Edmonton (Alta.) - 1993-Unknown - Annual housing strategy report (1993-05) by Edmonton Tower Resource Centre Online Library

Anua Housing Strategy Report,

* * 0 *0 i0 0

(1993-1995)

m._

First Annual Report

0 0_ i 0 S

g PANNN Nuaosn g(1993L1995) S

ANnulH

|~PANN

uigStDeyRpr

taeyRpr

-9 *

9 3(1fic9o93eomisine9o5Husn Ma 1.993

Report

anua

ape

LIBRARY

4 i

FnARCHIVES i i

Office of the Commfissioner of Housing

DO NOT REMOVE

iFROM LIBRARY

Approved by City Council May 1.993

Atodm on Rete Paper

EXECUTIVE SUMMARY

* 0

1993 Annual Housing Strategy Report (1993 - 1995)

* S BACKGROUND

The 1993 Annual Housing Strategy (AHS) Report (1993-1995) responds to the Council recommendation, approved in March, 1992:

* *

"That the mandate of the Office of the Commissioner of Housing include preparing and implementing an annual housing strategy, based on a review of the needs of low-income households in Edmonton."

The annual housing strategy presented in this report has been prepared as a * The strategic activities to be Sstrategic plan for the period 1993-1995. undertaken by the Office of the Commissioner of Housing (OCH) over this period derive from three major sources: ) *

The OCH mandate statements and directives approved by City Council, in March, 1992, and subsequent recommendations of Council pertaining to the OCH in August, 1992,

Prior City involvements in subsidized housing, based on City Council policy or Administration procedures, approved before the March, 1992 establishment of the OCH, and

0 0

The Three-Year Plan for Housing 1992-1994, and the 1993 Addendum to the

Three-Year Plan, prepared by the Edmonton Joint Planning Committee on

Housing (EJPCOH).

* * 0

The OCH mandate and directives approved by City Council were based on the findings and recommendations of the Housing Report of the Mayor's Task Force on Safer Cities. In summary, City Council directed that the OCH address low-income and special housing needs through two broad approaches:

S Ensuring that existing, modest, affordable housing is upgraded and maintained to minimum standards of health and safety, through inspection, enforcement, and

S a * *

Increasing the supply of housing for low-income and special needs households through the provision of City-owned land and various other measures in partnership with the private sector, other levels of government and third sector housing agencies.

The EJPCOH Three-Year Plan for Housing 1992-1994 and the Plan's 1993 Addendum identify low-income and special housing needs in Edmonton's inner-city and recommendations to address these needs, based on a collaborative approach involving a wide range of federal and provincial government, City and community based housing agencies and housing support groups.

0 0

Detailed information concerning the preparation and context of the Annual Housing Strategy is presented in Section 1.0 and 2.0 of the Report.

* * *

* STRATEGIC PLAN (1993 - 1995) The Strategic Plan outlined in the Annual Housing Strategy Report consists of two components: "Key Result Areas" and "Strategic Objectives." "Key Result Areas" describe the major activities that the OCH proposes to undertake over the

strategic planning period, 1993 to 1995. "Strategic Objectives" add further definition to each Key Result Area and describe the focus of general work intent.

Five Key Result Areas have been identified to address the diversity of conditions that contribute to low-income and special housing needs and the requirement for a broad range of solutions involving partnerships with all levels of government, the private sector and the community. A summarized version of the Key Result Areas and associated Strategic Objectives is outlined below. Section 4.0 of the Report provides the details, including the responsibility, timing and budget for each Strategic Objective.

It is emphasized that implementation of these strategic objectives is based upon the partnership approach. There is no proposal for increased municipal funding beyond existing City commitments in this housing strategy.

0 0 0 -

KEY RESULT AREAS/STRATEGIC OBJECTIVES Key Result Area 1:

Preserve and Upgrade the Existing Rental Stock in a Manner that Helps Maintain Rents Affordable to Low-Income Households

Strategic Objectives: * implementing a guideline to upgrade multiple occupancy dwellings to minimum standards of health and safety S

* implementing a pilot project to test the guideline * proposing amendments to legislation to enhance co-ordinated inspection, and enforcement of minimum health and safety standards for multipleoccupancy housing * developing a program to assist landlords to upgrade substandard rooming house accommodation and maintain affordable rents

0 0

Sdirecting the Safe Housing Committee to carry out a program of coordinated building inspections Supgrading City-owned multiple-occupancy housing units to minimum health and safety standards

0 S

* developing resource materials and methods to summarize and publicize minimum housing standards Key Result Area 2:

Make Better Use of Existing Resources

Strategic Objectives: " administering agreements .

existing

property

management

and

municipal

subsidy

reviewing the City's role in existing property management and municipal subsidy agreements

* reviewing and reserving publicly-owned properties in the inner-city with the potential for low-income housing development " developing land use planning policies, zoning regulations and other procedures to implement and promote garden suites in selected low-density residential districts

S 4

examining opportunities and constraints for developing secondary suites in selected low density residential districts

preparing municipal annual housing strategy reports

a participating with the Edmonton Joint Planning Committee on Housing, in preparing and implementing annual Three-Year Plans for Housing a providing information on available households in housing need

housing

resources

low-income

0 networking with national, provincial, other municipal and community-based Sorganizations to identify cost-effective ways to address local low-income and special housing needs Key Result Area 3:

Encourage the Growth of the Low-Income Housing Stock

Strategic Objectives: * advocating for increased Federal and Provincial Government funding for housing project commitments *

0 *

providing technical and land use planning support for private and community-based organizations proposing low-income and special needs housing projects

. developing proposals for the use of surplus, City-owned land for housing for low-income and special needs households providing surplus City-owned properties at less than market value for lowincome housing development pursuant to approved capital budget

* participating in the civic planning process to ensure the needs of lowincome households are incorporated in statutory land use plans

0 0 *

0 exploring initiatives to enable maintain homeownership Key Result Area 4:

)

low-income households

to attain and

Support Groups Who Address the Needs of the Homeless and Other Special Needs Households

Strategic Objective:

co-ordinating relocation assistance to tenants displaced by an Order to Vacate issued by the Safe Housing Committee

Key Result Area 5: Strategic Objectives:

â&#x20AC;˘. implementing a pilot project to stabilize tenancies in private landlord housing through the provision of social support services 40 * *

Support the Transition to Permanent Housing

requesting Provincial Government review of shelter allowances to improve the accessibility of low-income households to adequate housing *

identifying issues and recommending solutions regarding gaps in policies or programs, interjurisdictional coordination or funding constraints affecting the stability of tenants and the transition to permanent housing

1993 Annual Housing Strategy Report (1993-1995) Office of the Commissioner of Housing Planning and Development, City of Edmonton

* * 0

Table of Contents

Page No.

Section

0 0 *

1.0

BACKGROUND ..........................................

Purpose ........................................... Preparation of the 1993 Annual Housing Strategy Report .........................................

S1.1 1.2 S(1993-1995) 2.0

CONTEXT OF THE 1993 AHS REPORT (1993-1995)

2.1 2.2 0 2.3 2.4

3.0

4.0

0 5.0

3 5 5 6 7 9

.11

Mission Statem ent .................................... Staff Resources ...................................... The Role of Partnerships ...............................

11 11 12

..............................

Introduction ........................................ Key Result Areas ..................................... Strategic Objectives ...................................

12 13 14

APPENDICES

I II Ill IV

0 0 0 0 0 0

Trends and Conditions Contributing to Homelessness and the Lack of a Sufficient Supply of Housing Appropriate for LowIncome and Special Need Households ...................... The Three-Year Plan for Housing in Edmonton's Inner-City (The Edmonton Joint Planning Committee on Housing) .......... 2.2.1 Housing Project Proposals .......................... 2.2.2 Housing Initiatives ............................... Council Approved Recommendations ...................... Prior City Involvements in Subsidized Housing .................

STRATEGIC PLAN (1993-1995)

4.1 4.2 4.3

..............

OFFICE OF THE COMMISSIONER OF HOUSING .................

3.1 3.2 3.3

Glossary of Key Terms Description of Key Housing Agencies Council Approved Recommendations, dated March 10, 1992, Involving Actions to be Undertaken by the OCH Council Approved Recommendations, dated August 11, 1992, Involving Actions to be Undertaken by the OCH Prior City Involvements in Subsidized Housing

1.0

BACKGROUND

1.1

Purpose The 1993 Annual Housing Strategy (AHS) Report (1993-1995) responds to the Council recommendation, approved in March, 1992:

* * 0"That 0

the mandate of the Office of the Commissioner of Housing include preparing and implementing an annual housing strategy, based on a review of the needs of low-income households in Edmonton." The Report provides a framework for the implementation of Office of the Commissioner of Housing (OCH) activities over the three-year strategic planning period, 1993-1995, and the context for its development. The 1993 AHS Report (1993-1995) will be used to:

* * * 0

enable the OCH to effectively anticipate and respond to the needs of its constituent groups (e.g. City Council, community housing agencies), and, provide a basis for OCH work planning over the strategic planning period.

