Updated January 11, 2013

iHuman Youth Society Mailing: PO Box 62013, Edmonton, AB T5M 4B5 Studio: 10124 – 96th Street NW, Edmonton, AB T5H 2G5

Business Case

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Table of Contents

Executive Summary ................................................................................................... 3

Background................................................................................................................. 5 A. Problem / Opportunity....................................................................................... 5 B. Company/Organization Description ................................................................. 7 C. Mission, Vision and Values .............................................................................. 9

Project Description................................................................................................... 10 A. Project Description.......................................................................................... 10 B. Objectives ....................................................................................................... 11 C. Strategic Alignment ........................................................................................ 12 D. Scope.............................................................................................................. 13 E. Out of Scope................................................................................................... 14 F. Anticipated Outcomes..................................................................................... 14 G. Stakeholders .................................................................................................. 15

Market Analysis ........................................................................................................ 16

Business and Operational Impacts........................................................................ 17

Project Risk Assessment ........................................................................................ 18

Cost/Benefit Analysis .............................................................................................. 19 A. Quantitative Analysis – Financial Cost & Benefit: .......................................... 19 B. Qualitative Analysis – Non-Financial Benefits & Costs:................................. 20

Assumptions............................................................................................................. 21

Conclusions & Recommendations ........................................................................ 22 A. Conclusions .................................................................................................... 22 B. Recommendations ......................................................................................... 22 C. Project Responsibility and Accountability ...................................................... 23

Implementation Strategy and Operating Model.................................................... 24 A. Project Schedule............................................................................................. 24 B. Five-year Operational Plan............................................................................. 24 C. Management Plan .......................................................................................... 26 D. Detailed Capital Costing................................................................................. 26 E. Capital and Operating Financial Plan............................................................. 26 F. Marketing Plan................................................................................................ 26

Appendices ............................................................................................................... 28 A. Appendix 1 – Organization Information.......................................................... 28 B. Appendix 2 – Project Financial Information ................................................... 28 C. Appendix 3 – Facility Renovation Concept Design Drawings ....................... 28 D. Appendix 4 – Marketing Materials.................................................................. 28 E. Appendix 5 – Funding Commitments............................................................. 28

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Section

1 Executive Summary

iHuman Permanent Facility Project: “a Home for Youth, a Place for Art”

Executive Summary

The iHuman Youth Society generates positive social change and re-integrates marginalized youth into the mainstream community by engaging 12 to 24 year olds who exhibit high risk behaviours in arts, creativity and social support activities. Our innovative, holistic programs reach over 500 of Edmonton’s most vulnerable children every year. iHuman received charitable status in 1997 and has been actively helping Edmonton youth ever since. After years of bouncing around a series of rented, loaned and borrowed facilities, which severely hampered programming and our ability to stay engaged with the youth, iHuman purchased a warehouse in Edmonton’s rapidly re-developing downtown east side in April 2012. We aim to create a permanent home and bring stability to our work with our clients. The location and facility are ideally suited for our clientele and programming. Our project is timely as it recognizes the fact that Edmonton’s vulnerable youth population is projected to continue to grow in future years. The "a Home for Youth, a Place for Art" project will support the substantial refurbishments the building requires to allow for: multi-arts programming; crucial support services; store-front retail space for iHuman products and offices. The renovation will also make space for other community agencies to encourage deeper collaboration with iHuman. Community Benefits

The "a Home for Youth, a Place for Art" project will generate numerous community benefits, and is highly aligned with the City of Edmonton’s own goals as articulated in its “The Way We Live: Edmonton’s People Plan” strategic plan. City of Edmonton’s Goals iHuman’s Trust Compass and key strategic actions Edmonton is a vibrant, connected, engaged and welcoming community.

iHuman engages marginalized youth that other agencies won’t, or are unable to, help. We reconnect them to the mainstream through programming that speaks to them. Through our programming they learn how to make positive contributions, and create amazing art, fashion and music - enriching a redeveloping part of our city.

Edmonton celebrates life! iHuman embraces the authentic stories, trauma and gifts that each of our youth possesses. We take young people with little or nothing to hope for and give them a positive sense of themselves, others and the community so that they make positive contributions to our city.

Edmonton is a caring, inclusive, affordable community.

iHuman provides a caring, safe haven, which is something most of our youth have never known. They can get help and advocacy to address their needs. They can connect

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with other agencies to help turn their lives around in a holistic way. No one is ever turned away from iHuman’s services.

Edmonton is a safe city iHuman’s work develops trusting relationships, which fosters caring, rehabilitation and community building. We seek to move youth onto a different path in which they emerge as a positive force in our community, and away from abuse, marginalization and crime.

Edmonton is an attractive city

iHuman uses the arts and creativity as an engagement tool to restore hope in the person. Youth learn that hope and beauty are real and can be a part of their lives. Their work is already beautifying the city in conjunction with many agencies, businesses and individuals.

Edmonton is a sustainable city

iHuman’s Trust Compass builds resilience in youth who would otherwise remain on society’s fringes and become over-represented in the social services and justice systems. We help build up and strengthen individuals, who in turn strengthen Edmonton’s collectively human capacity, and our businesses and community organizations.

With its goal of “investing today to create the future of tomorrow” the City of Edmonton and iHuman are ideally aligned to address Edmonton’s most challenging youth social issues. The "a Home for Youth, a Place for Art" project will raise $10.335 million to refurbish, equip and create endowment funding to help with program costs for our 22,000 square foot home located at 9635 - 102A Avenue. To date we have nearly $3.15 million in initial funding commitments and are organizing a massive “community build” project which will bring together trades and suppliers from across Edmonton in a 21st century version of an old-fashioned barn-raising to assist with the refurbishment. We anticipate renovations will commence in the summer of 2013. Support from the City of Edmonton will: help the City achieve its “The Way We Live: Edmonton’s People Plan” goals; allow iHuman to leverage other government and non-governmental funding sources, and; positively impact the entire community by lifting up its most vulnerable and marginalized youth and helping them become positive contributing community members.

