SHELTER

& BEYOND

ANNUAL REPORT

2014-15

INSIDE THIS ISSUE

Chairman’s Message…………2

Executive Director’s Report….3

Notable Milestones…………...3

Program Reports……………...4

Thanks to our Donors …….….6

Dashboard Metrics……………6

Balance Sheet………………...7

SPECIAL POINTS OF INTEREST

Our Common Needs

New Accreditation Status

The Million Dollar Man

“I’ll be home late” and other

client stories

The George

Spady Society

“Basic human needs go beyond the need for shelter. We all need to feel safe, to belong, to enjoy respect and a sense of self-esteem.”

This is my last message as Chairman of the George Spady Society. Although there is

sadness that my time on the Board and my term as Chairman have come to an end,

there is also pride in all we’ve achieved over the last six years.

When I joined the Board of Directors, the Spady was a very different organization. For a

start, it was a much smaller organization. Our programs were limited to the Overnight

Shelter, the Detox Unit and George’s House. Today, we offer a spectrum of services

supporting clients’ journeys towards integration into the community. These services in-

clude Housing First, Permanent Supportive Housing, POD and Clinical Access programs.

It’s hard to imagine now, but when I joined the Board the Spady was not a fully accredited

organization. When we made the decision to adopt Accreditation Canada’s standards of

excellence, we had little idea where continuous quality improvement would take us. Six

years later, we know it has improved all aspects of our organization’s operations, result-

ing in the provision of better and safer services for clients and a safer workplace for staff.

During my term on the Board, the Spady celebrated its 30th anniversary. Since its early

days under the guidance of the Rev. George Spady, the organization has enjoyed a repu-

tation of placing the interests of clients first and foremost. This has gained us the respect

of both our clients and other agencies. Today, the Spady remains a leader in its field,

pioneering innovative programs and services to meet the needs of the community.

I would like to take this opportunity to thank my fellow Board members, the management

team and the staff for their role in the transformation of the Spady Society. I would also

like to acknowledge Lorette Garrick, as without her hard work, dedication and leadership,

these accomplishments would not have been possible.

OUR COMMON NEEDS

CHAIRMAN’S MESSAGE

As humans we all have basic needs. One

of our primary needs is shelter from the

elements, especially if you happen to live in

Edmonton, Alberta … in winter.

The George Spady Society works to meet

this need. Every night our Shelter accom-

modates some of Edmonton’s most vulner-

able citizens. Our Housing First program

assists individuals obtain and maintain

independent housing. The Permanent Sup-

portive Housing program provides a stable

housing environment with higher levels of

support. And, the POD and George’s

House offer communal living, in the long

and short-term respectively.

Basic human needs, of course, go beyond

the need for shelter. We all need to feel

safe, to belong, to enjoy respect and a

sense of self-esteem. Our programs ad-

dress these needs too.

The Clinical Access Team, in particular,

works with individuals who want to reclaim

their lives and their futures. Services in-

clude peer support, family support, trauma

therapy and occupational therapy, all under

a harm reduction philosophy.

By helping individuals meet their basic

needs, we offer them opportunities to move

towards realizing their potential, a need

common to us all.

ACCREDITED WITH

COMMENDATION

In June 2014, the George Spady

Society underwent its third audit

with Accreditation Canada.

The audit is a rigorous evalua-

tion process that assesses our

performance against national

standards of excellence. As a

result of this process, we re-

ceived “Accreditation with Com-

mendation.”

There is no denying that main-

taining our accredited status has

been hard work over the last few

years. We believe, however, that

our commitment to quality im-

provement is of real benefit to

the organization, to staff and,

most importantly, to clients.

2

EXECUTIVE DIRECTOR’S REPORT

The last year has been an eventful one. We underwent a successful accreditation pro-

cess in June, resulting in “Accreditation with Commendation” status. While we were de-

lighted with the result, we’ve had no time to rest on our laurels. We continue to work hard

to maintain the momentum of quality improvement.

The last year marked the completion of our three-year Strategic Plan. One priority of the

Plan was employee engagement. We have achieved significant progress in this area,

including the introduction of a staff e-newsletter; more interactive general staff meetings

and an additional health benefits package for permanent employees. I think we can take

pride in our successful achievement of this and other priorities in the completed Plan.

The new Strategic Plan includes client engagement as a strategic priority. This is also

emphasized in Accreditation Canada’s revised Standards. We plan to put in place more

formal mechanisms to seek clients’ feedback on current services and invite their input on

future directions for the agency. In the meantime, our staff continue to do a wonderful job

of engaging clients “where they’re at” and supporting them move towards their goals.