0 * * 0

To facilitate common understanding, a glossary of key terms used in the Report (e.g. adequate housing, affordable housing, low-income household, * in housing need) is provided in Appendix I. A description of Shousehold (

key housing agencies, committees and housing programs integral to the work

of the OCH (eg. Edmonton Housing Authority, Greater Edmonton Foundation, the City of Edmonton Non-Profit Housing Corporation) is provided in Appendix II. 1.2

Preparation of the 1993 Annual Housing Strateqy Report (1993-1995)

The role of the OCH over the strategic planning period 1993 to 1995 derives from three major sources: The OCH mandate statements and directives approved by City Council, concurrent with the establishment of the Office in March, 1992, and subsequent recommendations of Council pertaining to the OCH in

* *

* 0

August, 1992, and Prior City involvements in subsidized housing, based on City Council policy or Administration procedures, approved before the March, 1992 establishment of the OCH, The Three-Year Plan for Housing 1992-1994, and the 1993 Addendum to the Three-Year Plan, prepared by the Edmonton Joint Planning Committee on Housing (EJPCOH). The EJPCOH Three-Year Plan for Housing 1992-1994 and the Plan's 1993 Addendum, are the result of a collaborative effort involving extensive consultation with a wide range of federal and provincial government, City

0 0 -0

-1-

W S 0 and community-based, private non-profit and housing support agencies. The Plan was developed over a 12-month period, to identify priority low-income and special housing needs in Edmonton and to recommend ways to address these needs, with an emphasis on partnerships and joint action. Both documents: were prepared following a review of the needs of low-income households in Edmonton (the Edmonton Inner-City Housing Need and Demand Study, prepared in 1990), address objectives similar to the OCH mandate, approved by Council in March, 1992, and, have been prepared on the basis of "strategic planning principles" (i.e. prepared in consultation with a wide range of interested organizations, where these organizations are actively involved in the identification of priority issues to be addressed in the strategic planning period, in the identification of immediate and longer-term activities to address these issues, and in the implementation of planned activities). Like the Three-Year approved by Council, from a consultation Housing Report of the

Plan, the OCH mandate statements and directives including the establishment of the Office, stemmed process, associated with the preparation of the Mayor's Task Force on Safer Cities..

0 0

0 0 0 5

0 It is the intent of the OCH to prepare future AHS reports in consultation with private, government and community-based organizations having interest in low-income and special needs housing. However, given the extended time required for such consultation, the limited OCH staff complement, and the intent to have in place by early 1993, a Council-approved AHS report that will include calendar 1993, the Office has developed its first such report based on the Council approved recommendations stemming from the Mayor's Safer Cities Task Force Housing Report and the EJPCOH Three-Year Plan. In view of the broad range and complexity of factors which contribute to housing needs, the OCH recognizes the need for wide scale consultation in future AHS Report preparation. This may be facilitated through expanded representation on the EJPCOH to include agencies who may perceive their views to be under-represented through the Committee's existing terms of reference and composition, or through methods carried out directly by the OCH. Further information on the EJPCOH Three-Year Plan, the Council approved mandate and directives for the OCH, the prior role of the City in subsidized housing and other trends and conditions affecting the role of the OCH in the strategic planning period 1993 to 1995, are provided in the next section.

S 0

0 0

* 0 S 0

-2-

0 0 0 0 * * )

2.0

CONTEXT OF THE 1993 AHS REPORT (1993-1995)

2.1

Trends and Conditions Contributing to Homelessness and the Lack of a Sufficient Supply of Housing Appropriate for Low-Income and Special Needs Households The problems of homelessness and the lack of sufficient supply of housing appropriate for low-income and special needs households in Edmonton are rooted in a complex and often interrelated array of social and economic These trends and trends, market and government policy conditions. conditions are expected to continue over the strategic planning period, 1993 to 1995, and will affect the approaches undertaken by the OCH to address these problems in the planning period.

0 0 * 0 *

Major factors in these categories are as follows: * 4* 0 *

Social Trends:

0 0 *

family dysfunction, violence and abuse, discrimination against low-income and special housing needs groups (eg. those with psychiatric histories, non-white households, nontraditional households including single parent or extended families, street youth and persons in receipt of Social Allowance and Assured Income for Severely Handicapped (AISH) benefits, people with chronic mental and physical health problems who lack

independent community living, and the continuation of the NIMBY (Not In My Back Yard) mind set, as evidenced again recently in some Edmonton neighbourhoods where social housing has been proposed.

Economic Trends:

appropriate support services or housing management that can enable

0 *

a large number of low-income households in housing need in Edmonton (20,000+) and a disproportionately large percentage of these households living in the older, inner-city neighbourhoods, higher unemployment, and growth of lower-paying and part-time jobs Market Conditions:

near full occupancy of the estimated 20,000 housing units in Edmonton available at below-market rent levels through federal, provincial and/or municipal government subsidies, coupled with waiting lists especially for units available at low (ie.geared-to-

0 0 0

o 0

income) rents, low rental vacancy rates, and rising rental rates, especially for adequate units available at the lower end of market rents, low annual rate of rental unit construction (private sector housing starts since 1984 are overwhelmingly single family homes or upperend condos, not multiple unit housing for the rental market), -3-

0 0 0 *

existing affordable housing stock increasingly vulnerable to market pressures including redevelopment, conversion to condominium, or conversion to a more upscale rental market redevelopment not addressing issues related to the displacement/ rehousing of low-income households from their presently affordable housing, and significant aging of affordable housing stock in inner-city neighbourhoods; the preservation of this existing stock threatened by various factors including lack of maintenance and rehabilitation, or fires.

0 0

Government Policies: 0

a) Social Housing Policies: -reductions in federal/provincial funding for new social housing project development (an estimated 40% reduction for the overall federal allocation for new social housing unit commitments across all Provinces from 1992 to 1993 and an expected greater than 40% reduction for Alberta), elimination of future federal funding for new social housing unit commitments beginning in 1994, program retrenchment (eg. elimination of CMHC Residential Rehabilitation Assistance Program for rental housing), expiration of subsidy agreements on previously subsidized units (eg. CMHC Limited Dividend Program, Alberta Core Housing Incentive Program), use of income supplement programs which address immediate affordability needs but do not address the replacement of lost affordable housing stock, and increased trend to target social housing to "those most in need" contributing to public perceptions of such projects as low-income and special needs ghettos, resulting in NIMBY reactions from local community groups/individuals.

b) Other Policies: adequate de-institutionalization (eg. mental health) without support services, compartmentalization of social "problems" and social and health programs (eg. housing, income security, mental health services, other health services, employment), taxation policies that function as a disincentive to upgrade existing affordable housing stock, potential loss of affordable housing stock due to increased Orders to Vacate/Upgrade through greater enforcement of health, fire safety and property standards bylaws, and Provincial shelter allowance rates which may not be adequate to cover the lower end of the rental scale, coupled with food rates and other allowances which have not kept pace with inflation since 1982.

0 0

-4-

The complex, interrelated and often value-laden nature of these trends and conditions requires that effective solutions should emerge through a coordinated and interjurisdictional approach to the analysis of priority needs, and to the planning and implementation of housing project proposals and other initiatives designed to address these needs.

* * 2.2

The Three-Year Plan for Housing in Edmonton's Inner-City (The Edmonton Joint Planning Committee on Housing) The Edmonton Joint Planning Committee on Housing (EJPCOH) was formed in August, 1990, when agreement was reached by the Mayor and the Minister of Alberta Municipal Affairs to work together to prepare a long-term plan of action to address the housing and related needs of low-income and special needs households in Edmonton. Membership on the EJPCOH currently includes senior representatives of four Alberta Government departments (Municipal Affairs, Family and Social Services, Health, Solicitor General), the Federal Government (Canada Mortgage and Housing Corporation), the City (Office of the Commissioner of Housing), the Edmonton Housing Authority, the Greater Edmonton Foundation, the City of Edmonton Non-Profit Housing Corporation, and the Edmonton Coalition on Homelessness (which represents approximately 30 community-based housing and social support agencies).

* * *

* *

The first EJPCOH long-term plan, the Three-Year Plan 1992-1994, was approved by the Minister of Alberta Municipal Affairs in December, 1991, and supported by City Council in February, 1992. The EJPCOH recommended

* 0 *

approval of the 1993-1995 Addendum to the Three-Year Plan inApril, 1993.

The Three-Year Plan has two major outputs: "Housing Project Proposals" (defined to be "recommended housing program subsidy commitments which require Federal, Provincial and/or Municipal funding"), and "Housing initiatives" (defined to be "recommended methods to address identified needs beyond housing project proposals").

lie * *

The implementation of the Mission, Goals and Objectives of the EJPCOH, including development and implementation of the annual Three-Year Plan, and the Plan's Housing Project Proposals and Housing Initiatives, are expected to generate work requirements for the OCH during the strategic planning period.

