Position Profile

Job Title:  Manager, Supportive Housing and Capital Planning

Work Unit:  Community Services and Supports Division, Cross Ministry and Community Partnership Initiatives Branch, Supportive Housing and Capital Planning

Ministry:  Alberta Children's Services / Community and Social Services

Competition Number:  1042799

Date:  June 2017

Position Summary


The Cross-Ministry and Community Partnerships Initiatives Branch (CCPI) is responsible for working with all orders of government and community partners on centrally delivered and integrated program policies and services that support vulnerable Albertans; including those who are homeless and/or at risk of homelessness. The CCPI is responsible for annual cross-ministry integrated capital and operational planning working with other divisions of the Ministry of Community and Social Services (CSS), key ministry partners and community agencies.

CCPI provides Secretariat support to the Inter-Agency Council on Housing and Homelessness and its mandate to provide advice to Government on the provincial implementation of the homelessness plan. The branch is also responsible for program accountability and evaluation including working with the Strategic Planning and Quality Assurance Division on data collection, public reporting, business and operational planning.

The branch performs diverse and varied functions in the areas of program support, research, policy analysis, and integration planning for people with complex needs who require housing with integrated supports and new added responsibility to develop a planning process for capital projects with integrated supports, generally long-term or permanent supportive housing. This involves managing capital funding from the Ministry of Seniors and Housing and integrating planning for funding for capital construction with planning for funding of clinical supports from the Ministry of Health (or Alberta Health Services) and for individual social supports funded by CSS.

Reporting to the Director, CCPI, this position will be responsible for fulfilling the commitment of CSS to manage planning for long-term or permanent supportive housing in partnership with the Ministry of Seniors and Housing and in cooperation with other ministries, particularly the Ministry of Health.

The Manager will also be responsible for supporting the development of GoA policy (aligned across ministries) required to support successful local implementation of congregate long-term or permanent supportive housing and supporting local efforts to integrate the planning, delivery, monitoring and evaluation of services to homeless people or people with complex or specialized needs.

Specific Accountabilities


Supportive Housing and Capital Planning

The Ministry of Community and Social Services (CSS) has been mandated to manage the delivery of capital funding for housing projects targeted to "specialized" populations (i.e. homeless with complex needs) with integrated funding for social supports from CSS and funding for clinical supports from the Ministry of Health (Alberta Health Services). This process will be based on the development of a 3-4 year planning cycle and will include managing planning funding for proposal/project-specific development funding for "specialized" (i.e. homeless) populations. This is a new function for CSS.

Responsibilities Include:

  • Submitting homelessness and specialized population projects to Seniors and Housing. In the Seniors and Housing Capital Plans, there is included a set amount of funding for capital projects targeted for "specialized" populations. This funding will continue to be held by Seniors and Housing but under joint agreement with CSS, the project specific disposition of this funding will be advised by the Minister of CSS. CSS will be responsible for integrating the capital planning with developing a delivery plan for the individual support services required for the clients (tenants) of the new project.
  • Leading the development of the policy framework for capital planning, spending and evaluation for homeless people or other specialized populations.
  • Working with agencies in the community which receive capital funding for projects to monitor progress through the planning, development and construction phases in collaboration with CSS Housing and Homeless Supports Branch, other CSS Divisions, Alberta Seniors and Housing, and Alberta Infrastructure.
  • Advising on how the capital and individual social support funding will be operationalized. For example, should capital funding opportunities be offered to all housing providers and developers via an open "Request for Proposals'' or should specific local agencies or consortiums of agencies, be specifically mandated to submit proposals for capital projects.

Supportive Housing Needs Assessment

The demand for supportive housing in congregate settings (i.e. permanent supportive housing) is very high with the number of units needed numbering in the thousands according to some key stakeholders. Identifying current and future demand and priorities for funding will require data analysis and extensive consultation with stakeholders including municipalities, Community-Based Organizations (CBOs), Alberta Housing Act-authorized Housing Management Bodies (HMBs), community social agencies as well as other ministries.

Responsibilities include researching:

  • Demographic and/or population data to describe population trends which may be predictive of future demand for supportive housing (i.e. people in "core need" as defined by the Core Need Income Threshold (CNIT) or people living in low-income families).
  • Number of people exiting "negatively'' from Housing First programs due to the presence of complex circumstances or disorders requiring more intensive supports than those available in a "scattered site" program.
  • Number of people in hospital designated to be appropriate for an Alternative Level of Care (ALC) who cannot be discharged due to the lack of an appropriate housing destination.
  • Number of people aging out of the child intervention system.

Development of Program Based on "Best Practices"

There are many variations of congregate long-term or permanent supportive housing. Variations include intensity of supports and supervision (i.e. business hours versus 24/7 on-site presence), level of tolerance of substance use, differentiation of roles between landlord, property manager, and service provider, legal status of tenancy, and array of services to be provided.

Responsibilities include:

  • Researching established best practices in other jurisdictions and findings from research literature.
  • Reviewing models in operation in Alberta and assessing effectiveness via consultations with operators.
  • Framing findings in the form of a program description to support the development of a call for proposals or similar publicly transparent mechanism to ensure equitable access to funding as well as criteria against which to evaluate proposals.

