When you have a vision that goes beyond the traditional way a service has been provided in the past, sometimes it takes a little longer to get the wheels in motion and partners engaged in support of that goal.
The YWCA Banff women’s emergency shelter fundraising campaign so far has seen support throughout the communities of the Bow Valley – from a commitment by Canmore Rotary to provide $250,000 in matching funds to the project, to the annual Songs for Shelter event.
But Higher Ground, the vision for the women’s shelter, is going beyond that with an innovative approach to how this type of service is provided in the community by creating a hub of services, including transitional housing for those fleeing intimate partner violence.
Stephen Crotty, YWCA Banff director of operations, said they know their current shelter space – one room with two beds – is not even close meeting the needs of the community in terms of capacity and quality.
“Our significant issue is that we are only providing the Band-Aid and the Band-Aid approach doesn’t have the long-term effects and outcomes that we really should be concerned with,” said Crotty. “It is essential, but what it actually does is it helps repeat the cycle of violence because we are not providing those next steps and those next options within our own community.”
The women’s emergency shelter project envisions a purpose built space for those fleeing domestic violence that meets specific needs in terms of security that does not currently exist, he said. But programming is a critical element of what the space would look like as well.
The plan is to create one facility that provides transitional housing, services for children and support programs that address the spectrum of long-term needs for the entire valley.
Instead of the Band-Aid, Crotty said there is a continuum of housing options that support those leaving these situations and finding independence without having to leave the valley as well. That includes emergency shelter space, programming and transitional housing, which provide stable accommodation until a permanent solution can be found.
The Y commissioned an independent needs assessment by Synergy Research Group in 2016 to examine service levels for the valley in relation to population trends, domestic violence rates and the needs of different groups.
The report found that a single room of emergency shelter space is inadequate to meet the needs of Bow Valley residents. Furthermore, due to the small size of space available, the service provider cannot access provincial funding to support the program.
The report concluded that an integrated model of service delivery is supported by community feedback and provided elements of that model that could be included in Higher Ground.
That includes that the facility is to be located in Canmore; it would include shelter/housing spaces to allow for a full continuum of services for women and children; it would require 10 to 15 emergency and/or transitional beds designed for flexibility at a size of 10,000 square feet; it would serve the Bow Valley but also be open to women and children from outside the area; it would have several levels of security with restricted access to certain areas; it would include programming for children and parenting support; it would include services and supports for women and children in the shelter/housing space and those could be provided through partnerships and it would function as a community hub and its location would be well-known and promoted.
The hub model is one that would break new ground in the realm of women’s emergency shelter programming, as traditionally these spaces are tightly controlled and locations kept secret for security reasons.
Crotty said that model is outdated and research they have done shows the best way to have shelter and housing is to have it built into the community, not isolated from it. He said when you isolate clients and service delivery, it creates barriers and stigma and inhibits people from accessing the programs they need.
“We have a tremendous opportunity with Higher Ground to do something ground breaking,” he said. “We have a model we are trying to develop and we think it can be scalable, replicable and brought into any urban centre or any small centre, because it is a way of doing things.
“We can do better and build a model to be proud of and that other communities would look toward.”
A community service hub located in Canmore would, Crotty said, mean those seeking out shelter space or living in it would not have to fear that they are easily identifiable by entering that space. Imagine a facility that offers daycare services for example, social services, as well as shelter space, and you get close to the vision the YWCA Banff is working toward.
Many agencies in the Bow Valley have excellent relationships with each other, but they are physically and spatially separate, with offices and intake processes in silos that clients have to travel to and from to access services.
Crotty said wrap-around services, or the hub model of service delivery, is common in recreational facilities and arts and culture spaces, pointing to Elevation Place and artsPlace in Canmore as two local examples.
“The hub to us is that big vision and the big challenge is how do we make it and how do we bring that vision to the public?” he said. “How do we break down barriers for access? That is a critical piece for a hub.
“When you walk in that front door, there should be absolutely no indication of why you are there. You could be a resident, or you could be going for a coffee.”
Given the cost of land in the Bow Valley, a mixed use approach would also be beneficial. While the YWCA does not yet have a location, there is enough potential land to begin those conversations.
Through its partnership with Canmore Rotary, and events like VINEart, Songs for Shelter and Walk-a-Mile, the YWCA has $500,000 to work with to bring that vision to the community and engage stakeholders and other service agencies.
Crotty said the support is encouraging and fundamental to pursuing this new vision to how shelter is provided. It gives the organization leverage to approach the provincial and federal levels of government for support as well.
The vision is about to become clearer for everyone, he added, as they are close to unveiling a design concept for the hub. It is modular, meaning it is flexible to add different components, and designed to be adaptive to the site chosen.
“We are creating a 3D visual model for what the shelter and transition-specific housing would look like with the support amenities included,” Crotty said.
An architect firm from Calgary has come on board to support the project and provide a design of what it would look like for someone walking in the front door of the hub with multiple uses offered at the facility.
Crotty said the goal is to have those visuals in time for VINEart on March 3 at the Fairmont Banff Springs.
“We think if we have those two side-by-side, the public will understand what it is we are looking for,” he said. “The key piece is to show the flexibility for design and how the core needs are incorporated.
“If we are smart with our design and we think of it as having modular services to add on as funding comes or other partners are ready, we will be able to paint that vision.”