* g * * *

2.2.1

Housing Project Proposals

0 The "Housing Project Proposals", recommended for approval by the EJPCOH and delivered by local sponsor agencies from 1993 to 1995, will address a broad range of high priority housing needs, so defined by the partnership. The total number of units/ rooms anticipated, for development by Provincial fiscal year, under various federal/provincial social housing programs, including the Rent Supplement and Private Non-Profit Programs, are as follows:

* *

-5-

* 0

-5-

1. g. • •

1992/93 1993/94 1994/95 1995/96

(Approved) (Proposed) (Proposed) (Proposed)

142 145 200 200

units/rooms units/rooms units/rooms units/rooms

OCH staff will continue to participate on EJPCOH project development committees to develop project-specific terms of reference and criteria for sponsor selection and to participate An sponsor selection during the strategic planning period. OCH assistance in facilitating the development of these projects may also be requested through the provision of information and advice on identified client group needs/resources, alternative development/management and funding approaches, land use planning requirements, the potential for City assistance in the provision of land, and referrals to community and local agency contacts having interest or experience in the general approaches being considered. 2.2.2 Housing Initiatives The Three-Year Plan 1992-1994 identified nine high priority "Housing Initiatives" to be the initial task focus for the EJPCOH beyond the Plan's "Housing Project Proposals", including; • development of methods to prevent premature demolition of modest housing in anticipation of other forms of development, • development of a program to assist landlords to upgrade substandard rooming house accommodation and maintain unit affordability, O reserving publicly-owned land in the inner-city with the potential for low-income housing development, and making such land available at prices allowed for in social housing program guidelines, • establishing methods to enable non-profit social housing sponsor agencies to hold land during the development process prior to financing approval, ▪ development of a pilot project to maintain tenancies in existing affordable housing in conjunction with community-based social support agencies, and • development of a more sponsor-friendly application and development process for social housing.

In 1992, progress was made by the EJPCOH in many of these 1992 high priority Housing Initiative areas. As a member of the EJPCOH, the OCH was involved in many of these Housing Initiative areas in 1992, with several of its staff participating on subcommittees to develop a common understanding of issues related to specific initiatives and to reach agreement on methods to resolve these issues.

The 1993 Addendum to the Three-Year Plan proposes eight high priority "Housing Initiatives" for action in 1993. The Addendum recommends City of Edmonton involvement in addressing the following six of these Housing Initiative areas: -6-

••• •• ••• • • •• •• • •• •• •• •• 0

•• •• 0

• • • • • • • • • • • • • • • • •

•• •• •

0 ) 0

develop a program to assist landlords to upgrade substandard rooming house accommodation to maintain rents accessible to low-income households over a five to ten year agreement period following upgrading, review and reserve publicly-owned land especially in the inner-city and supply publicly-owned land at prices compatible with social housing guidelines, develop land use planning policies, zoning regulations and public information and participation procedures to implement and promote secondary suites in selected low-density residential districts, include social and affordable housing as an objective of inner-city Area Redevelopment Plans and provide implementation plans including an approved Council budget, issues (eg. gaps in policies or programs to stabilize tenancies, levels of jurisdiction, funding) arising from:

* 0 0 0 Sidentify

0 ) * 0

b) 0

a review of intergovernmental and interdepartmental relationships and responsibilities regarding housing and housing support services to stabilize tenancies, an analysis of the adequacy and appropriateness of present levels of operational funding (management and administrative) for social housing, and the development of action recommendations to address issues identified, and

proceed with a pilot proposal for rooming house renovation which would support low-income disadvantaged tenant placements and services to the project by existing housing registries.

support

It is anticipated that in 1993, OCH staff will represent the City on

interjuridictional committees/task forces through the EJPCOH to develop

and

recommend

methods

address

these

six

high

priority

Housing

Initiative areas.

* 2.3

Council Approved Recommendations

InMarch, 1992, Council approved a range of recommendations for action by

* 0

the OCH, some with specific result deadlines. restated in Appendix III.

* * 0 * 0

OCH view of the areas requiring the most immediate responses in this regard were: > >

to evaluate the work of the Safe Housing Committee and recommend enhancements to the process of co-ordinated building inspections and enforcements, and to review available City-owned land appropriate for low-income housing development.

* *

0 0 0 0 0 0

These recommendations are

-7-

In March, 1992, Council approved several other recommendations relating to actions to be undertaken by the OCH, beyond minimum standards and the provision of land, including:

"participating with other levels of government in the planning and delivery of low-income and special needs housing programs", "assisting community agencies and other partners the development and implementation of special housing projects for low-income or special needs households", "participating in the civic planning process to ensure that the needs of low-income households are incorporated in future development plans", and "developing policy options, financing alternatives, and specific programs to encourage the private sector to provide more housing for low-income families." In recognition of these recommendations, the OCH responded to a range of work requests in 1992 involving: purchase/lease of City-owned property for low-income housing development, provision of land use planning/development control advice for specific housing project proposals, provision of information and advice in the preparation of Area Redevelopment Plans (and specifically their housing recommendations for Boyle Street/McCauley and Central McDougall, financial assistance for low-income housing project proposals, provision of information on development of..Municipal Housing Policy Statement for Housing Committee of Federation of Canadian Municipalities (FCM), development of draft AUMA and FCM resolutions on housing, preparation of applications for grants under .Federal Government Affordability and Choice Today (ACT) initiative, and provision of responses to a range of inquiries on Edmonton Coalition on Homelessness, the Three-Year Plan, Edmonton Inner-City Housing Need and Demand Study, the Safe Housing Committee, and the formation of the OCH.

In August, 1992, Council approved several further recommendations, arising from the OCH reports prepared in response to the March, 1992 Council

recommendations. These are restated inAppendix IV. As part of the 1993 Capital Budget, Council also concurred in the establishment of a $225,000 budget to subsidize the sale of land for low income and special need housing projects. Similar work requests derived from approved Council recommendations relating to the role of the OCH are expected to require increasing OCH staff commitments throughout the strategic planning period due to increasing public awareness of the OCH and the.expected.persistence of the trends and conditions contributing to housing needs among low-income and special needs households during this time.

-8-9

-8-

05 0 S 0 S

2.4

Prior City Involvements in Subsidized Housing

Several planned OCH activities over the strategic planning period are of City involvements in subsidized housing that were approved *extensions to the establishment of the OCH in March, 1992. A list of these *prior prior involvements is provided in Appendix V. These include municipal housing policy and program development (eg. participation in the * development of the Three-Year Plan process of the Edmonton Joint Planning 4* Committee on Housing), housing need and demand analysis, the provision of * housing information and advocacy services (eg. development of recom0 mendations regarding senior government role in housing, the provision of 0 housing resource information to households in need), and the development and administration of municipal subsidy agreements for subsidized housing. *

* 0 * 0 0 ) 0 0

While some of these prior City involvements were included in the Council approved mandate statements for the OCH, a notable exception was the ongoing need for development and administration of municipal subsidy Since the 1960's, the City has entered into agreements agreements. stemming from Provincial legislation requiring municipalities to cost share in the subsidization of certain housing programs delivered in Edmonton. These include the Alberta Mortgage and Housing Corporation Act Until March, 1992, the and the Alberta Senior Citizen Housing Act. administration of these agreements and the responsibility for municipal subsidy payments resided in Community and Family Services, and prior to that, in the former Real Estate and Housing Department.

Given the transfer of this activity to the OCH, resources will be * ) *

* * *

* *

S Sa)

required, in the strategic planning period, for the OCH to administer the City's involvement in the payment of subsidies and in the development and administration of municipal subsidy agreements for subsidized housing. The potential growth in the financial cost of these subsidy requirements and the need for an equitable municipal contribution in this regard are expected to generate work requirements for the OCH in the strategic planning period 1993-1995. Additional information on the City's role in municipal subsidy agreements for subsidized housing is provided below. The City's 1992 gross budget allocation for its share of the operating deficits for senior citizen and community (family) housing was $5,121,225. The City's net budget allocation after rebate from the Province for City The of Edmonton developed Community Housing units was $4,094,862. of number the and program housing by allocation budget this of breakdown units involved is outlined below: Senior Citizen Lodge Housing (Greater Edmonton Foundation)

Under the terms of the Master Agreement between the City and Alberta Municipal Affairs, the City pays 75% of the operating deficit for the 933 Senior Citizen Lodge units, managed by the Greater Edmonton * Under the terms of the Property Management Agreement SFoundation. between the City and the Greater Edmonton Foundation, the City also * pays 100% of the operating deficit for the 37 self-contained City* *-9-

owned cottage units, also managed by the Greater Edmonton Foundation. The combined 1992 budget allocation for the City's share of the operating deficit for these 970 units was $2,301,817.