The time for iHuman’s permanent home is now. We have organizational support, an identified need, a confirmed lead donor, a confirmed location and strong momentum. The confirmed support of the City of Edmonton is the next critical building block in realizing a Home for Youth, a Place for Art.

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Section

2 Background

iHuman Permanent Facility Project: “a Home for Youth, a Place for Art”

iHuman engages,…embraces the authentic,…cares,…develops trust, …….uses creativity

to beautify, …encourages trust and hope…all strengthening Edmonton’s human capacity.

We have confirmed over $3 million in initial funding commitments towards a targeted goal of $10.335 million. City of Edmonton support of $1.75 M (approved during the 2012 – 2014 capital budget deliberation process), along with $1.0 M ($600 for building, $400 operational) received from the Eldon and Ann Foote Family Fund will leverage other government and non-governmental funding sources. (Please see Appendix 5 for Funding Commitments)

iHuman is presently at maximum capacity levels and working in less than satisfactory premises. iHuman needs to increase its facility and program size to accommodate the expanded client group. Establishing a permanent home now will ensure an adequate ability and capacity to grow with an expanded client base. The new iHuman facility is envisioned as being a safe and welcoming place, filled with vibrant and dynamic activities and creative energy. It will be a place where marginalized youth feel at home. A place that will support traumatized young people to rebuild trust, align with existing support services, plan and implement healthy strategies and develop life and employment skills. It will be a non-threatening and positive conduit to the larger Edmonton community. The benefit of having a permanent facility will provide easy and stable access to iHuman’s youth clients, its volunteers and its community partners. At present iHuman does not have suitable space for community workshops, board meetings, nor partnership sessions. The renovated facility will become a hub for the coordination of services needed by the youth. For example, Justice Canada has recently approved a multi-year grant for a partnership program with iHuman to operate a mental health clinic for young offenders within our premise.

The urgent and specialized needs of youth who exhibit high risk behaviours and the negative effect on safety in our communities if we don’t address their needs, strongly evidence the need for a permanent iHuman facility.

A. Problem / Opportunity

The iHuman Youth Society has a long history of having temporary spaces from which to offer programs and services. We have been forced to move three times in the last five years. The buildings that we were using have been torn down for redevelopment leaving us scrambling for alternative accommodation. Every move is a negative disruption to our client base, exhausting for our staff and uses valuable Society resources in refits and moving costs. In a social service field that is highly demanding and stressful, the continual shifting of home base is demoralizing and diverts precious energy and talent.

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Recent City of Edmonton community reports (The Way We Live, Urban Aboriginal Peoples Study, 2010) identify a 50% growth increase over the next 15 years in Edmonton’s Aboriginal population*. It is expected that the Aboriginal youth population will exceed that ratio. Between 75% and 95% of iHuman's clients self identify as Aboriginal. Predictions indicate that there will be a tremendous need for experienced programming for Aboriginal youth in the future. iHuman is presently at maximum capacity levels and will need to increase its facility and program size to accommodate the expanded client group. Securing a permanent home now will ensure an adequate ability and capacity to grow with an expanded client base. Edmonton’s inner city is undergoing increased development. The central area of Edmonton is recognized as the best and most accessible area to offer services to high-risk youth (who have limited mobility due to their extreme poverty). Land and building prices have been going up steadily and the availability of desirable sites diminishing. Recognizing the critical and growing need for a permanent studio and housing facility for high-risk youth and that there was a small and closing window of opportunity to purchase a suitable and affordable facility, the Board of iHuman, purchased a building at 9635 - 102A Avenue which, with significant renovations and improvements, will provide an ideal home for our new facility. iHuman’s energized creative approach and exciting architectural look (currently in development) will be a positive addition to the city. iHuman’s “good neighbour status“ is exemplified by the Boyle Street Community League’s expression of its support for keeping iHuman in their neighbourhood. Over the last ten years, iHuman has achieved national recognition and solid local community support. The Society and staff have been honoured with prestigious awards including the inaugural 2012 Lieutenant Governor's Circle on Mental Health and Addiction "True Imagination" Award, 2011 Duncan & Craig Gold Laurel Award, the Kaiser Foundation’s National Awards for Excellence Program working in areas of mental health and addictions, Time Magazine’s Canadian Heroes of the Year Award (2006), Alberta Solicitor General’s Certificate of Achievement, the Royal Commonwealth Society Gold Medal for Youth Development, Edmonton Youth Council Investment Awards, Ron Wiebe Restorative Justice Award, and R.I.S.E. Recognizing Immigrant Success and Endeavors Award. Edmonton’s REACH Committee recognized iHuman as one of Edmonton’s key solutions for a safe community. We have an energetic and skilled Executive Director, a dedicated Board and a respected Capital Campaign Committee. This is a perfect time to establish a permanent and sustainable home for the iHuman studio and housing component. Confirmed Support: We have an opportunity. The Foote Family has been a long term and dedicated supporter and understands our urgent need. Anne Foote, in a conversation with the president of iHuman on August 17, 2011, stated that she “is passionate and dedicated to iHuman and is deeply committed to the building campaign.” The Foote Family Foundation at the Edmonton Community Foundation has pledged $1,000,000; $600,000 for capital and $400,000 for operating funds to launch our new permanent facility project. We have the organizational support, a significant major donor, and a recognized need. The urgent and specialized needs of high-risk youth and the negative effect on safety in our communities if we don’t address their needs, strongly evidence the need for a permanent iHuman facility. A place where our most vulnerable and alienated youth will gravitate, feel safe and respected, and begin their journey to a healthy lifestyle and towards becoming contributing community members.

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B. Company/Organization Description

"iHuman" Our name comes from an Inuit term identifying the symbiotic relationship of the individual within the collective community; ‘one for all and all for one’. The iHuman Youth Society is dedicated to helping at-risk and high-risk youth in Edmonton using specialized art based programming and an outreach program. We have become the “go to” organization for troubled young people aged 12 to 24 years old. Referrals from judges, lawyers, social workers, police, family and friends direct youth to our energized programs. We literally save lives and redirect tragic, unhealthy behaviors, encouraging positive living, education and community engagement.

