London Community Housing Strategy and The Community Plan on Homelessness November 22, 2011 1 City of...
If you can't read please download the document
London Community Housing Strategy and The Community Plan on Homelessness November 22, 2011 1 City of London, Community Services Louise Stevens, Director,
London Community Housing Strategy and The Community Plan on
Homelessness November 22, 2011 1 City of London, Community Services
Louise Stevens, Director, Municipal Housing Stephen Giustizia,
Manager, Ontario Works and Homelessness
Slide 2
Agenda Overview of Londons recent and current strategies in
preparation for provincial legislation Review of London Community
Housing Strategy (LCHS - approved by London Municipal Council in
June, 2010) Ties to Housing Plans and The Community Plan on
Homeless (CPH - approved in November, 2010) Note: Both the LCHS
& CPH update and integrate strategies and plans that have been
developed and implemented over the past ten years and link to other
Corporate and Provincial strategies. 2
Slide 3
Issue Statement Too many Londoners are living without stable
housing. Individuals experiencing homelessness are increasingly
presenting with significant mental health, addictions, and other
complex barriers. Too many rental units are not affordable, so
individuals and families cycle in and out of shelters, public and
private housing situations, failing to achieve stability. Impacts
of housing gaps are directly related to and directly impact other
sectors including employment, emergency services, shelters, social
services, police, and hospitals. 3
Slide 4
Decade+ in ReviewWhat have we been doing? 4
Slide 5
Municipal Funding: $2 million x ~10 years = $20 million which
leveraged Other Funding: $65 million in federal and provincial
funding + $74 million in private equity & mortgages Resulting
In $159 million in affordable housing investment in London over
past 10 yrs and 1,194 affordable housing units*: 131 home ownership
997 rental (28% were specialized supportive housing) 70 rent
supplements (5 yr program) *Note: 939 of these units were created
from 2006 to 2010 The Past 10 Years: Doing the Math $74 million /
1,194 units = Approx. $62,000/unit from private sector investment
5
Slide 6
Homelessness Funding 6 ProgramFunding Source $* Energy
Emergency Fund (EEF) for CMSM100% Provincial69,150 Rent Bank for
CMSM100% Provincial188,200 The Heath and warmth Program (THAW)100%
Municipal100,000 Mayors Anti-Poverty Action group (MAPAG)100%
Municipal185,000 Consolidated Homelessness Prevention Strategy
(CHPP) for CMSM100% Provincial544,213 Homelessness Prevention
Strategy (HPS) Based on Fiscal Allocation (2009/10)100%
Federal513,214 London Community Addiction Response Strategy (London
CAReS)100% Municipal1,250,255 Emergency Shelters80% Provincial/ 20%
Municipal* 6,115,356 Domiciliary Hostels80% Provincial/ 20%
Municipal* 299,022 TOTAL$9,264,410 * Based on 2010 Actuals
Slide 7
London Community Housing Strategy Vision A City of London where
all members of the community have access to housing that is safe,
secure, and suitable to their needs and ability to pay. 7
Slide 8
LCHS: Creating a Community Partnership Based Governance
Model
Slide 9
LCHS Timelines 2000 London Affordable Housing Task Force The
start of a new approach to understanding housing needs and defining
local response 2005 Affordable Housing Strategy Update of the 2000
Task Force Report Set target of 1,200 2010 London Community Housing
Strategy (LCHS) Emphasizes a continuum approach Integrates a
community plan on homelessness and housing Outlines priorities up
to December 31, 2015
Slide 10
LCHS Process & Metrics Pre-Consultation: 20 conversations
and group presentations involving more than 120 people Community
Consultations & Open Houses: 175 people LCHS Survey: 51
organizations responded Key Informant Interviews & Meetings
Individual & agency email responses: 17 Engaged people with
lived experience (low-income tenants & persons experiencing
homelessness: 83 people
Slide 11
Linking Community Vitality and Housing Increasing the
opportunity of those benefitting from housing across the continuum
to participate socially, civically and economically with the
stability of appropriate and affordable housing. Developing more
housing, with greater mix throughout the City to meet the needs of
a broad range of groups rather than a one size fits all approach.
Increasing supports to people once housed to promote better
community integration. Avoiding over-saturation of social issues.
Developing trust and increasing respect and understanding between
residents, private sector, public sector and non-profit sector,
while increasing partnership opportunities.
