STRATEGIC BUSINESS PLAN 2019 2021 - Leduc Regional Housing · Leduc Regional Housing Foundation...

STRATEGIC BUSINESS PLAN

2019 – 2021

June 28, 2018

www.leducregionalhousing.ca

Leduc Regional Housing Foundation

2019 – 2021 Strategic Business Plan

Table of Contents

Topic Page

Executive Summary ................................................................................................... 1

Accountability Statement ........................................................................................... 2

1. Housing Management Body Overview ................................................................. 2

1.1. Corporate Profile .......................................................................................... 3

1.2. Portfolio Profile ............................................................................................. 5

1.3. Client Profile ................................................................................................. 5

2. Plan Development ............................................................................................... 6

3. Environmental Scan ............................................................................................. 7

3.1. SWOT Analysis ........................................................................................... 9

4. Goals, Priority Initiatives, Expected Outcomes and Performance Measures ...... 10

4.1. Clients & Services ...................................................................................... 10

4.2. Human Resources ...................................................................................... 11

4.3. Governance, Risk & Financial Management .............................................. 12

4.4. Asset Management ..................................................................................... 13

5. Financial Budget and Forecasts ......................................................................... 14

6. Capital Maintenance Plan ................................................................................... 15

7. Major Capital Projects ........................................................................................ 15

Appendix A – Corporate Profile

Appendix B – Property Profile

Appendix C – Financial Plan

Appendix D – Capital Maintenance Plan

Appendix E – Surplus Properties - None

Appendix F – Accomplishments

Leduc Regional Housing Foundation Strategic Business Plan – 2019 to 2021

June 28, 2018 Page 1 of 16

Executive Summary

Leduc Reginal Housing Foundation (LRHF) was established as Leduc Foundation, through a Foundation Charter on March 11, 1963 to own and operate a 32 room lodge in the Town of Leduc. Leduc Foundation was changed to Leduc Reginal Housing Foundation effective September 18th, 2017 to provide clarity of role and purpose to serve the Leduc Region, a priority growth area of the Edmonton Metropolitan Region of Alberta.

LRHF has taken advantage of funding opportunities to respond to the housing needs of seniors, individuals and families of modest means. LRHF now offers housing and services through seven (7) programs in all seven (7) Leduc Region municipalities.

Housing is truly foundational to stabilizing any household, though additional supports are frequently needed to ensure a successful tenancy. Partnerships are established with community agencies though new resources are needed to solidify the supports that tenants require. We eagerly await the implementation of the Provincial Affordable Housing Strategy’s Tenant Resource Worker funding anticipated by 2020/21.

LRHF has worked closely with its seven member municipalities to bring new affordable housing to the Leduc Region. New units have been added to the communities of Leduc, Beaumont, Devon and Calmar over the past nine (9) years. Affordable Home Ownership has been made possible through a partnership with Habitat for Humanity Edmonton and local home builders. The fourth and final partnership with Coventry Homes Inc. will be brought to the City of Leduc by the end of 2018. Provincial funding has been provided for the replacement of ASHC owned Linsford Townhouses (42 units) including the addition of 22 new units. Work will be completed in two phases by 2021.

The redevelopment of the Planeview Place site to replace old (1963) units and increase density, continues to be a top priority. A creative funding partnership between the Alberta Government and LRHF Municipal Members will be explored in 2018 to permit the work to be initiated in 2019.

The majority of LRHF’s portfolio was built in the 1980s or earlier; and requires significant upgrading. The Government of Alberta (GoA) has funded sprinkler systems for the seniors’ lodges which will be completed in 2018. There is risk of loss of assets and lives, in the Seniors’ Self-contained Apartments that are also lacking sprinkler systems. Updated Facility Condition Inspections are needed to confirm the value in maintaining versus replacing the aging housing stock. Significant funding is being requested in 2019 budget alone for operational (+$465,000) and capital (+$2.2M) maintenance.

Requirement for increased operating funds was recognized through an increase of $225,000 to the 2018 Social Housing Budget which will begin to address deferred maintenance. The minimal Capital Maintenance funding continues to put significant pressure on the operating budget. Secure, multi-year funding is needed to permit planning and efficient and effective property management.