Funding for Supports

With the establishment of a bi-lateral commitment between CSS and Seniors and Housing, access to capital funding for housing-based programs has advanced CSS ability to support the development of long-term or permanent supportive housing by combining the availability of capital funding with funding for individual social supports. Ideally, funding for congregate supportive housing would include funding for clinical supports as well as social supports for the tenants/residents.

To support the achievement of that goal, responsibilities include:

  • Ensuring that funding for social supports for congregate supportive housing is included in the 2018/19 CSS operating budget.
  • Negotiating an agreement with Alberta Health (Alberta Health Services) to provide funding for clinical supports as part of the overall funding framework.
  • Developing and managing a tripartite agreement between CSS, Seniors and Housing and Health (and/or AHS) including planning, funding delivery, monitoring and evaluation.

Lead projects and participate as a key member of project teams as required.


  • Represent the CCPI Branch on various ministry projects or on ongoing activities as assigned.
  • Support the development of branch and division strategic and operational plans.

Knowledge / Experience


A university degree in social sciences, business administration, or public administration plus considerable, progressively responsible management experience in the area of social policy development are required. Equivalencies will be considered. An understanding of complex social problems and related legislation and policy Is required. Experience developing policy in one or more of these areas is mandatory.

In addition, the following knowledge, experience, and/or abilities are required:

  • Expert knowledge of homelessness theories, principles and intervention techniques.
  • Expertise in stakeholder engagement, including the ability to facilitate engagement with diverse stakeholders including youth, community partners, cross-ministry partners, executive team members, MLAs and Cabinet Ministers.
  • Experience in social policy development - ability to develop new policy, and recommend changes in existing policy.
  • Knowledge of relevant provincial and federal legislation, regulations and policy, including the Government of Alberta's policy development process and cycle.
  • Well-developed leadership and supervisory skills with the ability to coach and mentor policy professionals.
  • Strong communication skills to develop briefings, papers, reports, and action request responses for a political and ministry executive audience and/or signature.
  • Demonstrated ability to develop and maintain positive effective working relationships and partners and stakeholders of diverse backgrounds.
  • Experience in identifying and understanding broad trends, anticipating needs and addressing complex issues.
  • Strong project management skills.
  • Strong knowledge of best practices and research in design and delivery of congregate supportive housing.

Leadership and Business Know-How


The Manager in this position must possess a high degree of knowledge of policies and programs which have an impact on people with complex needs requiring responses that would draw upon supports or funding from other ministries. This knowledge must include but not be limited to homelessness, income supports, and health care (clinical) supports to people with complex needs.

Problem Solving


Examples of situations the position deals with on a regular basis include:

  • Reviewing, analyzing and advising on proposals from local agencies, municipalities, or collaborative groups for congregate supportive housing.

Relationships / Contacts

Clients Frequency Nature and Purpose of Contact

Executive Director, CCPI Branch

As required

Provide briefings, updates, and recommendations on issues and inquiries.

Director, CCPI Branch

Daily Provide briefings and updates; discuss and resolve issues that need to be escalated, review policies and briefings that will be escalated to ADM, DM or Minister.

Supportive Housing and Capital Planning Unit Staff

Daily Provide advice on congregate supportive housing policy as requested as well as new policy areas and activities as they emerge and are assigned.

Policy staff in other ministries, agencies, other government partners stakeholders

Ongoing and as required Lead cross-ministry committees or participate as CSS representative on various committees; respond to inquiries; discuss key issues; and create and maintain good working relationships.
Community Organizations Ongoing and as required Deliver community presentations, facilitate stakeholder engagement, and maintain effective working relationships; resolve problems and issues; collaborate on the development and implementation of policies.

Impact and Magnitude of Job (Scope)


The demand for congregate supportive housing in Alberta is very high. This need was identified in the 10 year plan, but in the absence of a provincial funding framework, including the lack of access to capital funding and funding for clinical supports, there has been little development and this has been identified by major stakeholders (i.e. The City of Edmonton) as a major shortcoming in the delivery of the 10 Year Plan.

It is very difficult for local project developers to create viable proposals for congregate supportive housing without a predictable provincial funding framework within which to plan and develop proposals and only larger organizations can invest in the development of proposals based on speculation about funding priorities. While capital funding has recently become available, the projects that were funded In 2016/17 and the projects that will likely be selected for 2017/18 were/will be selected based on readiness for funding, not an objective assessment of the priority target population or "best practice-based" provincial criteria.

This position has an impact on many stakeholders.

The number of "clients" may be relatively small compared to many larger programs, but the target population for this work tends to be highly visible, as in the case of homeless people, and consumers of large amounts of emergency services. Negotiating responses to these proposals requires managing complex relationships which have high political visibility and high stakes. This is particularly difficult in a time of financial constraint. Done well, this work can benefit the individual clients while enhancing and building upon the reputation of the ministry and GoA. When done poorly, this work can create or exacerbate tensions between individuals, agencies and orders of government.

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