0 0

b) Community Housing - Federally Developed Under the guidelines of the 1960's federal, provincial and municipal partnership arrangement, 414 units of low-income family housing were developed in Edmonton. The units are rented to low-income households at a rent-geared to income (generally 25% of income). The City pays 10% of the operating deficit for these units which are managed by the Edmonton Housing Authority. The 1992 budget allocation was $42,593. c) Community Housing - City of Edmonton Developed Under the terms of the National Housing Act, the City, during the late 1960's and early 1970's, through the Edmonton Community Housing developed a further 1,030 low-income family Organization (ECHO), housing units in the City. Although the City's final share of the operating deficit for these units is 10%, the property management agreement between the City and the Edmonton Housing Authority requires the City to initially pay 100% of the recorded operating deficit and subsequently recover 90% of this amount by rebate from Alberta Municipal Affairs. The City's total 1992 gross budget allocation for this program was $1,140,403, while the net allocation was $114,040 after rebate from the Province.

d) Community Housing - Provincially Developedm

S Since 1974, the Province through Alberta Municipal Affairs (AMA), developed a further 2,635 units of low-income family housing in In addition, AMA reclaimed 297 units through mortgage Edmonton. foreclosures and transferred these units to the Community Housing Currently, 30 additional units are under construction. Program. Under the terms of the Master Municipal Subsidy Agreement between the City and Alberta Municipal Affairs, the City pays up to 10% of the operating deficit for these 2,962 provincially-owned units managed by the Edmonton Housing Authority. The City's 1992 budget allocation for this program was $1,636,412. The City does not allocate operating subsidies to any other housing program. City-owned (residential) properties, managed by the City, are rented at market value. However, the City has provided a grant-in-aide subsidy for a city-owned apartment building leased to the Wings of Providence Society which provides transitional housing for abused women. This grant, which amounted to $66,300 in 1992, is considered on an annual basis and is allocated from the Finance Department's budget. The grant represents the market value lease of the property.

-10-

0 0

0 *

3.0

OFFICE OF THE COMMISSIONER OF HOUSING

3.1

Mission Statement mission of the Office of the Commissioner of Housing is to exhibit leadership as an active partner with other housing agencies and interest groups in the planning, development and implementation of initiatives, programmes and projects to meet the need for housing appropriate for low income and special needs households in the City of Edmonton."

*"The () * *

For the purposes of this Statement, housing that is "appropriate" is defined to be housing that is: affordable (where residents are required to pay no more than 30 percent of their gross incomes for housing related expenses) adequate (which has a remaining useful life and meets minimum health and safety standards) safe (where residents do not feel threatened) secure (which residents are in minimal danger of losing through no fault of their own) suitable (which best suits residents needs in terms of form, size, location, sanitation, maintenance, privacy and access) able to meet special housing needs (which meets the needs of residents to have support services and/or physical design not normally provided in housing, and, without which, these persons would be unable to live

* * *0 0 0 * *

independently, even ifthey had affordable, adequate, safe, secure and

suitable housing), and accessible to low-income residents (which is affordable to households earning incomes below the poverty line for their household type). As drafted, the Mission Statement is consistent with both the approved Council recommendations for the OCH, and the definition of "appropriate housing" for low-income and special needs households as referenced in the current EJPCOH Three-Year Plan.

* * *

3.2

Staff Resources

* )

The 1993 AHS Report (1993-1995) has been prepared assuming that, for this period, the OCH will consist of the following staff resources:

the Commissioner of Housing, and Five professional/technical and one support staff who report to the Commissioner of Housing.

S3.3

The Role of Partnerships

S *

Several factors point to the critical role of partnerships in enabling the OCH to effectively prepare and implement its AHS reports: SThe broad range of expected involvements of the OCH among constituent groups to address its general mandate,

its

t. t.

The relatively limited OCH staff complement, and The limitations of the anticipated annual OCH budget, as a primary source of funds for housing programs and projects targeted to lowincome and special needs households in need of such assistance.

The responsibilities of the Commissioner of Housing are currently included as part of those of the Manager of the Land Management Branch (LMB), Planning and Development. Because the services provided by the remainder of the LMB, including land development, land and property inventory, property appraisal, sales and marketing, property management, mapping and graphics, are applicable to the OCH, many of these LMB resources and services will be drawn upon for the development and implementation of OCH activities in the strategic planning period. Consistent with the partnership role the OCH will play with the rest of the Land Management Branch and the Planning and Development Department, the OCH is equally committed to working in partnership with a broad range of other civic departments, and other government, private and communitybased organizations to more effectively prepare and implement its AHS reports.

4.0

STRATEGIC PLAN (1993-1995)

4.1

Introduction The Strategic Plan consists of two components: "Key Result Areas" and "Strategic Objectives." "Key Result Areas" describe the major activities that the OCH proposes to undertake in carrying out its Mission Statement over the strategic planning period, 1993 to 1995. "Strategic Objectives" add further definition to each Key Result Area and provide the focus of general OCH work intent throughout the three-year strategic planning Table 1 (which follows page 18) provides an overview of the period. responsibility, timeframe and resource implications of each Strategic Objective.

4.2

41 41 40 41 41 41 41 41 41 40 41 41 41 41 41 41 41 41 41 41 40 41 41 41 41 41 41 41 40 41 4/ 41 41 41

Key Result Areas The diversity of conditions that contribute to low-income and special

housing needs and the broad range of expected involvements of the OCH among its constituent groups require a diversity of solutions to be developed through partnerships with all levels of government, the private sector and the community. Five Key Result Areas have been identified to ensure that the future involvements of the OCH address these conditions in a comprehensive and integrated manner. These Key Result Areas are consistent with the five categories for high priority Housing Initiatives included in the EJPCOH 1993-1995 Addendum to the Three-Year Plan.

-12-

41 41 4I 41 41 41 41 41 41 41 41 41 40 11 4, 41 41 41 41

Key Result Area 1:

* * *

Preserve and Upgrade the Existing Rental Housing Stock in a Manner that Helps to Maintain Rents Affordable to Low-Income Households

Rationale: Efforts to prolong the life of the existing, low-cost, rental housing stock are essential, given that this supply comprises the vast majority of housing that will be available to meet low-income housing needs for the foreseeable future and given reduced subsidy allocations from the Federal and Provincial Governments for new social housing unit production. All levels of government have a responsibility to ensure that such housing continues to meet minimum health and safety standards. Since this housing is particularly vulnerable to deterioration, demolition, conversion or upscale renovation, governmental intervention may be required for its preservation. At the same time, government funding may be necessary to improve this housing stock if a concurrent objective is to maintain rents at levels that are affordable to low-income households following unit upgrading.

* * 0

0 * 0 0

Key Result Area 2:

Make Better Use of Existing Resources

Better use of existing resources - units, infrastructure, Rationale: land, and available funding - is an effective and efficient way to increase the availability of housing that is affordable to low-income households. This is especially critical in the inner-city, where needs are greatest, and where land for new housing development is both scarce

0 0 * 4

and expensive. It is also important for the manner in which programs, policies and funding allocations from all levels of government are

developed and implemented to meet priority needs. Key Result Area 3:

Encourage the Growth of the Low-Income Housing Stock

The critical shortage of appropriate housing for low-income evidenced in the findings of the 1990 Edmonton Inner-City as *households, and Demand Study, demands that serious efforts be made to Need Housing procure additional housing stock that is.accessible to these households. There is evidence that the health and safety of many low-income and special needs households are at risk in older housing stock that has * advanced in age and deteriorated physically. New social housing, delivered through the Private Non-Profit, Urban Native, and Rent Supplement Programs, is a cost-effective method that can meet such needs immediately and over the long-term. * Rationale:

* * 0

Result Area 4:

SKey 0

* Shousing * *

* 0

Support Groups Who Address the Needs of the Homeless and Other Special Needs Households

Rationale: Always working within the context of limited human and material resources, and already having to cope with rapidly growing needs, the work of the volunteer sector is made even more difficult by serious Non-profit and affordability problems and homelessness. in the governments for a substitute be charitable organizations cannot low-income and homeless to services provision of housing and support

-13-

0 individuals. All three levels of government must actively support the volunteer sector to allow these organizations to pursue their own activities. Support the Transition to Permanent Housing

Key Result Area 5:

Rationale: Programs that provide permanent housing for the homeless, must also provide resources to assist these persons to make the transition from emergency shelters and the streets to independent living. People who are homeless for extended periods of time become isolated from the community, turn inward and lose critical social and employment skills.

4.3

As well as a need for long-term, affordable, adequate, safe and secure housing for these persons, services are required to build trust, meet basic needs, facilitate the development of social and job-related skills and help these persons to manage the transition to permanent housing.

Strategic Objectives

Each Key Result Area is further defined by a number of Strategic Objectives to be realized by the end of the three-year planning cycle. These Objectives form the basis of proposed activities to be undertaken through the planning cycle. Further details on their responsibility, timing and resource implications of each Strategic Objective are provided in Table 1.

0 0

The source reference for each Strategic Objective is provided in brackets (Council Recommendation designated by "CR" and Safe.Housing designated by "SH"). Key Result Area 1:

Preserve and Upgrade the Existing Rental Stock in a Manner that Helps Maintain Rents.Affordable to LowIncome Households

Strategic Objectives:

0 1.1

To develop and commence implementation of a guideline to upgrade multiple occupancy dwellings to minimum standards of health and safety (CR #3d, Mar. 92 and CR #2, SH Report, Aug. 92).