The provision of housing for seniors, individuals and families of modest means is a critical contribution to the health & sustainability of the communities within the Leduc Region. Federal leadership with Provincial Direction, that permits delivery at the Municipal level, is required to not only support LRHF’s Mission, but the ultimate achievement of Leduc Regional Housing Foundation’s Vision.


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Accountability Statement

The business plan was prepared under the Board of Director’s direction in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic, or fiscal implications of which the Board is aware. Approved by the Board on June 28, 2018.

1. Housing Management Body Overview LRHF is a Housing Management Body (HMB) created by Ministerial Order H:009/95 under Section 5 of the Alberta Housing Act, and a corporation as outlined under Section 6 of the same Act. LRHF was initially established under a Provincial Foundation Charter on March 11, 1963.

The geographical area served by LRHF referred to as the “Leduc Region”, is situated between the City of Edmonton and the County of Wetaskiwin and made up of the seven (7) municipalities: Leduc County, City of Leduc, Town of Beaumont, Town of Devon, Town of Calmar, Town of Thorsby and Village of Warburg.

The Board of Directors that governs LRHF, is primarily comprised of municipal representatives from its Member Municipalities. Leduc County appoints 2 members to the Board with the remaining six member municipalities appointing one member each. The Member Municipalities have chosen to appoint an elected official as their representative to the Board of Directors. An additional director, referred to as the Member-at-Large, is recruited from within the Leduc Region by the Board of Directors.

The Executive Director is the Chief Administrative Officer (CAO) for LRHF, the sole employee of the Board of Directors.

Mission

Provide high quality, affordable housing and services to seniors, individuals and families of modest means.


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Vision

Every senior, individual and family of modest means residing within the Leduc Region lives in comfortable, safe and affordable housing.

Values

To accomplish its mission and work towards the vision, LRHF creates and maintains a positive working environment in which Board members, management and all staff share a common set of values:

Professionalism Demonstrate respect and integrity at all times with clients, co-

workers, colleagues, and the public.

Team Work Working together safely, to achieve operational excellence.

Compassion Consider and support the individual circumstances of co-workers and the clients we serve.

Innovation Seek new and creative opportunities to develop efficient and effective programs.

Accountability Achieve and maintain high standards of service and fiscal responsibility.

1.1. Corporate Profile

LRHF was originally created by Foundation Charter on March 11, 1963, signed by Premier Ernest Manning. Reestablished as a HMB under the Alberta Housing Act, effective January 1st, 1996, LRHF provides non-market housing within the Leduc Region.

The non-market housing is provided through seven (7) programs - four (4) direct housing delivery programs and three (3) rent supplement programs:

Seniors’ Lodge Program (Supportive Living)

Supportive Living Rent Supplement

Seniors’ Self-Contained Apartments

Community Housing

Private Landlord Rent Supplement (PLRS)

Direct to Tenant Rent Supplement (DTRS)

Affordable Housing

The Administration Office for LRHF is located at:

5118 – 50th Avenue, Leduc, Alberta, T9E 6V4

The Administration Office is ideally located in close proximity to a number of the properties that are owned and managed by LRHF. Housing and administration services moved into the space in 1993 to accommodate the provision of services for the region’s non-market housing that was being consolidated under LRHF’s administration. The 3200 square foot office building was purchased in November


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2006. The construction and subsequent delivery of Affordable Housing beginning in 2007, required expansion of the office space in late 2010 to 4500 square feet.

The maintenance of LRHF’s assets is completed through a centralized operation out of the Ron Oleksiw Maintenance Shop (2011) located at Planeview Place, Leduc. The Maintenance Department, under the direction of the Asset Manager, is responsible for the preventative, demand and planned maintenance for all properties owned and managed by LRHF. A small fleet of maintenance vehicles is utilized to transport staff to the sites throughout the region. Contracts and capital projects are completed by the Maintenance Department as time and skill sets permit.

