Development Officer
Northeastern Manitoulin and the Islands
Silvio Berti
Clerk-Administrator
Tehkummah
Page 14 of 31
RESEARCH METHODOLOGY AND COMMUNITY
ENGAGEMENT:
Community consultations were initiated to examine existing assets and
system gaps. Information and data were gathered related to poverty,
community demographics, existing services and supports, and existing
community groups or committees.
Due to COVID-19 restrictions in the area, community engagement sessions
and key stakeholder interviews were conducted virtually. A variety of
research methods were used throughout the community engagement
process including: one-on-one interviews, virtual group consultations,
written communication and local data gathering.
Ten community engagement sessions were conducted with the following
groups:
-
Community Agencies: 13 local representatives from the health care,
social services, police, and education sectors participated in group
consultations and/or one-on-one interviews.
-
Municipal Government Representatives: Mayors, Reeves and City
Councilors from each of the eight communities were invited to
participate in group consultation sessions and/or one-on-one
interviews
-
Members of the Public: 23 people attended the public consultation
was held. Engagement from the general public is important ensure
that all members of the eight communities had an opportunity to
participate in the priority risk identification phase.
The efforts put forth by each of the partnering members lead to the
identification of four priority risk areas.
1. MENTAL HEALTH AND ADDICTIONS
2. HOUSING
3. SENIORS
4. DOMESTIC VIOLENCE
Information collected throughout the community engagement sessions was
used to inform the structures and strategies within the Plan.
Throughout the community
engagement process, there
was one theme that was
quite evident:
There is a
willingness
within the
communities of
Manitoulin
Island to find
impactful
solutions for the
risks that are
affecting or
could affect
their residents.
Page 15 of 31
COMMUNITY STRENGTHS AND CHALLENGES
During the information gathering and engagement phase, key stakeholders and members of the public provided
beneficial feedback that would guide the planning phase of this process. As part of the consultations and
stakeholder interviews, individuals spent time discussing the positive aspects and challenges related to safety and
well-being in their community. The CSWB Planning Framework focuses on multi-sector approaches that are
strength based and evidence based. In order to guide the development of priority risk planning, the positive
aspects and challenges identified by residents and partners must be analyzed. There were themes heard
throughout the engagement phase that were used to analyze all identified risks. Below is a summary:
COMMUNITY COLLABORATION: There are a number of
community committees addressing the five priority risks
identified for Manitoulin Island. A key component of CSWB
planning is to identify existing working groups through
community service and asset mapping. These committees were
identified during the community engagement phase and can be
expanded to incorporate multi-sector planning. The new
committee structure aims to create working groups that will
bring community partners together to fill gaps within the current
service delivery model.
SERVICES AND PROGRAMS: Agencies that provide service to the residents of Manitoulin Island are currently
offering a wide spectrum of programming. Agencies in the human services sector have come together to
implement new initiatives that are showing positive outcomes. Some of these initiatives include: rapid response
situation tables, mental health crisis response teams, and multi-sector leadership tables. In some cases, these
initiatives may be funding based. As part of CSWB Planning, on-going sustainability of strategies is an important
factor. This plan identifies areas for collaboration and outcome sharing to promote the commitment to community
safety and well-being on Manitoulin Island on a long-term basis.
DATA GATHERING: Key stakeholders that participated in the
community engagement phase have access to useful data that can be
used to guide the on-going planning for the MICSWB Plan. Engaging
community partners with valuable planning data will be a priority
action item within the implementation of this Plan.
Page 16 of 31
PRIORITY RISK PLANNING
Data collected from community partner agencies was compared to identify the strategies under each priority
area. For example, OPP calls for service from the Espanola and Manitoulin Island detachment area were
analyzed to have a better understanding of the impacts of mental health and addictions, domestic disputes and
others relevant to the identified risks in this Plan. Since many local agencies cover a service delivery area that
includes more than just Manitoulin Island, the need for localized data sharing will be an important outcome as
part of this Plan.
The following data is based on the OPP report from 2016 to 2020 for the Espanola and Manitoulin Island
detachment area.
-
Dispute occurrences account for 4.83% of total police calls
-
Mental Health Act occurrences account for 2.22% of the total calls for service
During the implementation phase, the data committee and priority risk working groups will begin to
share data at the local level to ensure that data being used is specific to all partnering communities on
Manitoulin Island.