1.2

To develop and implement a pilot project to test the guideline referred to in Strategic Objective 1.1 for rooming house renovation (CR #3d, Mar. 92 and CR #3, SH Report, Aug. 92 and Jan. 93 approval of Affordability and Choice Today (ACT) Program project proposal).

1.3

To propose amendments to legislation to enhance co-ordinated inspection, adjudication and enforcement of minimum health and safety standards for multiple-occupancy housing (CR #3d, #13, #16g, Mar. 92 and CR #4, SH Report, Aug. 92).

0 -

-14-

0 i

0 0 1.4

To develop a program whereby provincial and city subsidies assist landlords to upgrade substandard rooming house accommodation and maintain rents accessible to low-income households over a five to ten year period following upgrading (CR #5, SH Report, Aug. 92 and High Priority Housing Initiative, 1993 Addendum to the EJPCOH ThreeYear Plan).

1.5

To direct the work of the Safe Housing Committee to carry out a program of co-ordinated building inspections with priority to dwellings that may pose a threat to the health and safety of occupants (CR #3d, Mar. 92 and CR #1, SH Report, Aug. 92).

1.6

To ensure that all multiple-occupancy housing units managed by the City are upgraded to minimum health and safety standards (CR #10, Mar. 92).

1.7

To develop resource materials and methods to summarize and publicize minimum housing standards (CR #11, Mar. 92).

0 0 0 * * 0 * *

Key Result Area 2:

Make Better Use of Existing Resources

Strategic Objectives: )

To administer existing property management and municipal subsidy agreements for the Senior Citizen Lodge and Community Housing

Programs (Continued Prior City Involvement inSubsidized Housing).

S2.2

To review the City's role in existing property management and municipal subsidy agreements for the Senior Citizen Lodge and Community Housing Programs (Continued Prior City Involvement in Subsidized Housing).

2.1

To review and reserve publicly-owned properties in the inner-city with the potential for low-income housing development (CR #15, Mar. 92 and CR #1, #6, Civic Properties Report, Aug. 92 and High Priority Housing Initiative, 1993 Addendum to the EJPCOH Three-Year Plan).

S2.3

2.4

* 0 10 S#3c,

To develop land use planning policies, zoning regulations and public information and participation procedures to implement and promote garden suites in selected low-density residential districts (CR #3b, #16c, Mar. 92 and Jan. 93 approval of ACT Program project proposal). Develop land use policies, zoning regulations, and public information and participation procedures to implement and promote secondary suites in selected low density residential districts (CR #3b, #3c, #3e, #16c, Mar. 92 and High Priority Housing Initiative, 1993 Addendum the EJPCOH Three-Year Plan).

S2.5 * * *

0 0

-15-

S 0 2.6

To co-ordinate the preparation of municipal annual housing strategy reports, including development of mechanisms for financing and funding of strategic and operational plans and examination of methods to enable wide scale consultation in AHS Report preparation (CR #3a, Mar. 92 and CR #9, Civic Properties Report, Aug. 92).

2.7

To work with the Edmonton Joint Planning Committee on Housing, in preparing annual Three-Year Plans for Housing, in implementing the EJPCOH mission, goals and objectives, apart from the housing report proposals and housing initiatives of such plans, and in encouraging these plans to be based on wide scale consultation (CR #3a, #3b, #3c, #3e, Mar. 92 and Continued Prior City Involvement in Subsidized Housing).

2.8

To develop methods to provide information on available housing resources to low-income households in housing need (CR #11, #16e, Mar. 92 and Continued Prior City Involvement in Subsidized Housing).

2.9

To network with National, Provincial, other municipal and communitybased organizations to identify cost-effective ways to address local low-income and special housing needs (CR #3b, #3e, Mar. 92 and Continued Prior City Involvement in Subsidized Housing).

Key.Result Area 3:

Encourage the Growth of the Low-Income Housing Stock

0 @ 0

0_i

Strategic Objectives: 3.1

To advocate for increased Federal and Provincial Government funding allocations for low-income and special needs housing project funding commitments (CR #3b, Mar. 92 and Continued Prior City Involvement in Subsidized Housing).

3.2

To provide technical and land use planning related support for private and community-based organizations proposing low-income and special needs housing projects (CR #3c, #3e, Mar. 92).

3.3

To develop proposals for the use of surplus, City-owned land, identified as suitable for housing for low-income and special needs households (CR #3b, #3c, #3f, Mar. 92).

3.4

To provide surplus, City-owned properties at less than market value for low-income housing development, based on viable project proposals and approved budget allocations (CR #3b, #3c, #3f, Mar. 92, CR #4, #6, Civic Properties Report, Aug. 92 and Continued Prior City Involvement in Subsidized Housing).

3.5

To participate in the civic planning process to ensure the needs of low-income households are incorporated in statutory land use plans (To include social and affordable housing as an objective of inner-

S ) -

0 0 @ 0 0

S -16-

* S 0 S S

city Area Redevelopment Plans and provide implementation plans, including an approved Council budget) (CR #3g, Mar. 92 and High Priority Housing Initiative, 1993 Addendum to the EJPCOH Three-Year Plan).

* 0 0 0

3.6

To explore initiatives to enable low-income households to attain and maintain homeownership, including new designs for inexpensive housing such as "grow homes" (CR #3c, #3e, #3f, #16b, #16d, Mar. 92).

3.7

To examine municipal tax relief (e.g. exemptions, rebates) to encourage the development of new, low-income housing, especially in high need, inner-city neighbourhoods (CR #4c, #16h, Mar. 92).

0 * * 0

Key Result Area 4:

Strategic Objectives:

4.1

Strategic Objectives: 5.1

To proceed with a pilot project to maintain tenancies in existing affordable housing in conjunction with community-based agencies, involving both the upgrading of substandard physical conditions and the provision of required social support services to avoid costs of reinstitutionalization and costs to.the tenant and the landlord. (CR #3b, #3c, #16e, Mar. 92 and High Priority Housing Initiative, 1993 Addendum to the EJPCOH Three-Year Plan).

5.2

To request the Provincial Government to review the Provincial policy on shelter allowances to improve the accessibility, of households in receipt of shelter allowances, to housing that meets minimum health and safety standards (CR #3e, Mar. 92 and CR #9, Civic Properties Report, Aug. 92).

5.3

To identify issues (eg. gaps in policies or programs to stabilize tenancies, levels of jurisdiction of funding, etc.) arising from: a) review of intergovernmental and interdepartmental relationships and responsibilities regarding housing and housing support services to stabilize tenancies, b) an analysis of the adequacy and appropriateness of present levels of operational funding (management and administrative) for social housing programs and projects, and c) the development of recommendations to address them (CR #3c, Mar. 92 and High Priority Housing Initiative, 1993 Addendum to the EJPCOH ThreeYear Plan).

* * * * * * ) 4* * * 0 0 * 0

0 S

Support the Transition to Permanent Housing

Key Result Area 5:

To co-ordinate relocation assistance to tenants displaced by an Order to Vacate issued by the Safe Housing Committee (CR #14, Mar. 92 and CR #6, SH Report, Aug. 92).

Support Groups Who Address the Needs of the Homeless and Other Special Needs Households

-17-

Further details on the implementation of each of the above Strategic Objectives, including information on responsible parties, timing and budget/resource implications, are .provided in Table I on the following pages. 5.0

Appendices I II III

Glossary of Key Terms Description of Key Housing Agencies Council Approved Recommendations, dated March 10, 1992, Involving

S 0 5

Actions to be Undertaken by the OCH IV V

Council Approved Recommendations, dated August 11, 1992, Involving Actions to be Undertaken by the OCH Prior City Involvements in Subsidized Housing

0 0

0 0 0 0 0 0

0 S 0 S

0 -18-

TABLE

Strategic Objective

Responsibility/ Key Partners

Timing

Budget/Program Funding

KEY RESULT AREA 1: Preserve and Upgrade the Existing Rental Stock in a Manner that Helps Maintain Rents Affordable to Low-Income Households 1.1

To develop and commence implementation of a guideline to upgrade multiple occupancy dwellings to minimum standards of health and safety.

OCH/SHC

Complete Guideline May 1993, Commence Implementation June 1993

OCH Operating Budget, Edmonton Board of Health and other City departments

1.2

To develop and implement a pilot project to test the guideline referred to in Strategic Objective 1.1 for rooming house renovation.

OCH/SHC/ACT Advisory Committee

Project Completion November 1993

ACT Program Grant ($20,000)

1.3

To propose amendments to legislation to enhance co-ordinated inspection, adjudication and enforcement of minimum health and safety standards for multipleoccupancy housing.

OCH/SHC/City Solicitor

Ongoing

OCH Operating Budget

1.4

OCH/EJPCOH

Initiate Review of Alternatives May 1993

OCH Operating Budget/ Source of Subsidy Funds to be Determined

Responsibility/ Key Partners

Strategic Objective

Timing

Budget/Program Funding

1.5

To direct the work of the Safe Housing Committee to carry out a program of coordinated building inspections with priority to dwellings that may pose a threat to the health and safety of occupants.