Legal Description The iHuman society was incorporated in Alberta under the Societies act in 1997 to support art that had a social impact. We applied for and were granted charitable status by the Federal Government. In 2003 the society name was amended to become the iHuman Youth Society.

History of the Company/Organization Responding to a millennium art exhibit and project by two local Edmonton artists known as the Gun Sculpture, at-risk and high-risk youth asked the artists if they could be involved. With guidance from our founders, four young people began working on their own youth perspective exhibit on anti violence called the Red Tear. Both exhibits were displayed concurrently at the Edmonton Art Gallery (now the AGA) with Anne McClellan, and Senator Doug Roche giving the opening addresses. Following the completion of the exhibits, the youth (now grown to 12) passionately petitioned to continue to express their voices through art; the artists agreed, thus, the iHuman Youth Society was formally established. Community gift in-kind support from The Works Visual Arts Society and Qualico Homes provided a facility and the artist/founders volunteered to continue to mentor the youth. A local art supply company, Colours Art & Framing, gave free art supplies and artists in the community (art, music, drama, video) donated equipment and their services. The Society received its first grant to hire staff two years after its grass roots inception. Within five years iHuman staff had received national awards for their utilization of the harm reduction model: Brianna Olsen from the Kaiser Foundation and Wallis Kendal from Time Magazine (Canada).

The grass roots program has grown and adjusted to our youth community's needs. The original founders discovered that the art programming was fantastic for engaging the youth, for skills and identity development and for building self identity; however, the youth’s complex problems needed essential service support as well, hence the addition of an outreach intervention service. Outreach provides the necessary support and caring to reconnect young people to organizations and services that they may not trust or know about.

The unique key to iHuman is the art engagement process – it is the journey and skill development that keep the youth engaged and changes mistrust into trust, out of control behavior into empowerment and ultimately unhealthy life choices into positive healthy ones. The founders believed that encouraging the young people to be actively involved in the planning of the art programming (and their life goals) would keep activities current and highly engaging to youth. This approach has succeeded. Organizations from Montreal, Chicago, Germany and Harvard University have studied the iHuman success model.

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Over its lifetime, iHuman has grown from two passionate volunteers to a peak of over fifteen full and part time staff members supported by hundreds of volunteers; from working with six youth to now over 500 high-risk young people; and from youth needing mentors to becoming peer mentors themselves. Furthermore, the Board of Directors has transitioned from a working board, which took care of everything from administration to facility maintenance, into a mature governance and fundraising body.

Current Status Utilizing a harm reduction philosophy, our current mandate is to engage Edmonton's high-risk youth in arts activities that lead to positive social change. We promote the re-integration of high-risk youth into the community through a program involving crisis intervention, arts mentorship and targeted programming. We also provide valuable assistance and advocacy in helping the youth access other support they need in health care, education, shelter and anything else they might require. Youth accessing iHuman programming are aged 12-24 years with the majority of our youth being between the ages of 15-21 years. Aboriginal youth make up a significant portion of our demographic; increasingly we are serving a number of immigrant youth particularly from the African community. Many are dealing with multiple issues and characteristics making their lives challenging. Poverty, homelessness, multiple addictions, mental health issues, gang affiliation or membership and familial or parent neglect means the youth are often known to the criminal justice or child welfare systems. As a counterbalance to the overwhelming number of risk factors and stressors prevalent in the youth, we find many highly talented individuals demonstrating amazing characteristics such as creativity, loyalty, perseverance, protector instincts, ingenuity, leadership and ambition. We have proven strength and success outcomes to demonstrate our impact and help to a difficult demographic. Our experience shows that what these youth need to share their gifts and their voices in a safe and supportive outlet and venue in which to do so. iHuman affords such an environment of non-judgment acceptance and encouragement. Future Goals iHuman's five-year strategic plan is based on three key goals: 1) establish iHuman in a permanent location that provides the stability and continuity desired

by the Board, staff, youth members and community.

2) the Society will operate with a balanced budget. To ensure financial stability, iHuman’s planned private-sector capital campaign includes a facility endowment fund that will provide a sustainable source for the maintenance and operation of the new facility. Our operational annual fundraising plan is separate and distinct from the capital campaign fundraising process, and raises funds through grants, fundraising drives, social entrepreneurial ventures and by accessing a variety of loyal donors. This approach, and our diversified revenue sources, will ensure that the Board’s balanced budget approach of the past is maintained going forward. We are aware that we will need to carefully manage this activity so the proposed campaign does not undermine our annual effort to sustain our existing programs.

3) to increase the number of staff to meet the needs of the growing youth population. In the short term, one new fulltime staff position has been hired, in the long term - as needs require (predicted a minimum of six new staff in the next five years). Formalizing structures around our volunteer management, youth mentorship and Society policies will contribute to strengthening our existing organization.

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Please see Appendix 1 for the following organizational information:

a. Certificate of Incorporation b. Bylaws c. Annual Return – Proof of Filing d. 2011 – 2012 Audited Financial Statements e. 2012 Annual General Meeting Minutes f. Business Plan 2011 – 2016 g. Strategic Implementation Plan 2011 – 2016 h. iHuman Board of Directors i. Capital Campaign Organizational Chart

C. Mission, Vision and Values

Mission iHuman Youth Society is a non-profit, charitable organization whose mission is to work with at-risk and high-risk youth and to promote their re-integration into the community through programming involving crisis intervention, arts mentorship and life skills development programs. Vision Our five-year vision is to offer the most unique and effective arts based program for high-risk and at-risk youth in Canada. These programs will be delivered out of a purpose designed facility and will nurture the youths' creativity allowing them to develop their positive talents as well as assisting them to make healthy life choices. We intend to create a new entrepreneurial program, which will support the youth and allow them to transform their skills into viable and marketable products and services, providing them with what often is their first employment experience. We strive to offer our assistance to every vulnerable youth in Edmonton who will accept help. Values We never give up on a youth.