LRHF has a close working relationship with, and reporting responsibility to, Alberta Seniors & Housing. A number of other ministries are accessed for information and confirmation of legislative direction including Service Alberta (RTA), Alberta Labour (Employment Standards, OH&S), Community & Social Services (AISH, Tenant Supports), Infrastructure (Facility Condition Index).

The work of the Housing Committee of the previous Capital Region Board (2008 - 2017) created an opportunity for the housing management bodies (HMB) within the Capital Region to collaborate and influence the knowledge about housing needs. The effective networking and support provided through the Alberta Public Housing Administrators’ Association has fostered strong working relationships with other HMBs throughout the province. Affiliations Leduc Regional Housing Foundation is a member of the following organizations:

Alberta Network of Public Housing Agencies (ANPHA)

Alberta Urban Municipalities Association (AUMA) - Associate Member

Canadian Housing & Renewal Association (CHRA)

Continuing Care Safety Association (CCSA)

Leduc Downtown Business Association (LDBA)

Leduc-Nisku Economic Development Association – Partner In Prosperity

Leduc Region Community Connection Centre (LRCCC)

Leduc Regional Chamber of Commerce

Rural Municipalities of Alberta (RMA) - Associate Member

The Executive Director/ staff are members of the following organizations:

Alberta Manager’s Society Senior Citizens’ Housing (AMSSCH)

Alberta Public Housing Administrators’ Association (APHAA)

Chartered Institute of Housing (CIH), Canada

Leduc Region Non-Profit Executive Directors’ Group

Lodge Activity Coordinators Association of Alberta ( LACAA)

Corporate Profile details can be found in Appendix A.


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1.2. Property Profile

LRHF currently provides housing for seniors, individuals and families of modest means in 19 residential buildings throughout the Leduc Region, through the following four (4) direct housing programs:

Seniors’ Lodge Program (Supportive Living) accommodation with hospitality services targeted to 65+ year olds rent geared to 30% of income (RGI) + service package

Seniors’ Self-Contained Apartments One-bedroom apartments for independent, 65+ year olds; RGI

Community Housing 2, 3, & 4 bedroom townhouses for families; RGI

Affordable Housing Bachelor, 1, 2, 3, & 4 bedroom suites for singles (all ages) and families; rent

set at least 10% below market.

A limited number of housing support and hospitality services are also offered through our facilities. Program Administration is managed through two (2) properties:

4500 square foot Administration Office

1800 square foot Ron Oleksiw Maintenance Shop Commercial Space is targeted to other non-profit agencies within the Leduc Region:

Gaetz landing – 2100 square feet

Old Fire Hall - 5 Bays - 3100 Square feet - South Office – 900 square feet

A list of the buildings owned and managed by LRHF can be found in Appendix B.

1.3. Client Profile

Application for housing, lodge accommodation and rent supplements are accepted from seniors, individuals and families of modest means. Priority is given to those households who meet LRHF’s residency requirement - they have resided within the Leduc Region for the previous twelve (12) months or ten (10) years of their life.

As of May 31, 2018, LRHF houses or provides rent supplement to, 742 households serving 1,149 people. Approximately half of those served (47%) have pension as their primary income source which is consistent with the fact that 46% of our portfolio is seniors’ housing. 15% of our households have employment income as their primary source (down from 18% in 2017). Alternately, Income Support and AISH pension are identified by another 27% of households (up from 26% in 2017).

It is interesting to note that 31% of LRHF’s clients are children (<18 years of age) and only 48% are seniors when, as stated previously, 46% of the housing units are targeted towards seniors.


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34% of the units (783) turnover on an annual basis creating a steady flow of move-out/move-in and suite preparation for LRHF staff.

The Waiting List is dynamic representing residents we are yet to serve, though may be supported and/or engaged in the programing available. As of May 31, 2018 there were 402 (405 in 2017) households waiting for housing or financial assistance with their rent. Supportive Living applicants for Leduc account for 14% of the Wait List; seniors waiting for a seniors’ apartment comprise 32%. The largest portion of the Wait List (54%) is made up of single adults and families waiting for either housing or financial assistance with their rent. The Waiting List is one tool that informs the housing need of the Leduc Region, however, it does not represent the full housing need and which types of housing are needed to serve all seniors individuals and families of modest means within the Leduc Region.