OCH/SHC

Ongoing

OCH Operating Budget, Edmonton Board of Health and other City departments

1.6

To ensure that all multiple-occupancy housing managed by the City is upgraded to minimum health and safety standards.

OCH/Property Management

December 1994

Planning and Development Department Capital Budget

1.7

To develop resource materials and methods to summarize and publicize minimum housing standards.

OCH/SHC

October 1993

OCH Operating Budget.

KEY RESULT AREA 2: Make Better Use of Existing Resources 2.1

To administer existing property management and municipal subsidy agreements for the Senior Citizen Lodge and Community Housing Programs.

OCH/GEF/EHA

Ongoing

OCH Operating Budget

2.2

To review the City's role in existing property management and municipal subsidy agreements for the Senior Citizen Lodge and Community Housing Programs.

OCH/GEF/EHA/AMA

Initiate Review 1994

OCH Operating Budget

2.3

To work with the EJPCOH in preparing and implementing Housing Project Proposals using available Federal and Provincial Housing Program Funds.

OCH/EJPCOH

Ongoing

Private Non-Profit, Rent Supplement, Senior Citizens' Lodge and Community Housing Programs

*ee

0ee@*@*eeeee.*@e@e

•@@O•eeqe0ee

@!@.e.•@@e

eee.@..000...0.00

0..

Strategic Objective

Responsibility/ Key Partners

Timing

Budget/Program Funding

2.4

To review and reserve publicly-owned properties in the inner-city with the potential for low-income or special needs housing development, and to establish a pro-active plan for the allocation and development of these lands.

OCH/Land Management

Ongoing

OCH Operating Budget

2.5

To develop land use planning policies, zoning regulations and public information and participation procedures to implement and promote garden suites in selected lowdensity residential districts.

OCH/Planning & Development Dept./ City Solicitor/ ACT Project (Advisory) Team

Draft Council Report October 1993

ACT Program Grant ($10,000)

2.6

Explore the opportunities and constraints of permitting secondary suites in selected low density residential districts in the context of land use policies, zoning regulations, building codes and community input.

OCH/Planning & Development Dept./ City Solicitor/ EJPCOH

EJPCOH Initiate - 1994

OCH Operating Budget, Operating Budget of Key Partners

2.7

OCH/EJPCOH

AHS Report Submitted to Council in January of each year

OCH Operating Budget

2.8

To work with the Edmonton Joint Planning Committee on Housing, in preparing annual Three-Year Plans for Housing, implementing the EJPCOH mission, goals and objectives apart from the housing project proposals and housing initiatives of such plans, and in encouraging these plans to be based on wide scale consultation.

OCH/EJPCOH

Three-Year Plan to be Submitted to Council in January of each year

OCH Operating Budget

Responsibility/ Key Partners

Strategic Objective

Budget/Program Funding

Timing

2.9

To develop resource materials and methods to provide information on available housing resources to low-income households in housing need.

OCH/Housing Registries

Update Booklet and Distribute by December 1993

OCH Operating Budget

2.10

To network with National, Provincial, other municipal and community-based organizations to identify other cost-effective ways to address local low-income and special housing needs.

OCH

Ongoing

OCH Operating Budget

KEY RESULT AREA 3: Encourage the Growth of the Low-Income Housing Stock 3.1

To advocate for increased Federal and Provincial Government funding allocations for low-income and special needs housing project funding commitments.

OCH/EJPCOH

Ongoing

OCH Operating Budget

3.2

To provide technical and land use planning related support for private and communitybased organizations proposing low-income and special needs housing projects.

OCH/Land Management Branch

Ongoing

OCH, Land Management Branch Operating Budgets

3.3

To develop proposals for the use of surplus, City-owned land, identified as suitable for housing for low-income and special needs households.

OCH/Land Management Branch

Ongoing

OCH, Land Management Branch Operating Budgets

3.4

To provide surplus, City-owned properties at less than market value for low-income housing development, based on viable project proposals and approved budget allocations.

OCH/Land Management Branch

Ongoing

Land Sales Subsidy ($225,000 - 1993) Planning and Development Dept. Capital Budget

0 0 0

0 0 0 0 0

0 0 00

0e 4 0

0** 0* @ 0 0* 0â&#x20AC;˘ 0

0 0D eae0 0 0 0 0

* 0 9 0 0 0

Strategic Objective

Responsibility/ Key Partners

Timing

Budget/Program Funding

3.5

To participate in the civic planning process to ensure the needs of low-income households are incorporated in statutory land use plans. (To include social and affordable housing as an objective of inner-city Area Redevelopment Plans and provide implementation plans, including an approved Council budget)

OCH/Planning and Development Dept.

Ongoing

OCH/Planning and Development Dept. Operating Budgets

3.6

To explore initiatives to enable low-income households to attain and maintain homeownership, including new designs for inexpensive housing such as "grow homes".

OCH/Planning and Development Dept.

Commence Research of Options September 1993

OCH/Planning and Development Dept. Operating Budgets

3.7

To examine municipal tax relief (e.g. exemptions, rebates) to encourage the development of new, low-income housing, especially in high need, inner-city

OCH/Planning and Development Dept. /Finance Dept.

Initiate January 1994

OCH/Planning and Development Dept./Finance Dept. Operating Budgets

OCH/Housing Registries

Establish Strategy by June 1993

Budget Source To Be Determined (TBD)

neighbourhoods.

KEY RESULT AREA 4: Support Groups Who Address the Needs of the Homeless and Other Special Needs Households 4.1

To establish a relocation strategy that assists in the relocation of tenants, displaced by an Order to Vacate issued by the Safe Housing Committee, to be implemented by contracting the services of one or more housing registries.

Implementation Subject to Budget Availability

Responsibility/ Key Partners

Strategic Objective

Budget/Program Funding

Timing

KEY RESULT AREA 5: Support the Transition to Permanent Housing 5.1

OCH/EJPCOH

Project Commencement to be Determined with EJPCOH

OCH Operating Budget/ Operating Budget of Key Partners

5.2

To request the Provincial Government to review the Provincial policy on shelter allowance to improve the accessibility of households in receipt of shelter allowances to housing that meets minimum health and safety standards.

OCH

February, 1994

OCH Operating Budget

5.3

To identify issues (eg. gaps in policies or programs to stabilize tenancies, levels of jurisdiction of funding, etc.) arising from: a) review of inter-governmental and interdepartmental relationships and responsibilities regarding housing and housing support services to stabilize tenancies, b) an analysis of the adequacy and appropriateness of present levels of operational funding (management and administrative) for social housing programs and projects, and c) the development of recommendations to address them.

OCH/EJPCOH

December, 1994

OCH Operating Budget/ Operating Budget of Key Partners

0 *

0 0 0 0 0 0

40*

**a 90

0 0 0

00 S 000 o********* 00

Appendix I GLOSSARY OF KEY TERMS The definitions of key terms used in this report, are as follows: client group

- an identifiable group of persons demonstrating a common of set or characteristic common characteristics. A person may be in one or more client groups (eg. low-income person in housing need with a mental health history).

hard-to-house persons *

- persons whose multi-problem lifestyle makes them extremely difficult to house (ie. alcohol and substance abusers, those with mental health problems and/or unpredictable behaviour).

homelessness Savailable 0 0 *

- a conditon where persons have no housing alternatives tothem and little or no income, are in need of social or health supports that enable independent living, or are living in emergency or transitional accommodation.

4 * 0

* 0

0 0

household in housing need 0

* *

- a low-income household which pays or would have to pay more than 30% of its total income for adequate and suitable housing or a household which has a special housing need and lacks the ability to secure or maintain housing as a result of a social or other

disability (ie.disabled or hard-to-house persons, victions of family violence). housing

housing

Sadequate

housing with a remaining useful life and which meets minimum health and safety standards (Housing that is not "adequate" is often referred to as "substandard housing".)

housing where residents are required to pay no more than 30 percent of their total income for housing related expenses.

Saffordable housing

* * appropriate housing -

0 Spermanent * *compliance Sprivate Shousing

housing

sector safe housing

*safe

housing

housing that is adequate, affordable, safe, secure and suitable and that meets the special housing needs of its residents.

is the resident housing where long-term responsible for the length of stay, subject to with residential tenancy agreements.

housing owned and managed by individuals and companies which are profit motivated. housing where residents do not feel threatened.

housing where residents do not feel threatened.

secure housing

suitable housing

housing which residents are in minimal danger of losing through no fault their own. housing which best suits residents needs in terms of form, size, location, sanitation, maintenance, privacy, and access.