1. We respect youth as unique individuals. 2. We listen to youth and their needs, and we will change our programs according to

demand. 3. We will remain attractive to youth. We can't afford to become too institutional. 4. We are non-judgmental and work to make the youth feel comfortable 5. We promote 'punchy' opportunities for self-expression (e.g. in art work). It is

empowering for the youth (they must feel they are listened to). 6. We are open to all high-risk youth between the ages of 12 and 24. 7. We are committed to developing mentors among the youth and want our staff to grow

with them (personal development at all levels and for all concerned). 8. We value opportunities for our youth to advance in life and make positive

contributions in society. 9. We want the youth to feel connected to iHuman as a family: supported to be healthy

and productive while learning to maximize their own unique abilities.

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Section

3 Project Description

A. Project Description

The existing iHuman facility (the old Peep Show building) is located across the street from the new Hilton Hotel construction site on 96 Street. iHuman leases this building from the City of Edmonton for $1 a year. The Society can be issued notice to vacate at any time and as the area is designated for development and located in a prime area of the Quarters it is inevitable that iHuman will be forced to move again (it will be the sixth time in 13 years). The present building is very old, in disrepair, hard to heat and clean and not efficiently laid out for the delivery of client services and programs. The building is 9000 square feet spread over three floors. It has three parking spaces. The 22,000 square foot newly purchased facility is made up of two-joined buildings: a 1950 solid fir wood construction and a 1980 breezeblock warehouse design. Architects and engineers have confirmed that the shells of both buildings are in very good shape and suitable for renovation. Very little interior demolition is needed, as the spaces are mainly open. A portion of the front of the building will be stepped back to create a welcoming entrance and an interesting architectural statement to a presently blockish façade. The plan is to completely renovate the facility, which includes substantial energy efficiencies (ideally LEED), making the building program efficient and cost effective to maintain. It is anticipated that iHuman, after allocating space for its programs and services, will have approximately 3000 square feet of classroom or activity space which could be rented to other community groups and provide supplemental income to iHuman.. An area of 1625 square feet is designated as a café and gallery and exhibit space, providing retail income for iHuman and work experience opportunities for youth. The property includes a parking lot that supports 25 parking spaces: enough for staff, visitors and extras for rental income.

iHuman’s newly purchased building is located at 9635 - 102A Avenue. Our neighbour to the East will be the Arts Urban Village. Board and staff members of both organizations have met to exchange plans, ensure non-duplication of space usage and to discuss opportunities for shared space use and mentorship programs. PROGRAM REQUIREMENTS

Component Facility Element Area General Multipurpose kitchen and eating area (youth

meals, training, event preparation) Storage and locker space Donation room, shower and laundry facilities Accounting and file storage Staff offices Creative/brainstorming/board room Healing circle

Totaling ~8317 sq ft

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Art Programs Visual arts group workshop Individual artist work cubicles Silk screen, photography and clean up room Art storage Computer room– design and composition Music studios Multipurpose Dance/drama space (suitable for

health/wellness activities) Fashion workshop Exterior art gallery

Totaling ~6880 sq ft

Outreach and Support Services

Counseling and interview offices and work spaces

Woven Journey (young moms and children) includes small kitchen, child care, activities space and small outdoor courtyard.

multi-purpose group meeting/activity space (YELL Girls Group, Friday Night Challenge)

Mental and physical health space Tutorial/education program – traditional and out

of classroom learning

Totaling ~3509 sq ft

Training and retail

Cafe; galley and exhibit space Totaling ~1625 sq ft

Potential Rooftop garden TBD

Please see Appendix 3 for Concept Design drawings.

B. Objectives

The "a Home for Youth, a Place for Art" Permanent Facility Project aims to accomplish, in clear and measurable terms, the following objectives:

to establish a stable and permanent facility for Edmonton’s youth engaged in high

risk behaviours in order to support innovative and effective programming produced by iHuman’s highly qualified and dedicated staff

to more efficiently and effectively support referral community organizations and institutions (judges, police, social workers, etc)by providing programs and alternative pathways for youth who are involved with the criminal justice system

to increase our ability to offer our programs and service to any vulnerable youth who is willing and able to accept them

to provide needed effective programming in the following areas: crisis and outreach, basic needs support, life and educational (including literacy and upgrading) skills, arts training and performance, business coaching for self employment

to increase our outreach program's ability to offer, identify or connect youth to comprehensive medical, dental, educational and other basic services. Example: recently confirmed funding from Justice Canada will support a mental health clinic

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expected to serve a minimum of 20 young offenders

increase the number of arts programs from three to five (adding dance, drama mainly supported by community artists in exchange for studio space or volunteers)

immediately increase the number of youth served in the arts studio from 80 to 100

increase our life skills programming from five to seven programs and establish an entrepreneurial component with the proposed store front/retail space in the new building

C. Strategic Alignment

The iHuman Youth Society is an important component of Edmonton’s safe community plan. We use a harm reduction model and a broad community partnership approach that REACH Edmonton supports. iHuman is and will continue to be a part of an already identified priority and process of the City of Edmonton in supporting a safer community.