Historically, the Spady has served people that nobody else would. Today, we continue to

do this by seeking sustainable ways to meet the needs of street-involved individuals. Out

of this has come an innovative project called Place of Dignity (POD). The POD provides

long-term accommodation for homeless people with mobility and other issues. The

changes in the lives of residents are testimony to the effectiveness of this new program.

I believe the work we’ve accomplished over the last year has taken us to the next level of

quality service provision. None of this would have been possible, however, without the

dedication of staff, the leadership of the management team and the ongoing guidance of

the Board of Directors. I’d like to take this opportunity to thank all of them. I would espe-

cially like to thank our departing Board members for their work on behalf of the Society

and in particular our Chair, Oscar Barzilay-Lamers, who has steered us through a period

of extraordinary change and growth.

NOTABLE

MILESTONES

Media Coverage

Shaw TV featured our organiza-

tion in two episodes of their “Road

to Hope” series. One spotlighted

the work of Spady CAT and the

other Shelter Detox.

Poeima Productions

In 2014, we were the lucky benefi-

ciaries of the Poeima Fashion for

Freedom Fundraiser event. We

spent the proceeds on clothing

and linens for Detox clients.

Place of Dignity (POD)

This pilot program provides a

stable living environment for six

homeless individuals with mobility

and medical issues. Staffed by

health care aides and an LPN, the

POD provides ongoing support

and dignity to residents.

The program is funded by AHS

Addiction & Mental Health, AHS

Continuing Care, Homeward Trust

and the George Spady Society.

Facility Integration Team (FIT)

This new Housing First program

helps high acuity clients obtain

and maintain housing. It also

works to integrate clients back into

the community by linking them

with existing services.

Free Yoga Classes

Spady CAT runs free yoga clas-

ses at the Shelter on Wednesday

afternoons. These have proved

popular with clients. Other CAT

activities include cooking classes

and a gardening project.

Staff Newsletter

In September 2014, we launched

an e-newsletter for staff. This

provides a channel to share

Spady news, client success sto-

ries and upcoming staff events.

3

THE MILLION DOLLAR

MAN

Last year, we were approached

by AHS to provide accommoda-

tion for an individual who had

mobility issues and was non-

compliant with medication. Be-

cause of his high level needs, this

individual was known to local

services as “the million dollar

man.”

When he took up residence in our

Shelter, he was free to continue

drinking. In fact, staff gave him a

daily dose of vodka to prevent

seizures. He spent his days pan-

handling, much to the consterna-

tion of his caregiver who had to

tag along.

After a year in residence, he went

into hospital and while there he

stopped drinking.

Six weeks after leaving hospital,

he was still not drinking, and staff

got to know him in a new way.

“We saw a different side of him,”

says Program Director, Debbie

Berg. “We came to really love

him. It was truly harm reduction

at its best.”

Following his death, there was a

memorial attended by people

from the EMS, the EPS, the Roy-

al Alexander, our Shelter and

other agencies. “It was packed

out as we said our goodbyes to

him,” says Debbie.

We learnt a number of lessons

from the case of the Million Dollar

Man. First, it’s never too late to

change. Second, unconditional

support can make a real differ-

ence in someone’s life. And third,

it makes economic sense to pro-

vide vulnerable individuals with

their basic needs.

The establishment of a Place of

Dignity (POD) flowed from these

lessons. You could say POD is

the Million Dollar Man’s legacy.

CLINICAL ACCESS TEAM

In December 2014, the housing outreach

team developed a significant relationship

with a large property management compa-

ny. This has allowed the team to house

over twenty participants in a two-month

period.

“This new alliance with a property manage-

ment company is a major breakthrough for

our two Housing First programs,” says

Program Manager, Geoffrey Villebrun. “Our

ongoing challenge has been finding suita-

ble accommodation for our clients. Now,

this will hopefully no longer be the case.”

Low Intensity Housing First Team (LIhFT)

and the Facility Integration Team (FIT)

house and support individuals discharged

from the McCullough Centre, Homeward

Trust Edmonton and other partners.

The teams assist individuals to obtain per-

manent housing in the Edmonton area and

provide them with ongoing support to main-

tain their housing. The emphasis is on inte-

grating clients back into the community.

Both programs are currently working at or

above caseload maximums.

“A major focus over the reporting period

were preparations for the program’s first

ever accreditation audit,” says Program

Director Rick McHutchion. “The CAT pro-

gram was 100 percent in compliance with

the standards.”