2. Strategic Business Plan Development LRHF has operated with a Strategic Business Plan since the year 2000 when the first three-year plan was developed for the period of 2000 – 2002. The Strategic Business Plan is reviewed annually and updated as necessary to reflect current circumstances and changing needs. The Alberta Government has requested that Strategic Business Plan developed from 2019 onwards be for three (3) years.

LRHF’s Board of Directors and Senior Management Team have historically met with community and government representatives to participate in a mini-retreat in the spring of each year. In 2018 the Board of Directors held another Municipal Consultation that engaged the Member Municipalities represented by Council Members, Administration, Family & Community Support Services (FCSS), and Planners, to review LRHF’s role in the planning and delivery of non-market housing within the Leduc Region - “It Is About Non-Market Housing! Whose Role is it?” The results of the review and rich conversation has informed LRHF’s strategic direction for the 2019-2021 Business Plan.

The Strategic Business Plan is implemented through the Foundation’s annual budgets and operating plans, which not only include provisions to maintain and enhance LRHF’s current facilities and services, but allocate the necessary resources to accomplish the established goals.

LRHF’s Administration is evaluated based on progress towards the stated goals as well as on-going operational efficiency. When necessary, the goals are adjusted based on emerging information, circumstances or unanticipated events.

If for any reason the Board is unable to complete an annual review and update of this Strategic Business Plan, a new planning process will be initiated and completed no later than December 31, 2021, to thoroughly review the status of LRHF’s operation at that time, including external trends and influences. A subsequent Strategic Business Plan for the period 2022 – 2025 will be completed and approved.


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3. Environmental Scan A comprehensive environment scan is conducted as part of the strategic planning process, to examine external factors and trends that influence LRHF’s development. The environment scan includes a review of existing research from other sources regarding population and demographic trends, as well as an examination of trends in seniors and other affordable housing. Highlights of the 2018 environment scan are:

Political - Regulatory/Legal

2017 Provincial Affordable Housing Strategy – opportunities for funding of new affordable housing, capital maintenance and tenant support workers.

2017 National Housing Strategy – partnerships required with provincial and municipal governments, as well as community agencies to access cost effective financing.

Provincial Election in the spring of 2019 and the Federal Election in the fall of 2019 will impact the priority given to affordable housing and therefore, the funding made available.

Carbon Tax has increased the cost of utilities to LRHF, provided a rebate to tenants that then requires increased administrative processes to consider this as income for rent calculation.

Recent Provincial Legislation changes (employment standards, OH&S) have created workload and communication requirements causing deferment of other work.

Alberta Network of Public Housing Agencies (ANPHA) is solidifying their role as the voice of the non-profit housing industry to increase collaboration and advocacy to all funding partners.

The Supportive Living Rent Supplement Pilot Program (2010), which had been extended to 2015, will come to a conclusion with the utilization of the funding. The 2 households currently being supported in Discovery Place, Devon, may be able to be supported with a monthly supplement until 2020.

Economic

EIA development – increase in the supply of entry level jobs

Carbon tax/minimum wage – cost of supplies & services increasing

Phasing out of coal & oil within the Leduc Region is changing the availability of jobs

Income level changes with slow rebound of economic

Export/Tariff issues has a trickle-down effect on employment and housing need.

Although housing prices have moderated in Alberta in the past few years and apartment vacancy rates have risen, affordable housing remains a major issue in the Leduc Region. The economic growth is still on a low rise and a continued demand for affordable housing for seniors, individuals and families of modest means.

Changes to the global economy and the resulting impact on Alberta’s economy, has created more hiring opportunities for the Foundation in terms of attracting and retaining high quality, well trained staff members.