Federal government officials predict that the Aboriginal youth population aged 15-24 years in Edmonton will grow stating that "the increase in the absolute number of Aboriginal children and youth in urban areas is an important consideration from an education planning and service delivery perspective". iHuman's meeting with Federal officials indicates that there will be changes to Aboriginal funding with increased support to innovative NGOs that work with the Aboriginal population.

iHuman's Permanent Facility Project, its agency mission and programming aligns in the following ways

City of Edmonton

contributes in direct and measureable ways to each of the four principles (integration, sustainability, livability and innovation) that guide the City's The Way Ahead: Edmonton’s Strategic Plan 2009-2018.

aligns with and is supported by REACH Edmonton's Building a Culture of Community Safety in Edmonton in one Generation Report (2009). iHuman youth contributed directly to the Taskforce's community consultation process.

supports the research identified in the City of Edmonton's Families First Edmonton 2007-08 Progress Report, which outlines the struggles at-risk and high-risk youth have accessing the services available to them.

operationalizes many of the recommendations identified in the City of Edmonton's Edmonton Region Youth Profile Update 2008 Final Report (similar observations of continuing need were reiterated by our youth during their participation in the REACH Edmonton/Homeward Trust survey in late 2010).

aligns with and encourages partnerships in support of the Edmonton Arts Council's The Art of Living: A Plan for Securing the Future of Arts and Heritage in the City of Edmonton (2008).

fosters programming committed to the City of Edmonton's Racism Free Edmonton Action Plan

fosters programming to support culture and identity as evidenced in the City of Edmonton's Urban Aboriginal Peoples Study, 2010

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aligns with and is supportive of the Edmonton Police Service and its Community Policing Service Model.

Province of Alberta

aligns with and is supported by the Government of Alberta's efforts under the Safe

Communities Secretariat Initiatives including the Task Force on Crime Reduction and Safe Communities report (2007) and the Safe Communities Innovation Fund.

delivers programs to youth engaged in high risk behaviours funded by Alberta's Crime Prevention Framework and is a founding member of the Alberta Gang Prevention Strategy Network

implements services identified in the Government of Alberta's Task Force on Crystal Meth report (2006) to mobilize against the prevalence of crystal meth usage in Edmonton.

aligns with and supports the work of Alberta Government Ministries or Departments including Human Services, Children and Youth Services Region 6 High Risk Unit, Alberta Health (together with the Alberta Alcohol and Drug Abuse Commission and the Alberta Mental Health Board), Education, Aboriginal Relations and Northern Development, Culture, and Justice and Solicitor General.

connects to and collaborates with Alberta Protection of Sexually Exploited Children Act (PSECA) legislation and with the RCMP's efforts on the Project Kare Task Force.

iHuman was awarded the 2011 Gold Laurel Award from Duncan and Craig and the Lieutenant Governor's inaugural 2012 Circle on Mental Health and Addictions True Imagination Award for innovative programming in non-profit operations. A new facility will further enhance our capacity for creative and sensitive approach and programming.

D. Scope

Timeframe Our anticipated timeline is as follows:

Purchase of building and land March 2012 (complete) Summer - Winter 2012 –Planning and resource gathering

Feasibility study contracted, key volunteers recruited; campaign documents including Fundraising Plan, Communications Plan and tools, Sponsorship Recognition and necessary Business Plans completed and submitted to appropriate potential funders

Winter 2012 - Spring 2013 – Campaign “soft” launch All communications tools in place; early key private-sector donors engaged; grant applications to foundations and corporations submitted; major lead donations and in-kind support approached.

May 2013 – Campaign Public Launch ongoing applications to government, foundations and corporations for contribution or gift in-kind support.

Summer 2013 – Renovation–All In! Edmonton A full VIP media event with commencement of renovations.

2013 - 2015 –ongoing fundraising for endowment funds

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E. Out of Scope

A rooftop garden is indicated in the facility plans. If funding or sponsorship becomes available it could be installed at a future time.

The possibility of an adjacent housing component is shown in the plans but it is a future consideration depending on both need and funding support. It is not considered within this business plan.

F. Anticipated Outcomes

The Way We Live acknowledges the municipal government's role in bringing people together to create a civil, socially sustainable and caring society where people have opportunities to thrive and realize their potential in a safe, attractive city. The iHuman Permanent Facility Project outcomes are aligned with the City’s 10-year goals and community outcomes identified in The Way We Live, including improving Edmonton’s liveability. iHuman's Permanent Facility Project strategic planning process has identified performance measures that address the three main goals of the 5 year iHuman Business & Strategic Plan 2011-2016 (Appendix 1) and will be specific and important to the community needs:

1. Permanent Facility Operation: To provide a clean, maintained and equipped facility that enhances the stability and continuity of operations desired by the Board, staff and youth members.

2. Administration: To develop policies and guidelines and budgets for more efficient operation of the facility. Formalizing structures around our volunteer management, youth mentorship and Society policies will contribute to strengthening our existing administrative organization while enabling capacity building in the area of collaborative networks and partnerships.

3. Fundraising: To ensure funds are in place to provide for redevelopment and operations; the Society should operate with a balanced financial stance.

Additionally, as this project moves forward, there will be several performance measurements that will be continually evaluated in order to be eligible for and awarded operational funding from sources such as the City of Edmonton Community Investment Operating Grant. Outcomes that are applicable to the ongoing operations of iHuman include:

1. Organizations contribute to making Edmonton a vibrant, connected, engaged and welcoming community by providing Edmontonians with opportunities to connect, interact, and become integrated through social, recreational, and cultural programs and activities.

2. Organizations contribute to the celebration of life in Edmonton.

3. Organizations contribute to making Edmonton a caring, inclusive and affordable community where all people, including vulnerable populations, have opportunities to achieve their aspirations and feel a sense of belonging.

4. Organizations contribute to making Edmonton a sustainable city by practicing fiscal responsibility and good management, including strategic planning,

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budgeting, seeking out a diversity of revenue sources, planning their services and programs to fit with their registered objectives and mandate, and improving operations, programs and services. The outcomes listed above are measured annually through a Grant evaluation process.

G. Stakeholders

Over the past three years, iHuman has consulted with primary internal and external stakeholders as well as secondary stakeholders. We will continue to consult with all existing or newly identified stakeholders during the campaign and final building design process.

