City council accepted the Cold Lake & District FCSS Social Needs Assessment as information during its Dec. 16 Corporate Priorities Committee meeting, setting the foundation for a coordinated approach to addressing social challenges in the city.

The assessment was conducted by Tim Moorhouse of Moorhouse & Associates Consulting Inc. and included input from more than 425 participants, including residents, youth, Indigenous partners, service providers, municipal staff and military families.

“We’ve been doing this type of work with municipalities for about 10 years across Alberta and parts of B.C.,” Moorhouse told council, emphasizing the importance of evidence-based, community-driven planning.

Council heard the engagement included 30 in-depth interviews, working sessions and surveys completed by 136 residents and 212 youth.

“The findings reflect lived experience and service system insight,” Moorhouse said. “It’s a balance between people living with these challenges and those providing support.”

The assessment identified seven priority areas:
▪️ Mental health and addictions
▪️ Housing, homelessness and cost of living
▪️ Community safety and public order
▪️ Youth opportunities and engagement
▪️ Access, navigation and transportation
▪️ Inclusion, cultural safety and community cohesion
▪️ Child care, family supports and early years

The report also highlighted community strengths, including strong volunteerism, active FCSS leadership, municipal support, recreational opportunities and Cold Lake’s cultural diversity, including Indigenous, military and newcomer populations.

However, it also pointed to interconnected pressures such as rising mental health and addiction concerns, housing insecurity, youth safety issues and challenges navigating services.

Youth engagement emerged as a key concern.

“Youth reported feeling unsafe due to bullying, drugs and violence, and said there are few affordable places to go outside of school and sports,” Moorhouse said. “They also want to be involved in co-designing solutions.”

Coun. Vicky Lefebvre asked about ease of access for residents facing mental health, housing or bullying crises. Moorhouse suggested tools such as improved service directories and coordinated agency training to support “warm handoffs” between services.

Mayor Bob Mattice asked about participation levels and the inclusion of military families. Moorhouse and consultant Christopher Cameron confirmed broad community representation and noted strong youth participation, supported in part by QR-code surveys at local events.

The assessment outlines a phased approach to implementation:
▪️ Years 1–2: Pilot youth engagement initiatives and navigator roles
▪️ Years 3–5: Develop transitional housing and formalize interagency collaboration
▪️ Year 5+: Establish a Community Wellness Hub and expand aging-in-place supports

“FCSS is in a unique position to convene and lead collaboration, not always deliver services directly,” Moorhouse said. “Shared accountability is key.”

Moorhouse concluded by commending the city for undertaking the assessment, noting it supports prevention-focused planning before issues escalate.