0 transitional housing

housing delivery

temporary housing where the housing management agency or landlord determines the resident's maximum length of stay, where the goal of the agency is to move the tenant to more suitable and more permanent housing after a short-term (eg. three to six month) stay

- identifying housing needs and, the planning, coordination, development and provision of appropriate housing projects and units to meet these needs.

housing initiatives

- recommended methods to address housing needs beyond "housing project proposals."

housing needs

- identified factors which indicate an insufficient supply of housing appropriate to the needs of certain client groups.

housinq planning

- the dynamic process of anticipating housing needs such that appropriate housing project proposals and housing initiatives can be developed to meet these needs. Housing plans are information tools for all affected and approval the facilitate which parties implementation of housing project proposals and housing initiatives.

housing project proposals

- recommended housing program subsidy commitments which require Federal, Provincial and/or Municipal funding.

housing management

- the ongoing, daily operation and administration of housing projects or units.

low-income household

- a household whose total income is less than the Statistics Canada "low-income cut off" or poverty line for the type of household involved (eg. $15,000 for a one-person household, $29,500 for a four-person household).

special housing needs

- needs that require persons to have support services and/or physical design not normally provided in housing and, without which, these persons would be unable to live independently, even if they had adequate, affordable, suitable, safe and secure housing.

support services

- services provided to agencies and residents which enable certain client groups to remain in suitable housing (eg. meals preparation, administration of medications).

0 0

9 0

0 0

Appendix II

* DESCRIPTION OF KEY HOUSING AGENCIES/COMMITTEES 1.

Alberta Municipal Affairs (Housing Programs Division) (AMA) P

* P * * )

* 2.

*1 * * 0 3.

Edmonton Housing Authority (EHA) provides property management services for approximately 4,300 housing units for low-income families through the Alberta Community Housing Program. administers the selection of applicants for rental accommodation geared to incomes (rent is based on 25% of gross incomes).

* * * 4.

Greater Edmonton Foundation (GEF) promotes, develops, provides, and manages affordable housing which encourages a high quality of life for senior citizens who are functionally independent and who would not be more appropriately provided for in a health-care facility. manages lodges and self-contained accommodation (apartments and cottages) (970 beds/units) under the Alberta Senior Citizen Lodge Program for senior citizens. provides single and double occupancy accommodations, meals at a central dining room, general services (dietary, housekeeping, laundry, and maintenance), and organized activities and entertainment.

* ) * *

* * 5.

0 0

Edmonton Coalition on Homelessness (ECOH) the Edmonton Coalition on Homelessness is a community-based group, formed in October, 1986, as a result of a common concern for the problem of homelessness in Edmonton. represents the views of approximately 30 community-based housing and support service agencies with concerns relating to affordable and substandard housing conditions and housing support services in the City. one of ECOH's key roles is to represent the views of its constituent agencies on the Edmonton Joint Planning Committee on Housing.

* g

*0 0 * * *

plans, coordinates, and contracts for delivery of province-wide programs. develops, finances, manages, and maintains affordable housing for low to moderate income seniors, individuals, families, permanent wheelchair users, and individuals with special housing needs. provides operational support to client groups, management agencies, and sponsor organizations. liaises with and provides support to the housing and development industry.

The City of Edmonton Non-Profit Housing Corporation (HomeEd) provides 875 units of rental housing in inner-city and suburban locations to assist individuals and families who have housing needs that are not served by either the private rental market or by the inventory of rent-geared-to-income housing units managed by agencies like the Edmonton Housing Authority.

makes available units at rents that range from market rents to subsidized rents that require lower-income households to pay no more than 27% of gross household income for rent. provides a leadership role in the areas of site planning, project design, construction and property management. provides a range of housing types to further the basic goal of ensuring an available supply of low and moderate priced rental housing for lower-income households, regardless of private housing market conditions. 6.

0 0

The City of Edmonton Safe Housing Committee (SHC) Swas established in February, 1992 with a goal of improving housing rental in substandard living Edmontonians for conditions accommodations. the goal was to be accomplished through cooperation between various City of Edmonton departments (Planning and Development, Finance, Power, Fire, Law) involved with housing and the Edmonton Board of Health. establishment of the Committee represented a significant departure from past practise. it involves a coordinated, proactive, aggressive inspection and enforcement of minimum housing standards by all participating agencies.

The Edmonton Joint Planning Committee on Housing (EJPCOH) was formed in August, 1990, when agreement was reached by the Mayor of Edmonton and the Minister of Alberta Municipal Affairs to work together to prepare a short and long-term plan of action to address the housing and related needs of low-income and special needs households in Edmonton. has prepared a mission statement, to prepare an annual three-year plan, and a set of goals and objectives to implement the mission statement. ten agencies have representation on the EJPCOH: Alberta Family and Social Services, Alberta Health (Mental Health Division and Home Care/ Community Long-Term Care), Alberta Municipal Affairs (Housing Division), Alberta Solicitor General, Canada Mortgage and Housing Corporation, City of Edmonton (Office of the Commissioner of Housing), Edmonton Coalition on Homelessness, the Edmonton Housing Authority, the Greater Edmonton Foundation, the City of Edmonton Non-Profit

0 i

0 0 _

Housing Corporation. 0 * 9

S 0 S S 0 0 S 0 0 0 0 S

Appendix III

COUNCIL APPROVED RECOMMENDATIONS, DATED MARCH 10, 1992, INVOLVING ACTIONS TO BE UNDERTAKEN BY THE OFFICE OF THE COMMISSIONER OF HOUSING

0 Regarding the Mayor's Safer Cities Task Force:

Housing Report

That the mandate of the Office of the Commissioner of Housing include: a) preparing and implementing an annual housing strategy, based on a review of the needs of low-income households in Edmonton; participating with other levels of government in the planning and delivery of low-income and special need housing programs;

Sb)

c) assisting community agencies and other partners in the development and implementation of special housing projects for low-income housing or special need households; coordinating the enforcement of all laws and regulations applicable to existing residential units;

Sd)

e) developing policy options, financing alternatives, and specific programs to encourage the private sector to provide more housing for low-income families;

developing proposals for the use of identified surplus city-owned land

Sf)

for housing; 5. * * *

S6a) * *

That the Office of the Commissioner of Housing evaluate the work of the Safe Housing Committee, and prepare a report by June, 1992, recommending amendments to enhance the process of coordinated procedures relative to buildings, fire, health, electrical and licensing standards that have been initiated by that Committee.

Sb) * * *

That the Office of the Commissioner of Housing coordinate by June, 1992, a review of all laws, regulations, and standards applicable to existing residential units, in co-operation with the Office of the City Solicitor, and recommend amendments to enhance the standards enforcement process. 7a)

0 0 0

That the resources for establishing the unit be reallocated from existing city resources, as proposed by the administration; that the major funding source for specific housing projects be joint programs with other levels of governments, the private sector, and non-profit agencies; and that an annual budget proposal be submitted, as part of the CPP process, to cover projected costs associated with the use of appropriate city-owned land for housing for low-income families, in accordance with established city policy.

That the General Manager, Planning and Development, prepare a budget adjustment to permit the hiring of one additional Building Inspector in .1992, to administer the Minimum Property Standards Bylaw.

Regarding the Mayor's Safer Cities Task Force: b)

Housing Report (continued)

That the General Manager, Planning and Development, include in the budget process for 1993, funding to permit the hiring of one additional Building Inspector in 1993, to administer the Minimum Property Standards Bylaw.

That on a basis of its 1992 review of all laws, regulations and standards applicable to existing residential units, the Office of the Commissioner of Housing develop recommendations for changes to the penalties and ticketing procedures under the Minimum Property Standards Bylaw and recommendations for ticketing procedures, or amendments thereto, under fire, building or health regulations.

That on the basis of its 1992 review of all laws, regulations and standards applicable to existing residential units, the Office of the Commissioner of Housing develop recommendations to improve the adjudication of minimum standards infractions.

10.

That the Office of the Commissioner of Housing ensure that all housing held in the City's land inventory, be maintained according to appropriate fire, building and health standards for housing, using the resources of local community-based agencies such as the Mennonite Central Committee whenever appropriate.

0 i i

11.

That the Office of the Commissioner of Housing work with the Province and community agencies to prepare a booklet to summarize the regulations governing minimum standards that apply directly to housing.

12.

That an amendment to the Minimum Property Standards Bylaw be made to include a requirement for the provision of a positive locking device on the door to each living unit, in accordance with.:.the.1990 Alberta Building Code by June, 1992.

13.

That the Office of the Commissioner of Housing through the AUMA, and through direct contacts with Provincial agencies and local authorities, prepare recommended amendments to Provincial legislation including the Alberta Fire Prevention Act and the Alberta Public Health Act, to allow for a co-ordinated approach to the development and enforcement of minimum standards applicable to existing residential units.

14.

That support be given to the recommended relocation strategy, developed and agreed to by the City's Safe Housing Committee, the Boyle Street

Community Services Co-operative, Operation Friendship, the Handicapped Housing Registry, the Urban Native Housing Registry, the Edmonton Housing Authority and the City of Edmonton Non-Profit Housing Corporation, for inner-city households with special needs who are to be evicted due to their housing being declared unfit or unsafe for human habitation. 15.

That a list of City-owned properties that might be appropriate for lowincome housing and budget implications be prepared and reported to Committee by May, 1992. 0

Regarding the Mayor's Safer Cities Task Force:

0 S16.

Sa) * * *

That the following recommendations be referred to Commissioner of Housing for a report back to Committee:

iv)

Sale of land to registered non-profit housing societies (including continuing housing co-operatives or a community land foundation), for housing development for occupancy by low-income households.