Stakeholders: Overview of Business Requirements Primary – Internal Traumatized youth with high risk lifestyles 12-24 yrs

1. These youth need appropriate programming and a stable facility and staff responsive to their unique situations

iHuman Staff and Board of Directors

The new building will create a better work environment for staff and increase the effectiveness of program development and delivery

Primary – External 1. Edmonton

Community 2. Alberta Health

Services

3. Social Services

4. Criminal Justice System

5. Partnering organizations

1. iHuman will be able to take more youth off the street, and engage them in positive activities which equals healthier youth and safer communities

2. The new facility will include a health and clinic space for easy access to services for youth

3. Better meeting spaces and direct access to youth that need services

4. Availability of referral programming for young clients as an alternative to incarceration

5. Provides a meeting place and facility for coordinated support of youth as well as a workshop space for collaborative projects.

Secondary – External 1. General Public

2. Edmonton Police Service

1. A stable and expanded iHuman will help to create a safer community as well as effect lower social service costs.

2. Youth engaged in high-risk lifestyles tend to use a disproportionately large share of police resources.

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Section

4 Market Analysis

The Board received substantial help from informed realtors in Edmonton who helped with the locating and price negotiation of the purchased building. In their opinion the $1,937,500 that iHuman paid for the 102A Ave land and building was a good investment and under market value.

Various studies including one from professional cost estimators BTY provided us with a dependable and current analysis of expected market renovation and furnishing costs.

Federal and local government officials continue to predict that the Aboriginal youth population aged 15-24 years in Edmonton will grow stating that "the increase in the absolute number of Aboriginal children and youth in urban areas is an important consideration from an education planning and service delivery perspective". iHuman realizes that suitable and engaging harm reduction programming and service are essential for these youth and for the greater wellbeing of our urban communities.

These facts demonstrate iHuman's niche value to the community and the likelihood that demand for our programming will increase over the next 5 years.

Through our connection to this population we make Edmonton a safer community.

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Section

5 Business and Operational Impacts

Descriptions of Impacts: iHuman anticipates the following changes will result from the implementation of this Business Plan. Stakeholder impacts are generally positive and would benefit stakeholders broadly in both business and operational outcomes. Legend: High indicates that the magnitude of impact is significant and stakeholder support

and preparation is critical to the alternative’s success; Medium indicates that there is a manageable impact to the stakeholder; Low indicates the alternative will have a minor impact to the stakeholder; None indicates that the stakeholder will not be impacted by the alternative.

Impact & Description Purchase and renovate warehouse on 102A Ave.

Business impacts – improved service delivery and expansion of all programming

High

Operational impacts – transition to permanent location reduce youth anxiety caused from continual facility moves

High

Operational impacts – expanded staff compliment; changes to processes and procedures; expanded opportunities for partnership and community engagement; volunteer base to be increased

Medium

Business impacts – alternate and expanded services provided to community and safety and health related sectors; enhanced public safety; increased sustainable meaningful partnership collaboration

High

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6 Project Risk Assessment

Project risks are identified as follows:

Project Risk Assessment Probability Impact Risk 1 – trouble raising campaign goal

Low High

Risk 1 General Mitigation Strategy Specific Strategy We are accessing a variety of funders. Confirmed in kind donations are strong and we have created a unique and high profile strategy “All In! Edmonton” to stand out from competing campaigns

We are constantly meeting and building relationships with corporate and Government reps. We will leverage City funding with Province and Federal Governments.

Limited funding would delay the renovation of the building and extend the campaign timelines

Risk 2 – Renovation and construction delays

Medium High

Risk 2 General Mitigation Strategy Specific Strategy Partner closely with a construction company for “ownership” in campaign

The "All In! Edmonton" will give enough profile to a construction company that it is in their interest to be on time

Delay campaign schedule until suitable service providers are secured. Missing the summer building season could put the renovation back by a year

Legend:

Probability of Risk High indicates that the event is highly likely to occur. Medium indicates that the event is likely to occur. Low indicates that the event is not likely to occur.

Impact of Risk High indicates that the event has a significant impact to the project. Medium indicates that the event will impact the project. Low indicates that the impact is relatively minor to the project. None indicates that the risk will not impact the project.

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7 Cost/Benefit Analysis

A. Quantitative Analysis – Financial Cost & Benefit:

Full Cost Analysis The Campaign Fundraising Target is $10.355M including creation of an Endowment Fund for sustainable building operation and maintenance. Land Acquisition and Studies $ 2,029,600.00 Construction, Design, Contingency $ 5,342,032.00 FF&E $ 400,000.00 Campaign expenses (Marketing, communications, PT administrator) $ 190,000.00

TOTAL PROJECT BUDGET $ 7,961,632.00*

*Any savings from construction and unused contingency will go into the Endowment Fund. A detailed Project Budget is attached in Appendix 2. Timeframe March 2012 Purchase land and building (vendor mortgage). Pay off mortgage with

receipt of city committed funds (February 2013). 2012- Spring 2013 Soft fundraising including in-kind design work May 2013 Campaign Launch – substantial in kind donations generated (main thrust of

All In! Edmonton strategy) Summer 2013 – All In! Edmonton Renovation – estimated market value $3,600,000 (not

including design and contingency costs) Continued fundraising for endowment funds Costs BTY Group has provided a cost estimate (market standards) on the renovation based on current economic circumstances and commercial market; costs may fluctuate over time. A substantial contingency rate has been factored in. Over the last twelve years iHuman has had to move five times, each time having to use precious operating funds to renovate each new space so it is functional for our programs. The last renovation was valued at $60,000 including cash and in-kind support and services. Costs of the new facility are identified as:

Land and building acquisition Renovation: in kind and cash Direct costs (fixed and variable) for the on-going operation of the facility Indirect costs (research consultants/advisors) Property taxes (application for waiver by the City)

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Benefits

No more unexpected cash, in-kind expenditures and disruption caused by moving to another temporary space.

Establishment of a Capital Reserve Endowment (or trust fund) current return 2-4%, to help pay on-going building related expenses

Potential for revenue: renting extra rooms and performance space for special events, parking stalls, retail sales and eventually partnering with a café business which will provide income and work experience for youth.