Rental apartment vacancy rate reported by CMHC for the Edmonton CMA, has slightly decreased from 7.1% in October 2016 to 7.0% in October 2017 due to softer


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economic conditions. The vacancy rate in the City of Leduc has dropped dramatically from 11% in October 2016 to 4.7% in October 2017. 2018 statistics will not be available until November, however, CMHC expected the vacancy rate to increase in 2017 and 2018.

Rent for an average 2-bedroom apartment declined 1.1% (October 2016 – October 2017) to $1,215/month comprising 54% of the gross monthly income of a full-time (2000 hours), worker making minimum wage (October 2017 $13.60), down from 60% last year.

CMHC reports a decline in housing starts from 2017 to 2018 in the Edmonton CMA however, the City of Leduc is has exceeded 2017 housing starts in 2018.

Social/Cultural

Younger generations have different approach to work and expectations.

Extended life span, activity levels and expectations of those 65 and older is resulting in a need to respond in a different way.

Social Housing can create a ghetto mentality and reduced optimism for a successful future. Mixed income model may alleviate some of the issues.

Opioids and other drug addictions need supported housing options.

Marijuana (Cannabis) legislation is and will have further impact on the living environments.

Cultural diversity increase through Immigration - cultural inclusion needed

Significant population growth from 2006 to 2011, in the Leduc Region (26.6% as compared to 11.2% in Edmonton) has been tempered somewhat in the past few years with growth of 17% from 2011 to 2016.

Evidence of an aging population in Canada, Alberta, Leduc and area continues to mount.

Front edge of the “baby boom” generation reaching age 65 in 2011. There may be a significant impact as early as 2020 for organizations such as LRHF, who have seniors moving into self-contained apartments with an average age of 72 years and seniors moving into supportive living with an average age of 84 years.

Waiting lists for the Foundation’s seniors housing programs have increased over the past year.

Demand for affordable housing for individuals in the Leduc Region is strong though the affordable housing rental rates are a barrier to accepting housing. Rent supplements have been used to bridge the rental rate gap. The need for deep subsidy / social housing is increasing due to the Leduc Region’s, challenged economy.

77% of households in need are non-seniors and among them, single person households and lone-parent family households make up a significant portion.

Technology

Impact on entry level jobs – job qualification and skills

Changes impacting staff

Improves inventory and date information

Job loss due to automation

Social media is creating an immediate awareness of all the positive and negative issues facing any organization.


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Communication patterns are shifting to texting with residents & staff as a primary means of sharing information.

Paperless systems are considered to be the way of the future, however, being reliant on technology limits the ability to respond in its absence

Government information requirements direct changes in gathering, processing and reporting expectations.

Competitors

LRHF provides subsidized and affordable housing for seniors, individuals and families of modest means and has been recognized by the Leduc Region municipalities as the Non-market Housing provider for the Leduc Region. There had not been direct competition from other housing suppliers in the region until an Affordable Housing Capital Grant was provided to a private sector developer/builder in 2011 to build 60 units of Affordable Housing in Beaumont. They continue to provide housing at rental rates below that charged by LRHF. There are private corporations that provide a supportive living (SL) option for seniors in the Leduc Region, though target a higher income client:

Discovery Place, Supportive Living, Devon – 60 units, Private (SL)

Lifestyle Options, Assisted Living, Leduc – 160 units, Market/Non-profit (SL)

Private Market Rentals - the recent economic conditions had a significant impact on the private rental market creating vacancy rates higher than have been seem for many years. Occupancy has increased more recently bringing levelling out the market in the Leduc Region.

3.1. Strengths, Weaknesses, Opportunities, and Threat (SWOT) Analysis

Internal

S = Strengths

Staff training & Development

Diverse Board

Experience of Seniors Team

Good municipal support

Housing delivered well

Building maintenance

Financial stability

Service & client care

W = Weakness

Being able to provide services in the outlining areas

Board members (elected official) stretched too thin

Younger workforce

Reliance on Government funding

Retirement of staff

Huge learning curve for on-coming board members


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External

O = Opportunities

Partnerships with other organizations

Mixed income model

National Housing Strategy – Financing

Training & education

Management of LTC properties

Change of Board and staff creates change with new ideas

T = Threat

Lack of funding

Over saturation of people could create growth issues of all ages – Immigration

Political Changes

Lack of autonomy to do what’s needed

Not in charge of our own ship

4. Goals, Priority Initiatives, Expected Outcomes and Performance Measures

Based on the environment scan and the outcomes of this year’s planning retreat, the Board set out the following Goals:

4.1. Clients & Services

Goal - Deliver a regionalized housing program that provides a range of options to support the housing and service requirements of modest income households.