The Spady Clinical Access Team (CAT) is

a mobile, multi-disciplinary outreach team

that supports Housing First clients.

The team’s ultimate goal is to successfully

integrate clients’ health, mental health and

addiction care into suitable, established

community services under a harm reduc-

tion paradigm.

The team has been operating at a full

caseload and sees referrals consistently

from all eligible Housing First agencies.

“Over the past year, CAT placed a greater

emphasis on group activities,” comments

Rick. “Groups provide therapeutic benefits

such as fostering peer supports, normaliz-

ing and de-stigmatizing challenges faced

by clients and developing social skills.”

Groups offered include Peer Support,

Moving Forward with Community Living,

Trauma-Informed Yoga, Wellness Recov-

ery Action Plan (WRAP) and Attachment

Trauma Recovery.

PERMANENT SUPPORTIVE HOUSING

HOUSING FIRST TEAMS

This year the Permanent Supportive Hous-

ing (PSH) program faced the difficult chal-

lenge of relocation. At the time of moving,

the program was at full capacity.

“The team were successful in re-housing

the majority of residents,” comments John

Norton, Program Manager, “and have con-

tinued delivering services to six individuals,

five of whom moved into George’s House.”

The aim of the program is to provide a safe

environment for men and women who re-

quire significant supports to maintain their

independence in the community. Staff sup-

port residents with basic living skills such

as cooking, cleaning, laundry, operating

household appliances, landlord relations

and financial management.

Residents often have a history of home-

lessness coupled with mental health is-

sues, substance use related disorders, and

physical conditions. Many will have histo-

ries of trauma, marginalization and chal-

lenges engaging with mainstream services.

As PSH prepares to move into a new loca-

tion, the team have been refining delivery

goals, developing resources and reflecting

on the potential impact the program will

have on residents. 4

“Already our clients are learning to become comfortable with their space and with staff. This is a huge transition for most of them.”

“We continue to care for the most vulnera-

ble street population, who present with

many challenging medical, mental health

and mobility issues,” states Program Direc-

tor, Debbie Berg. “This past year, we’ve

noticed that many clients are declining in

their overall physical and mental health.”

The Shelter provides a supervised environ-

ment for men and women under the influ-

ence of substances and offers basic care

needs and referrals within a harm reduc-

tion philosophy. As part of its harm reduc-

tion approach, the shelter also offers a

safe needle exchange program.

The program provides overnight emergen-

cy accommodation for up to 60 individuals.

In addition, 10 mats are kept available

during the day for EPS referrals.

This year, the Place of Dignity or Spady

POD program opened. The program has

six harm reduction beds for high needs

clients with mobility issues. The goal is to

provide long-term, dignified and non-

judgmental care.

“We are excited about the potential of this

new program,” says Debbie. “Already our

clients are learning to become comfortable

with their space and with staff. This is a

huge transition for most of them, and we

have been very happy with their progress.

Overall, their health is stabilizing and in

some cases improving.”

Operating from a harm reduction perspec-

tive, the non-medical detox unit assists

individuals to stabilize their health and

prepare for recovery and treatment, if they

so choose.

“We continue to have a challenge in deal-

ing with increased wait times for treat-

ment,” comments Program Director, Deb-

bie Berg.

The unit has a 27-bed capacity and is

open 24-hours a day, seven days a week.

Last year, the average occupancy rate

was 84%. The unit admitted 758 individu-

als, 584 males and 174 females. Six fe-

males were pregnant. The average length

of stay was 11 nights.

“A highlight of our year are visits from U of

A Occupational Therapy students who

come for six weeks in the Fall and Spring.

They interact well with clients and always

engage them with interesting activities,”

says Debbie.

“We’ve experienced a number of changes

during the past year,” says Program Man-

ager, Geoffrey Villebrun. “These changes

have provided us with an opportunity to

focus on staff practice.”

Following consultation with Homeward

Trust, the PSH program is temporarily

residing at the house, which has provided

house staff with an opportunity to develop

additional skills and knowledge while

working alongside PSH staff.

“This has been a great chance for staff

from different programs to work and learn

from each other to the benefit of resi-

dents,” comments Geoffrey.

George’s House is a five-bed, pre-

treatment and post-treatment home for

individuals in transition. It is staffed 24-

hours a day, seven days a week.

Staff at the house assist residents develop

life skills and prepare for their treatment

and recovery.

OVERNIGHT SHELTER & POD

DETOX UNIT

5

GEORGE’S HOUSE

THANKS TO OUR DONORS

We were fortunate to receive donations from a number of

organizations and individuals during the past year.