Supports sustainable planning and budgeting for future needs Profile enhancement and establishment of identity and brand in the community Stability for youth and easier retention of staff Efficient programming and administrative work spaces Supports new and enhanced programming

“a Home for Youth, a Place for Art” is an excellent investment in terms of return on investment (ROI) and return on objectives (ROO). Mark Anielski of Genuine Wealth Inc, is conducting a cost benefit study of iHuman, which will be completed in February 2013. Many of the intangible benefits listed will be addressed in this report.

B. Qualitative Analysis – Non-Financial Benefits & Costs:

The opportunity to purchase and renovate a warehouse on 102A Ave provides the best return on investment and benefits to the widest possible number of stakeholders.

Qualitative Summary Description Stakeholder(s)

Impacted Benefits: Safer city

A permanent facility will help more youth resulting in safer streets

Marginalized youth, social, medical and justice services, government services, public

Vulnerable population helped by caring community

As a caring community outlined in “The Way We Live” iHuman will deliver programming to help this vulnerable group

Marginalized youth, iHuman staff, wider Edmonton community

Bridge for positive interaction between communities

iHuman’s exhibit, performance venue and on-site retail shop will provide access point for multi community interactions

iHuman youth, multi-ethnic youth, arts community, public

Supporting a creative city

Mentorship of young artists, retail venue to support art sales of emerging artist, the facility will contain outdoor and indoor art “galleries”

young artists, Edmonton’s creative community and public

Neighbourhood enhancement and celebration of the arts

The iHuman facility will be an exciting and vibrant architectural addition to Edmonton's downtown. iHuman will be a positive addition to the Quarters growing artistic ambiance.

architectural community neighbors, general public

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Costs: Missed opportunity to contribute to creative city

A missed opportunity to a) share an under marketed talent pool with the Edmonton community and b) collaboration within the creative community

iHuman young artists creative community general Edmonton community

Missed opportunity to contribute to enhance neighbourhood

Edmonton loses a chance for a unique and exciting addition to its architectural and design diversity

Edmonton neighborhood Arts and design community iHuman Society

Assumptions

All of the information listed in the qualitative summary has been proven or studied and observed over time. Architectural merit is assumed as the architects involved are senior in their professions and have won awards for their work.

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8 Conclusions & Recommendations

The time for iHuman Youth Society to secure and renovate a permanent home is now. There is a growing need in the community for innovative programs that can help marginalized youth. The City of Edmonton and the Province of Alberta support a caring community, the Quarters is under development and a building of inspired designed will add to the creative and liveable nature of the area. iHuman is a resilient organization that has served the Edmonton community for over fifteen years. Our award winning and specialized programming is recognized as being a key solution to helping "difficult to serve" youth. A permanent facility is a critical need in order to continue this necessary work.

A. Conclusions

Business & Operational Impact

Project Risk Assessment Cost/Benefit Analysis

iHuman will have a permanent home resulting in no more moving or transitional issues for clientele. All agency programs under one roof with room for expansion and initiating new ways of assisting youth who engage in high risk behaviours.

This becomes a capital fundraising project. Although we already have many indications of support for this project, we risk raising insufficient funds to support the on-going repairs and maintenance. A proposed endowment fund with sufficient principal will generate income for building operation. Future risk of outgrowing the space.

Although the costs of building ownership are higher than current operating expenditures, the proposed endowment fund will reduce pressure on annual fundraising. Pride of ownership establishes a home for the youth and legitimizes the demanding need for programming. Interest of public and various gov'ts for crime reduction and reintegration increases in long term. Eliminates unexpected moves necessitating one-time costs of moving and setting-up in a new site.

B. Recommendations

The renovation of the warehouse building located at 9635 - 102A Ave will ensure that vital, low and no cost, accessible programs and services can continue to be offered in a safe and welcoming neighbourhood for vulnerable youth living high risk lifestyles in the city of Edmonton. 1. Priority is to the Phase 1 completed renovation of the programming/art studio spaces under this

business plan 2. Out of scope of this business plan is the Phase 2 Housing Component, which would not be

pursued unless financing and confirmed need are established.

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The project will be further developed in accordance to the following next steps: Functional Program and Design (2012) Construction (2013-2014). Facility Grand Opening 2014

C. Project Responsibility and Accountability

The Governing Board (Board of Directors) The governing board is the foundational base of our capital campaign. As the primary stewards of the nonprofit organization, our board members have approved our capital project and the fundraising activity that will support it and accept the responsibility of helping to raise the funds by participating in the solicitation of gifts.

The Steering Committee (Campaign Building Committee) Our managing group is made up selected individuals from the greater community who possess the willingness, creative energy, and socioeconomic clout to achieve our organization’s goal.

Hired Consultants The Campaign is volunteer driven but if necessary externally hired consultants will be retained to assist iHuman in reaching the goals of the capital campaign project. Studies and communication/marketing will be supported by external council.

Executive and Program Staff Our Executive Director (ED) Catherine Broomfield and key program staff members will support and contribute to the actions of the campaign ensuring strong representation of the Society and its goals.

A part-time administrative assistant will be hired to support campaign aims when the steering committee deems it useful.

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Section

9 Implementation Strategy and Operating Model

A. Project Schedule

Outcome/Deliverable Estimated Completion Purchase of 9635 102a Ave building April 2012 Determine functional program requirements April 2012- Dec 2012 Preliminary Design September 2012 Tendering/Gift-In-Kind support January 2013 Construction Summer 2013 Move-in and Opening Sept 2013/ early 2014

B. Five-year Operational Plan

Five-year Operational Plan iHuman's five-year strategic plan is based on three key goals: 1) Establish iHuman in a permanent location that provides the stability and continuity desired by the Board, staff and youth members.