PRIORITY AREA
STRATEGIES
LEADS
#1. Mental Health and Addictions
1. Establish Mental Health
Working Group (social
development)
2. Community Mental Health
Response Team (emergency
response)
3. Rapid Response Situation Table
(risk intervention)
4. Community Resource Centres:
(prevention)
Mental Health and Addictions
Working Group
#2 Domestic Violence
1. Development of a Domestic
Violence Prevention Working
Group (social development)
2. Rapid Response Situation Table
(risk intervention)
3. Healthy Relationships Programs
(prevention)
4. Establish Collaborative Support
System for Victims of Domestic
Violence (social development)
Domestic Violence Working Group
Page 17 of 31
#3 Housing
1. Development of Housing
Working Group
2. Homeless Prevention Initiatives
(Risk Intervention)
3. Shelter and Transitional Housing
Asset Mapping (Prevention)
4. In-Home Care Programs (Social
Development)
Housing Working Group
#4 Seniors
1. Development of Seniors and
Long-Term Care Working Group
2. Age Friendly Community Action
Plan:
3. Community Paramedicine and
Mobilization:
4. Seniors Health and Safety
Campaign
Seniors Working Group
#1 PRIORITY RISK: MENTAL HEALTH AND ADDICTIONS
Mental health and addictions was identified as a risk during each engagement session that was conducted. Further
analysis of community feedback and local data indicated that all partnering communities, to some degree, are
experiencing crisis occurrences as a result of mental health and addictions. Data shared by community partner
agencies provided further information to detail the work that is already happening in this area as well as areas for
improvement and collaboration.
Over the last five years, OPP calls for service from the Espanola-Manitoulin detachment area indicate
approximately 43% of calls for service were directly associated with the Mental Health Act. Within the same five-
year time period, approximately 50% were drug and alcohol related offences.
Vulnerable Groups
People aged 15-45, children and families
Risk Factors
Behavioural problems, poor mental health, negative
influences in youth's life, long waitlists, availability of
drugs
Protective Factors
Effective problem solving skills, personal coping
strategies, adequate parental behaviour and
Page 18 of 31
practices, access to resources, professional services
and social supports, positive, cohesive communities
Strategies
1. Establish Mental Health Working Group (social
development)
2. Community Mental Health Response Team
(emergency response)
3. Rapid Response Situation Table (risk intervention)
4. Community Resource Centres: (prevention)
Strategies
Action Item #1
Establish Mental Health Working Group
Strategy Overview
Develop a committee comprised of organizations and groups that deliver service and
supports related to mental health and addictions.
This committee will be responsible for the on-going development and
implementation of strategies to reduce the risks associated with mental health and
addictions.
Key Partners
Health care agencies
Social services
Police services
Education providers
Pillar
Social Development
Action Item #2
Community Mental Health Response Team
Strategy Overview
The Algoma-Manitoulin OPP detachment has recently developed a mobile crisis
program. A social service worker and an OPP officer work in partnership to respond to
calls for service related to the Mental Health Act.
Through the Data Committee, we will map and analyze calls for service related to
mental health and addictions. Neighbourhoods or communities that are showing the
most calls for service will be identified as hotspots.
This information will be reported to the planning committee on an on-going basis to
guide the areas most in need of services.
Engage more partners in this initiative to ensure residents from all eight communities
are receiving the same services. Include additional agencies in the police sector and
health care sector across Manitoulin Island communities.
Page 19 of 31
Key Partners
OPP Detachments responsible for Manitoulin Island district
Health care teams: family health teams, hospitals, crisis services
Data committee
Pillar
Emergency Response
Action Item #3
Rapid Response Situation Table
Strategy Overview
Rapid Response Situation tables have already been established in Manitoulin Island.
Currently, the tables have representation from the education sector, police services,
social services and health care.
There is an opportunity to form one collaborative situation table that includes all
current representatives as well as any other organizations that share expertise in this
area. Amalgamating local tables that work to provide critical services to individuals
and families will ensure that all residents are receiving access to the same resources
to meet their needs in times of crisis.