We received grants from the Stollery Foundation and the

City of Edmonton to purchase a new van to transport cli-

ents. In addition, Certified Radio donated funds to purchase

and install a car starter for the van.

A number of organizations held fundraising events for us.

50th Street Equities and Integrated Management & Realty

Ltd. donated a total of $1650 in Safeway gift cards and

$2000 worth of food. Poeima Productions held a Fashion for

Freedom fundraiser for us, and a number of employees

from Weber Motors nominated us as their charity.

We also received support from Hospitaller Order of Saint

John, Robertson – Wesley United Church, Royal Alexander

Hospital Employee Charitable Fund and the Edmonton Po-

lice Association. In addition, a number of individuals made

either one-off or regular contributions.

We are extremely grateful for the community support we

receive. The generosity of organizations and individuals

help us provide services to those most in need.

DASHBOARD METRICS

6

“By helping individuals meet their basic needs, we offer them opportuni-ties to move towards realizing their potential—a need common to us all.”

2015 2014

ASSETS

CURRENT

Cash $ 366,155 $ 443,109

Accounts receivable 202,220 42,038

Prepaid expenses 30,265 33,154

__________________________

598,640 518,301

TERM DEPOSITS 8,200 7,736

CAPITAL ASSETS 43,680 42,071

__________________________

650,520 568,108 __________________________

BALANCE SHEET— AS AT MARCH 31, 2015

7

2015 2014

LIABILITIES

CURRENT

Accounts payable $ 202,767 $ 269,040

Deferred contributions operations 114,873 9,000

Deferred contributions fundraising 29,923 34,634

__________________________

347,563 312,674

DEFERRED CONTRIBUTIONS RELATED

TO CAPITAL ASSETS 21,002 12,838

__________________________

368,565 325,512

__________________________ NET ASSETS

Invested in capital assets 22,678 29,233

General fund 259,277 213,363

_________________________

281,955 242,596 _________________________

$ 650,520 568,108 _________________________

POWER OF SYMBOLISM

What makes a man buy a perfectly good coffee table and then start burning holes in it? In this case, the creative impulse. For Wyatt, a Housing First client, burning an image on his coffee table was a way of por-traying how he feels. The image of two trees—one dead and one alive—stretching out their limbs to meet the Yin Yang symbol epitomizes his life. His past is dead. His future is alive. He is in balance. The power of this symbolism is apparent in Wyatt’s life. Despite facing imminent eviction, he remains positive about his future and focused on his artwork. “Never give up and you will never fail” is his motto.

The George Spady Society Suite 218, 10509 - 81 Ave

Edmonton, AB T6E 1X7

Phone: 587-524-1530

Fax: 587-524-1531

E-mail: admin@gspady.ab.ca

www.gspady.ab.ca

BLESSED EVERY DAY

For most POD residents having somewhere to lay their heads each night is a novel expe-rience. The majority of them have been living on the streets for many years and adjusting to their new circumstances can be challenging.

Free to come and go as they wish during the day, most spend their days out and about. One day a POD staff member received a phone call from a resident. “I’m just calling to let you know I’m going to have supper at my brother’s place,” he said. “I’ll be home late.”

While a common enough phrase for most of us, for this POD resident those four words represent a whole new life—a life in which he not only has a home but people in it who care about him.

It’s amazing how a life can turn around.

Over two years ago, a young client entered Detox. He was depressed, addicted and socially dysfunctional, unable to find his place in society. But he was also determined to change the direction of his life.

Today that young man is substance free, married and a proud father of a baby boy. He has a job and plans to train as a fireman.

It’s not often we hear such good news about a client. We heard about this young man’s change of circumstances from his parents. They wrote, “this amazing turnaround in our son's life was facilitated by your team of professional caregivers. Our son speaks of the program often, and we thought you may be interested in hearing some positive results of your important efforts.”

The parents end their letter with the following: “On behalf of our entire family, and on behalf of our newest member, we send a heartfelt thank you to your entire team!”

“I’LL BE HOME LATE”

Marilyn lives holistically, taking care of the spiritual, physical, mental and emotional as-pects of her life. “My Elder told me to put Spirit first and everything else will fall into place,” she comments. One of the ways she stays connected to Spirit is through her yoga practice.

Marilyn, a CAT client, has been attending yoga classes at the Shelter once a week, and loves it. She comes out of class feeling taller, her back straighter and with an increased sense of poise and confidence that she takes into the rest of her life.

“Yoga centers me, calms me, balances me and gives me strength. It keeps me focused on health and wellbeing,” she says. “I get blessed every day,” she says.

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