That approval be given to a specific annual budget for the approved Office of the Commissioner of Housing for the purchase of land at market value and the sale or lease of that land with a forgiveness of up to 25 percent of market value based on an annual plan allocating this subsidy based on needs analysis, and viable project proposals.

b) That the Office of the Commissioner of Housing explore initiatives to enable low-income households to attain and maintain homeownership.

c) That the Office of the Commissioner of Housing liaise with other parts of the Administration to develop a method to permit demonstration residential intensification projects, in specified locations.

d) That the Office of the Commissioner of Housing support new designs for inexpensive housing such as "grow homes" in existing communities.

e) That the Office of the Commissioner of Housing promote housing related programs and services for new immigrants, aboriginal people, and the hard-to-house, and other "special housing needs" groups, in order for them to take best advantage of adequate housing.

0 Sf) *

the

Sale of land for housing development by private, for profit housing development agencies, for occupancy by low-income households.

Siii)

Sale of individual lots for single-detached housing unit development to prospective owner-occupier households who meet eligibility criteria established by the City for this purpose. ii)

Office

That amendments be prepared to: existing City Policy C-437 (Lease or Sale of City-owned Land for Social Housing Development) to permit the sale of land for low-income (i.e. for households earning below poverty-line incomes) housing development purposes under the following conditions:

Si) * *

0 *

Housing Report (continued)

That the Office of the Commissioner of Housing liaise with other parts of Administration to explore methods to provide municipal incentives to encourage landlords to upgrade modest, affordable housing to standards of health and safety, subject to landlord guarantees to maintain low rents over a 5 to 10 year period following upgrading.

0 Regarding the Mayor's Safer Cities Task Force:

Housing Report (continued)

g) That the Administration examine the assessment of penalties, outside the property tax system, to owners of such housing who fail to maintain it in a liveable condition. h) That the Office of the Commissioner of Housing liaise with other parts of the Administration to examine municipal tax relief (e.g. exemptions, rebates) to encourage the development of new low-income housing especially in high need (e.g. inner-city neighbourhoods).

S 0 S 0 9 S 0 0 0 0 0S 0S o

S S 0 S 0S 0 i 0 S 0 0S 0

S 0 0 0 i

Appendix IV SCOUNCIL

Regarding Minimum Standards Inspection, Adjudication and Enforcement (The "Safe Housing Report")

SA. * 1.

That the Safe Housing Committee continue with a program of coordinated inspections, adjudication and enforcement of minimum standards of health and safety for all multiple occupancy dwellings, under the direction of the Office of the Commissioner of Housing, with the priority to be given to dwellings in the inner city and/or dwellings that may pose a threat to the health and safety of the occupants.

That the Office of the Commissioner of Housing, together with the Safe Housing Committee and the City Solicitor, develop a guideline for the upgrading of existing multiple occupancy dwellings to an appropriate level of safety, pursuant to the Alberta Building Code and Fire Code. The guideline is to be implemented in stages over a five year period.

That the Office of the Commissioner of Housing initiate a pilot project to demonstrate the effectiveness of acceptable alternatives to the provisions of the Alberta Building Code and Fire Code with respect to the safety measures.

That the License Bylaw #6124 be amended to require that all rooming and boarding houses and rental accommodation keepers meet minimum standards of

* * 0 * * 0

0 * 0

health and safety, as determined by the Safe Housing Committee by December

31, 1997, as a condition of renewing or obtaining a new license. The schedule of fees is to be amended to support an annual inspection of the properties by the Safe Housing Committee or designate.

That the Office of the Commissioner of Housing liaise with other levels of government, housing agencies and the private sector to develop a program to encourage landlords to upgrade modest, affordable housing to minimum standards of health and safety.

S5. *

That the City of Edmonton enter into a contract with one or more housing registries to assist with the relocation of tenants, displaced as a result of an Order to Vacate issued by the Safe Housing Committee.

That the report attached as Enclosure I (July 9, 1992 Office of the Commissioner of Housing/Planning and Development Department report) be received as information.

That a status report on Bylaw 6124, the Licensing Bylaw, be provided to Executive Committee prior to the end of 1992.

Reqarding Civic Inner-City Properties Appropriate for Low-Income Housing (The "Civic Properties Report")

That the undeveloped surplus properties listed in Enclosure III of the June 23, 1992 Planning and Development Department report, be reserved for a period of four (4) months to enable the Office of the Commissioner of Housing to confirm those properties that are suitable for low-income

) * *

S 0 *

* *

APPROVED RECOMMENDATIONS, DATED AUGUST 11, 1992, INVOLVING ACTIONS TO BE UNDERTAKEN BY THE OFFICE OF THE COMMISSIONER OF HOUSING

S housing development, in terms of such criteria as (a) land use plans either approved or in preparation, (b) servicing requirements and (c) comments from potential development/management sponsors. 2.

That the undeveloped surplus properties confirmed by the Office of the Commissioner of Housing as suitable for low-income housing development, pursuant to Recommendation 1, be transferred to the Office of the Commissioner of Housing in accordance with City Policy C-410 (Land Management Policy).

That the 1993 Capital Budget and Annual Housing Strategy, the Office of the Commissioner of Housing identify a target number of housing units for low-income households to be developed on the properties listed in Enclosure III.

That, consistent with Council's 1992 motions regarding the City's role in land development and the strategy to develop social housing in the River Valley, the Office of the Commissioner of Housing be authorized to sell or lease land at less than market value for low-income housing development, based on viable project proposals and approved budget allocations.

That the cost of the Office of the Commissioner of Housing for the transfer, sale and lease of the undeveloped surplus properties suitable for low-income housing, be included in the 1993 Capital and Operating Budgets and the financial implications be considered through the applicable budget processes.

That the undeveloped surplus properties in Enclosure II, not identified for low-income housing as per Enclosure III, be reserved for a period of six (6) months to enable the Office of the Commissioner of Housing to report back to Council on the suitability of such.properties to fulfil the broader mandate through Council's approval of the March 3, 1992 Community Services Committee report.

That the following motion be referred to the Commissioner of Housing and the Public Works Department for a report back to Executive Committee:

"That the lots used for parking in the Public Works Department inventory be identified as available for housing projects and be added to the list of properties in Enclosures II and III".

0 8.

That the following motion be referred to the Commissioner of Housing, and

that there be further discussions with the Provincial Government to recognize the need for the regional disparities in shelter allowances: "That 25 percent of the units in the City's inventory of developed, residential properties in the inner-city be rented to low-income households at appropriate rents, geared to income, based on information from inner-city housing registries and social allowance rates." 9.

That the annual housing report include mechanisms for financing and funding strategies and that these strategies be reviewed by the Administration.

0 0

Appendix V PRIOR CITY INVOLVEMENTS IN SUBSIDIZED HOUSING Prior to the March, 1992 establishment of the OCH, City involvements in -subsidized housing were carried.out principally by the City of Edmonton NonSpecific Profit Housing Corporation and by Community and Family Services. involvements included: 1.

Development, administration and property management of housing projects (the Edmonton Community Housing Organization, in the 1970's and the City of Edmonton Non-Profit Housing Corporation, since 1979);

Development/administration of Council policy, procedures, and budgets (eg. acquisition/lease and sale of land to private non-profit/co-op housing sponsors, annual payment of municipal operating subsidies for the Alberta Community Housing Program and the Alberta Senior Citizen Lodge Program, distribution of housing projects in the City);

Monitoring of housing need and supply conditions, senior government housing policies and programs and the relationship between housing need and social and economic conditions (eg. household formation, social allowance rates, rental vacancy rates);

Development of proposed amendments to Federal and Provincial government legislation, policy, programs, budgets to better address local housing needs (eg. City share of housing operating subsidies, Federal and Provincial housing programs, landlord and tenant legislation, Provincial

policy on Social and Shelter Allowance payments, the City role in the Federal/Provincial housing budget development.process (the Edmonton Joint Planning Committee on Housing and the Three-Year Plan for Housing); 5.

Provision of housing information and advocacy [eg. analysis of housing needs and homelessness, responses to Council and general inquiries on Federal, Provincial and local policy, legislation, programs, support for local housing advisory/advocacy groups including the Advisory board on

Services for Persons with Disabilities, the Metis Association of Alberta and the Edmonton Coalition on Homelessness (ECOH];

Housing program co-ordination [Planning and Development Department (Land Management Branch, RRAP Office), Landlord and Tenant Advisory Board, Community and Family Services (Community Social Workers), Office of the

City Solicitor, Finance Department, Edmonton Housing Authority, Greater Edmonton Foundation]; 7.

Participation in the civic planning process to enable housing needs to be addressed (input to Planning and Development Department on GMP, ASP, ARP development, Technical Review Committee);

8.-

Provision of technical advice relating to housing project development (The City of Edmonton Non-Profit Housing Corporation, Habitat for Humanity, Operation Friendship lodge-type facility); and,

Networking with national, provincial and other municipal organizations to address housing needs (eg. FCM/AUMA Resolutions, FCM National Action Plan on Housing and Homelessness, Canadian Housing and Renewal Association).