Key Partners
Education providers
Social Services
Health care providers
Police Services
Non-profit organizations
Pillar
Risk Intervention
Action Item #4
Community Resource Centres
Strategy Overview
A community resource centre is a service delivery location that is established in a
neighbourhood or community experiencing high volumes of calls for service across
the eight locations partnered in this Plan. It is important to highlight that for some
residents, access to basic services can take up to 30 minutes to travel from their
home to the nearest service location.
The Data Committee will overlay de-identified data to determine the areas needing
the most attention. Collaboration with community partners to report on:
-
locations of calls for service under the Mental Health Act (police and EMS),
-
locations of service delivery locations such as social service agencies,
-
Manitoulin-Sudbury District Services Board client distribution across
communities
The areas showing the highest level of calls for service related to mental health and
addictions and the lowest level of accessible service locations will be an area of focus
for the planning of a community resource centre.
Key Partners
Health care agencies
Social services
Page 20 of 31
Police services
Education providers
Data Committee
Pillar
Prevention
Outcomes
The activities that will be implemented to address this risk are intended to achieve the following outcomes:
Immediate Outcomes:
-
Increased public and partner education,
awareness and existing service provision in
order to reduce wait times and off-hours
service availability.
-
Clarify pathways of care, to support families
with children who have mental illness.
-
Promote the earlier intervention for mental
health crisis through integration of mental
health specialists into both emergency
response and primary health care
Intermediate Outcomes:
-
Increase capacity for early intervention
related to hoarding and other at-risk
behaviors.
-
Advocate for appropriate funding for
identified areas of mental health growth.
Long-Term Outcome:
-
Increase awareness, and promote design and
delivery of resiliency programs both in
community and in partnership with school
boards.
Page 21 of 31
#2 PRIORITY RISK: DOMESTIC VIOLENCE
Key stakeholder interviews assisted in determining that domestic violence is a priority area across the partnering
communities. Further analysis of community feedback and local data has shown that there are programs and
initiatives delivered by community partner agencies in Manitoulin Island addressing risks in this area. The key
areas of focus in this priority area are strengthening community partnerships, creating opportunities for data and
information sharing, and identifying opportunities for collaboration.
Over the last five years, approximately 41.6% of them were domestic disputes and 25.5% of them were family
disputes. Localizing data to accurately reflect service related statistics will be important to better understand the
impacts of this priority risk in each community.
Vulnerable Groups
Youth and Adults in the community
Risk Factors
Negative parenting, low-self esteem, low income, mental health and addictions,
antisocial behaviour, victim of physical or psychological abuse, poor
neighbourhood cohesion
Protective Factors
Strong social supports, employment, coordination of community resources and
services, neighborhood cohesion
Strategies
1. Development of a Domestic Violence Prevention Working Group (social
development)
2. Rapid Response Situation Table (risk intervention)
3. Healthy Relationships Programs (prevention)
4. Establish Collaborative Supportive System for Victims of Domestic Violence
(social development)
Strategies
Action Item #1
Development of a Domestic Violence Prevention Working Group
Strategy Overview
Develop a committee comprised of organizations and groups that deliver service and
supports related to domestic violence prevention and support.
This committee will be responsible for the on-going development and
implementation of strategies to reduce the risks associated with domestic violence.
Key Partners
Health care agencies
Social services
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Police services
Community Groups
Pillar
Social Development
Action Item #2
Rapid Response Situation Table
Strategy Overview
Rapid Response Situation tables have already been established in Manitoulin Island.
Currently the tables have representation from the education sector, police services,
social services and health care.
There is an opportunity to form one collaborative situation table that includes all
current representatives as well as any other organizations that share expertise in this
area. Amalgamating local tables that work to provide critical services to individuals
and families will ensure that all residents are receiving access to the same resources
to meet their needs in times of crisis.
Key Partners
Education providers
Social Services
Health care providers
Police Services
Non-profit organizations
Pillar
Risk Intervention
Action Item #3
Healthy Relationships Programs
Strategy Overview
Develop and implement a program that will address the root causes of domestic
violence. Deliver this program on an on-going basis in schools, through social services
programs and to other identified vulnerable groups.
Key Partners
Education providers
Police Services
Women's Shelter
Social Services providers
Pillar
Prevention
Action Item #4
Establish Collaborative Supportive System for Victims of Domestic Violence
Strategy Overview
A collaborative support system will allow residents to receive appropriate support
services based on their unique needs. Whether it is police services, EMS, or social
services working with an individual who is/was a victim of domestic violence,
information on all services that can assist victims of domestic violence along with a
description of what services they offer will be shared with the individual.