2) The Society will return to operating a balanced financial stance:

iHuman’s present deficit is due to “being too successful” at fundraising in prior years and the resultant view of funders to reserve funds. For three years iHuman was very successful at fundraising and the board, in anticipation for the building campaign, prudently directed a portion of non-designated funds to a building reserve. Our foundational supporters assumed we didn’t need the money and cut the annual allotment that we had, up to that point, regularly received.

to mitigate this instability, we are taking several actions in combination: 1) is to set

up the endowment fund for building expenses and 2) we are initiating a new fundraising strategy to target next gen professionals encouraging the use of social media and giving networks 3) we have identified a social entrepreneurial venture which can be marketed to generate revenue utilizing iHuman’s artistic engagement success strategies in the corporate mainstream.

3) Increase the number of staff to meet the needs of the growing youth population, and formalizing structures around our volunteer management, and youth mentorship, updating policies as needed.

Location and Building

The permanent facility location is a warehouse on 102A Ave and 96 Street.

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22,000 sq ft over two floors, it offers amble space for current and desired projected growth programming needs.

includes alley parking and a parking lot which can accommodate the construction of a new build housing component above the ground floor parking.(housing out of scope but is a future possibility).

advantages of this building are its central location, access to public transportation, proximity to government offices or agencies accessed by the youth. It is in Edmonton’s cultural arts area.

proximity to planned or newly constructive complimentary services in the neighbourhood, such as the Arts Urban Village (immediate neighbour) and Boyle Renaissance Project (YMCA and Community League) is 2 blocks away. The Alberta Gallery of Art, Citadel and Winspear, the WORKS have all indicated interest in future projects and collaborations.

Equipment The move to a new building presents an opportunity to update and refresh our present equipment. Volunteers are sourcing computers and other smallish needs for our office and arts programs through grants and private donors. Corporate sponsors have indicated a willingness to supply kitchen appliances and clothes washing machines as an in-kind donation. iHuman has been in contact with office furnishers and early response is positive for substantial in-kind support. Staff and operating costs

iHuman currently employs up to 15 personnel in full time and part time positions at peak programming times

regular full time staff numbers 8 regular part time staff numbers 5 once in the new building: immediate hire additional staff - .5 art program staff;

1FToutreach worker and 1 PT cleaner casual staff, such as supplementary cleaning or snow clearing or parking

coordination, will be hired from within the youth to allow them to gain employment experience

as programs develop, as many as four additional full time staff will be hired

Revenues by Source iHuman does not charge registration or service fees to the youth clientele. We project limited revenue from leasing program and office and parking spaces to external agencies and groups seeking to collaborate or synergize with iHuman. Groups such as YRAP, Just Us Girls, Youth Speak Edmonton and The Afrikan History Library Project have already expressed interest in securing space. The retail gallery will provide commissions from sales and the future development of a café, although not included in this business plan budget, could be a revenue generator.

Out of scope is an office and housing building potentially constructed on the parking lot, which in time could become a valuable asset and revenue source.

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Capital Reserve/Endowment Fund iHuman will establish an endowment fund as part of the Permanent Facility Campaign which will help support the operation, repairs and maintenance of the facility in a sustainable fashion. We expect to earn a minimum 2-4% on the capital of this fund. We are researching the best practice for the establishment of such a revenue source (trust vs. endowment fund). Accounting and legal expertise is involved. Necessary business and building insurance will be obtained with appropriate coverage.

C. Management Plan

A list of iHuman Youth Society Board of Directors and an organizational chart of the Capital Campaign is provided in Appendix 1. Recruitment of the Project volunteers will be through existing volunteer recruitment streams and will not result in administration or recruitment costs.

D. Detailed Capital Costing

iHuman has worked with a variety of professional consultants including realtors, developers, cost estimator and an architect to develop the following detailed costing. Please see Appendix 2 for Project Budget Phase 1 renovation cost details.

E. Capital and Operating Financial Plan

iHuman has worked with a professional accountant in compiling the Financial Plan. We believe the forecasting for potential revenues and predicted operating budgets are conservative and viable. Please see Appendix 2 for Project Capital and Operating Financial Plans.

F. Marketing Plan

The communications goal of the “a Home for Youth, a Place for Art” is to create or awareness and buzz around a) iHuman programs and b) iHuman’s Permanent Facility Campaign.

New branding along with an exciting new array of communication tools including a new and innovative website and monthly newsletter will aid the success of our volunteer campaign committee. Social media and professional assistance with maximizing traditional media coverage is included in the campaign marketing plan and budget

The All In! Edmonton plan (see Appendix 4) will generate substantial excitement and media coverage which will in turn raise the public profile of the campaign. A brochure is included in the Appendix.

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Target Market The audience scope will focus on targeted fundraising support from philanthropic foundations, corporations and individual funders including a substantial amount of in-kind services and donations. Remaining funds will be sought through the other primary target market - all government sources.

iHuman has secured the following donated services/volunteers to produce the necessary campaign communication tools: Case for Support Sponsor recognition plan development volunteer Graphics designer Printing services E-newsletter volunteer editor Web site development , partial in kind donation, Publicity – partial in kind donation Social media coordinator, includes content Newsletter service

Please see Appendix 4 for “iHuman Case for Support”.

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10 Appendices

A. Appendix 1 – Organization Information

a. Certificate of Incorporation

b. Bylaws

c. Annual Return – Proof of Filing

d. 2011 – 2012 Audited Financial Statements

e. 2012 Annual General Meeting Minutes

f. Business Plan 2011 – 2016

g. Strategic Implementation Plan 2011 – 2016

h. iHuman Board of Directors

i. Capital Campaign Organizational Chart

B. Appendix 2 – Project Financial Information

a. Project Budget

b. Five Year Building Operating Budget

c. Five Year Program Operating Budget

C. Appendix 3 – Facility Renovation Concept Design Drawings

a. Exterior

b. Interior

D. Appendix 4 – Marketing Materials

a. iHuman Case for Support

b. All In! Edmonton 2013

E. Appendix 5 – Funding Commitments

a. Edmonton Community Foundations – Letters re Eldon and Anne Foote Fund – Financial Support

b. City of Edmonton Council Motion