Slide 12
Understanding the Relationship Between Economic Prosperity
& Housing Increasing production of housing Increasing housing
with supports to help each individual achieve their full potential,
including moving from Ontario Works to employment as they are able,
as well as positioning some employment assistance initiatives to
Supported Employment Promoting prevention strategies to decrease
economic costs of emergency provision of shelter Protecting
existing public assets through increased investment in capital
repairs
Slide 13
Recognizing Opportunities Related to Economic Prosperity &
Housing Reclaiming surplus federal, provincial and municipal lands.
Embracing environmental stewardship. Examining economic development
potential in all new affordable housing development of three or
more storeys. Seeking cost recovery from other orders of government
for money saved through decreased demands on emergency
services.
Slide 14
Clearly Defining Londons Role & Identity Not just another
stakeholder A regional pillar housing, education, employment, arts,
social services, health, justice, etc. Consolidated Municipal
Service Manager Lead partner
Slide 15
Development of a Homelessness to Housing Strategy for the City
of London The London Community Housing Strategy (LCHS) is based on
the Citys vision. The LCHS is purposely robust and flexible to
accommodate future changes. The LCHS plans and prioritized actions
are based on research and assessment of needs of those homeless and
those accessing and seeking affordable and sustainable housing in
London. An emphasis on a continuum of services and an integrated
approach was critical. The intended deliverable was a strategy
document not an options paper or needs assessment. Targets are only
one component of the overall LCHS. The LCHS has a mechanism for
review every 18-24 months. Setting the Objective of the LCHS
15
Slide 16
16 Understanding the Housing Continuum Three Integrated
Components
Slide 17
The Need for a Strategy Current State Future State Good
activities, gaps, no overarching strategy, and outcomes are not
integrated. Desired State: Alignment London Community Housing
Strategy System Design Programs Services Political Will
Deliverables Response Administration
Slide 18
A City of London where all members of the community have access
to housing that is safe, secure and suitable to their needs and
ability to pay. Strategy Overview (LCHS) A comprehensive continuum
of housing solutions based on: 1.Strong system design 2.Evidence
based and integrated programs and services 3.Political will and
commitment 4.Focused, measurable, and targeted deliverables
5.Strong and responsive administration VISION STRATEGY System
Design THEME 1 Programs Services Political Will Deliverables
Response Administration THEME 2THEME 3THEME 4THEME 5
Slide 19
Goal: Approach: Strategic Objectives: Strategy to Action 1.1
Focus on housing and homelessness together. 1.2 Central
administration within the City for housing and homelessness change
initiatives. 1.3 Decentralize Ontario Works office. 1.4 Regional
identity. ORGANIZATIONAL CHANGE FOR EFFECTIVE STRATEGY
IMPLEMENTATION A London based regional approach to integrate
homelessness and housing initiatives through a centralized
administration THEME 1STRONG SYSTEM DESIGN 1
Slide 20
Goal: Approach: Strategic Objectives: 2.1 Review London CAReS
2.2 Target H2H style program 2.3 Reduce shelter use and beds 2.4
Review shelter system and services 2.5 Supports to people once
housed 2.6 Invest in prevention strategies 2.7 Align funding to
priorities and needs 2.8 Consider Supported Employment 2.9 Shared
client Information System 2.10 Outcome based funding 2.11 Determine
homeless numbers/needs 2.12 Community Plan on Homelessness FOCUS ON
PERMANENT SOLUTIONS TO HOMELESSNESS Alignment and development of
outcome based permanent solutions to homelessness THEME 2EVIDENCE
BASED & INTEGRATED PROGRAMS & SERVICES 2 Strategy to
Action
Slide 21
Goal: Approach: Strategic Objectives: 3.1 Increase London
Profile 3.2 Increase income supports 3.3 Strengthen capacity of
housing providers 3.4 Improve discharge planning/shelter diversion
3.5 Increase investment in services to newcomers 3.6 Expand
responses for Aboriginal people 3.7 Adjust shelter allowance and
rent/utility scales 3.8 Continue Federal investment in social
housing 3.9 Permit social housing to borrow against equity 3.10
Provide new grants to maintain stock 3.11 Continue Canada-Ontario
Affordable Housing Program 3.12 Provide additional rent subsidies
and supplements 3.13 Clearer policy direction on related Planning
matters 3.14 Cost recovery from programs to new housing options
3.15 Amend Special Priority Policy and local priority rules 3.16
Acquire property from all orders of government WORKING WITH OTHER
ORDERS OF GOVERNMENT Establish London as an equal partner with
other orders of government THEME 3POLITICAL WILL AND COMMITMENT 3
Strategy to Action
Slide 22
Goal: Approach: Strategic Objectives: 4.1 Continue to redefine
and clarify civic administration roles 4.2 Build capacity amongst
property managers 4.3 Target for the City of London (700 Units) 4.4
Supportive housing for other orders of government (300) 4.5 Create
mix within larger scale redevelopments 4.6 Mix throughout the City
4.7 Embrace environmental stewardship 4.8 Maintain existing stock
(public and private) 4.9 Examine arterial economic development
opportunities 4.10 Improve the waiting list for subsidized housing
4.11 Mayors Update on LCHS every 18 to 24 months FUTURE DEVELOPMENT
TARGETS & CONSIDERATIONS FOR EXISTING AFFORDABLE HOUSING STOCK
1000 new affordable housing units throughout London (a mix of
supplements, existing, built form, new units, and specialized
units) to begin filling priority gaps within the housing continuum.