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This activity will allow accurate information to be accessible to individuals and
families impacted by this priority risk. This resource will also provide an opportunity
for knowledge and information sharing across community agencies. Programs with
similar outcomes could discover opportunities to collaborate and enhance existing
services.
Key Partners
Community Groups
Police Services
Women's Shelter
Social Services providers
Individuals with lived experience
Pillar
Social Development
Outcomes
The activities that will be implemented to address this risk are intended to achieve the following outcomes:
Immediate Term
-
Increase victim's awareness of services in the community
-
Awareness of the impact of domestic violence on children
-
Enrolment in a healthy relationships program for those who have been
arrested for domestic-violence related offences
-
Connecting individuals with acutely elevate risk to service
Intermediate Term
-
Victims of domestic violence are provided with the support they require
to leave their situation and/or victims and perpetrators are provided
with the support they require to improve their situation.
Long Term
-
Increase community safety and well-being
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#3 PRIORITY RISK: HOUSING
"In September and October 2019, meetings were held with all four municipal associations - the LaCloche
Foothills Association, the Town of Chapleau, the Manitoulin Municipal Association and the Sudbury East
Municipal Association - representing all municipalities and Territories without Municipal Organizations in the
Manitoulin-Sudbury DSB catchment. This was done to obtain the municipal perspective on the local housing
environment, specifically in relation to current perceptions of housing development across the Sudbury-
Manitoulin Districts. In addition, discussions with the municipal representatives at these meetings identified any
special measures that they may be taking to sustain housing considering climate change"
https://www.msdsb.net/images/SH/reports/2019/FINAL_Housing_and_Homelessness_Plan_Nov_20_2019.pdf
The plan to end chronic homelessness as outline in this document will be supported through the strategies
outlined in this priority area.
Vulnerable Groups
Seniors, people with disabilities, children and youth, women, those with mental
health needs or addictions, low-income families
Risk Factors
Sense of alienation, families with few resources, feeling unsafe in
neighbourhoods, lack of affordable housing, lack of accessibility to a continuum of
services
Protective Factors
Close friendships with positive peers, positive support within the family, positive
cohesive communities, appropriate housing in close proximity to services, high
awareness of determinants of well-being
Strategies
Development of Housing Working Group:
Homeless Prevention Initiatives
Shelter and Transitional Housing Asset Mapping:
In-Home Care Programs
Strategies
Action Item #1
Development of Housing Working Group:
Strategy Overview
Develop a committee comprised of organizations and groups that deliver service and
supports related to affordable and supportive housing.
This committee will be responsible for the on-going development and
implementation of strategies to reduce the risks associated with affordable and
supportive housing.
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Key Partners
Shelters
Social Housing Providers
Private Housing providers
Community service agencies
Pillar
Social Development
Action Item #2
Homelessness Prevention Initiatives
Strategy Overview
Continue to build on partnerships to allow for preventative /upstream housing
stabilization of at-risk tenants. Expand existing community groups to include agencies
or stakeholders that can provide supportive services to individuals at risk of
homelessness.
Key Partners
Shelters
Social Housing Providers
Social services providers
Community service agencies
Health care agencies
Pillar
Risk Intervention
Action Item #3
Shelter and Transitional Housing Asset Mapping and Needs Assessment
Strategy Overview
Collect and analyze data related to affordable housing supply and demand. The data
committee will over lay data shared from community agencies working with the most
vulnerable populations in this priority area.
Results from the data committee report will assist in determining the communities or
neighbourhoods most in-need of housing supports.
Key Partners
Shelters
Social Housing Providers
Social services providers
Community service agencies
Pillar
Prevention
Action Item #4
In-Home Care Programs
Strategy Overview
Identify and expand on existing home care programs that can support individuals who
may not have access to the housing options they need. Home care programs can be
delivered in collaboration with service delivery partners across many sectors
including: health care, social services, EMS, Police, Education.
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Key Partners
Health care, social services, EMS, Police, Education
Pillar
Prevention
Outcomes:
The activities that will be implemented to address this risk are intended to achieve the following outcomes:
Immediate Term
-
Identify the inventory, and promote access to emergency supports and
housing for people in critical need.