THEME 4FOCUSED, MEASURABLE, & TARGETED DELIVERABLES 4 Strategy
to Action
Slide 23
Goal: Approach: Strategic Objectives: 5.1 Ensure quality
housing that meets tenant needs 5.2 Responsive and innovative
special Ontario Works teams 5.3 Maintain annual City investment in
affordable housing 5.4 Continue building the Citys National and
Provincial profile 5.5 Housing and Social and Community Support
Services Divisions working to achieve mutual objectives
CONTINUATION OF POLICIES AND PROGRAMS THAT HOLD PROMISE. Aligning
research, community engagement, programs, and service innovations
to create a housing continuum that builds Community Vitality and
Economic Prosperity in London. THEME 5STRONG & RESPONSIVE
ADMINISTRATION 5 Strategy to Action
Slide 24
24
Slide 25
25
Slide 26
Changes in mortgage rates will have an impact; a strong reason
to increase upfront investment Projected either new construction
prices or acquisition prices is dependent on a number of variables
that will shift within a 5 year time frame Part of meeting the
targets must be new construction or acquisition to increase the
long-term affordable housing stock The 18-24 month strategy review
anticipates a changing internal and external landscape 26
Understanding Financial Variables
Slide 27
FROM: TO: * Independent Programs * Integrated Solutions within
a Housing Continuum * Funding Related* Outcome Focused within
Broader LCHS and Related Community Plan on Homelessness LCHS
Revised Focus Moving Homelessness Services. 27 Addressing the
Priorities
Slide 28
Homelessness Funding and Strategies: 2007 to 2010 Investments
more strategically aligned Innovation based: (Eg H2H and CAReS)
Collaborative Local Solutions 28
Slide 29
Emergency Shelters and Domiciliary Hostels through OW Per Diem
London CAReS Rent Bank / THAW Consolidated Homelessness Prevention
Program (CHPP) Homelessness Partnering Strategy (HPS) Mayors Anti
Poverty Action Group (MAPAG) 2010 Homelessness Funding Details $9.3
million managed through the City of London 29
Slide 30
30
Slide 31
Implementing the London Community Plan on Homelessness 2.3
Exploring Managed Alcohol Program (MAP) with leadership of the
SWLHIN 3.1 Developing Citys role within Emergency Shelter System
3.4 Developing evidence based service framework and implementing
through revised service contracts 3.5 Continuing to enhance and
develop the London CAReS services within the London Community
Housing Strategy framework 2011 Focus of Activities 31
Slide 32
New Provincial Legislation The 2011 Housing Services Act
requires each Service Manager to have a plan to address housing and
homelessness. It is anticipated that the first implementation step
will be a consolidation of current homelessness programs into a
single program greater flexibility to target funds to need. Enable
emergency shelter funding to be redirected to rental accommodation
(similar to H2H) 32
Slide 33
Next Steps Developing implementation plans. Creating legislated
Housing and Homelessness Plan. Annual report and recommendations
for reshaping London CAReS Building a local mental
health/addictions/housing/social services strategy in conjunction
with LHIN; hospitals and community agencies. Awaiting other actions
from government: 2012 federal and provincial budgets Enacting the
new provincial legislation long term housing strategy Release of
the provincial governments long term strategy on addictions and
mental health LHIN plan for community addictions and mental health
services post-bed divestiture 33