-
Identify vulnerable neighborhoods and complete a service inventory to
improve wraparound supports.
Intermediate Term
-
Engage with landlords to ensure safe housing, and education
surrounding cultural norms.
-
Develop early intervention strategies to reduce chronic homelessness.
Long Term
-
Reduced rates of homelessness through collaboration by working with
both the public and private sectors.
-
Increase of appropriate affordable housing
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#4 PRIORITY RISK: SENIORS
By 2021, there will be about 3,650 adults 65 years and older living in Manitoulin District accounting for 26.5% of
the total population. The number grows to 4,660 by 2031 representing 33.9% of total population. The total
number of seniors actually peaks around 2037 when their numbers total approximately 4,900 or 35.9% of the
total population.
Vulnerable Groups
People aged 55+
Risk Factors
Sense of alienation, families with few resources,
feeling unsafe in neighbourhoods, lack of affordable
housing, lack of accessibility to a continuum of
services
Protective Factors
Close friendships with positive peers, Positive support
within the family, Positive cohesive communities,
Appropriate housing in close proximity to services,
High awareness of determinants of well-being
Strategies
1. Development of Seniors and Long-Term Care
Working Group
2. Age Friendly Community Action Plan:
3. Community Mobilization:
4. Seniors Health and Safety Campaign
Strategies
Action Item #1
Development of a Seniors Working Group
Strategy Overview
Develop a committee comprised of organizations and groups that deliver service and
supports related to seniors.
This committee will be responsible for the on-going development and
implementation of strategies to reduce the risks associated with seniors living in
Manitoulin Island.
Key Partners
Health care providers
Long Term Housing providers
Social services
Community groups
Senior Centres or Seniors Program Groups
Pillar
Social Development
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Action Item #2
Manitoulin Island Age Friendly Community Plan
Strategy Overview
Explore the options for developing an age friendly community plan for all eight
communities partnering in this Plan. The age friendly community framework has been
used by communities in Ontario and Canada to implement protective factors for risks
facing seniors.
Key Partners
Municipal government representatives and Recreation Department Staff
Pillar
Social Development
Action Item #3
Community Mobilization
Strategy Overview
The data committee will collect and report on the areas across all eight communities
with the highest level of senior populations. This information will be used to guide
community partner agencies in the development of mobilization strategies focused
on bringing the services most in need by seniors close to where they live. This data
will also be used to explore opportunities for agency co-location sites; these could be
existing office spaces that are opened up to community partners delivering beneficial
services for seniors or vulnerable populations.
Key Partners
Data Committee
Health care providers
Long term care housing providers
Social services housing providers
Senior Centres or Seniors Program Groups
Pillar
Prevention
Action Item #4
Seniors Health and Safety Campaign
Strategy Overview
Develop and implement a health and safety campaign delivered to seniors that will
provide information on strategies to remain safe and healthy in Manitoulin Island.
This campaign will be developed using a multi-sector approach to ensure that all
aspects of senior living are addressed and supportive information and services are
highlighted.
Key Partners
Health care providers
Housing providers
Seniors recreation providers
Police Services
Seniors Advocate Groups
Pillar
Prevention
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Outcomes:
The activities that will be implemented to address this risk are intended to achieve the following outcomes:
Immediate Term
-
Enhance access to services and supports and provide earlier
intervention programming
Intermediate Term
-
Enhance education and promotion of programs designed to mitigate
the impact of social isolation for seniors.
-
Identify and set out tactical programs to address caregiver support and
elder abuse prevention.
-
Enhance Community Paramedicine wellness programs, post discharge
home visits, and early interventions for vulnerable seniors.
Long Term
-
Enhance system support for seniors
-
Identify gaps with, and increase access to existing programs to reduce
social isolation.
-
Improve access to long term care services for seniors
Conclusion
The Town of Northeastern Manitoulin and the Islands (NEMI) is committed to working alongside the
communities that have partnered to deliver this Community Safety and Well-Being Plan. We wish to
acknowledge the contributions of everyone individual, organization and group that participated in the
engagement and data gathering phase. The NEMI-CSWB Plan is another step in moving forward together toward
a safer and healthier community for all!
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