Expected Outcome: house more individuals and families of modest income, reduce wait times, and the number on the wait list, strengthen relationships with residents while fostering independence.

Challenges: - In-adequate funding to provide supports to address residents’ RTA non-

compliance and behavior issues - Older housing requires renovations between occupancies leading to rent loss. - Lack of medical and support services in the west end of Leduc County - Transportation challenging for those being served - LRHF employees may not be able to afford LRHF housing - Programming for combined senior/non-senior client group

Opportunities: - Implementation of the Provincial Affordable Housing Strategy is intended to

include funding for Tenant Support Workers - Partnerships with community agencies; Leduc Region Community Connection

Centre - Education for residents – RTA compliance, - Eden Alternative philosophy for service delivery - Build strong relationships with private landlords - Formalize supportive living services to non-seniors who would benefit from

the congregate living environment with hospitality services

Priority Initiatives:

1. Increase supply of affordable housing in the Leduc Region.


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2. Formalizing supports & resources to tenants through employment of a Tenant Resource Worker and/or partnerships with community agencies.

3. Embrace the Eden Alternative philosophy for service delivery 4. Community Engagement – within sites, between tenants and community

Priority Initiative

Performance Measure

2017 Results

2018 Forecast

2019 Target

2020 Target

2021 Target

supply of Affordable Housing

Increase the number of households assisted RS

RS RS RS RS RS

Tenant Support Resources

Reduce eviction rate for RTA non-compliance

Agency Partners

City FCSS staff in-house,

LRCCC United Way $

Regional Tenant

Resource Worker

GoA Funded Tenant

Resource Worker

Full Position Funding

Eden

Alternative Engaged Residents Research

Implemented with staff, Residents

Milestone 1 – first 5

steps

Milestone 1 – last 5 steps

Milestone 2 – first 5 steps

Community

Engagement

Site Cohesiveness & Connection to Communities

_ City of Leduc FCSS - LRHF

BBQ

Site Safety Socials

FCSS - LRHF BBQ

FCSS - LRHF BBQ

4.2. Human Resources

Goal: Recruit, develop and retain a qualified workforce of client focused individuals who are inspired to a high standard of performance to create an outstanding workplace with LRHF recognized as an employer of choice.

Expected Outcome: consistently retain, adequately trained and satisfied staff

Challenges: - Aging workforce – average age of employees is 50.6 years (June 2018).

- High unemployment rate (6.2% June 2018) down from 7.8% one year ago

- Abundance of entry level positions within the Leduc Region

- Employee retention (2017 turnover - 29%) oil industry based environment

- Limited advancement opportunities within LRHF

- Level of staff engagement

- Member municipality’s salary rates.

Opportunities - Located within the Capital Region of Alberta, attract employees coming to

work within the Edmonton Metropolitan region.

- Partnerships with high schools, colleges and universities to generate

awareness of career opportunities and work experience available in the

housing industry.

- Internal cross department communication & collaboration

- Tangible recognition to encourage staff retention

- Retirees to return to fill casual/part-time positions within the organization.

- Employment for LRHF tenants.


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1. Staff have client focused approach aligned with Eden Alternative Philosophy.

2. Develop and implement a comprehensive HR Strategy.

Priority Initiative

Performance Measure

2017 Results

2018 Forecast

2019 Target 2020 Target 2021 Target

Core Value Alignment

Staff aligned with LRHF Core Values & Eden Alt.

Introduce measure

tool

75% of staff 75% aligned




HR Strategy Comprehensive HR plan

Staff Development Plan

Research HR Strategy Code of Conduct

Employer of Choice

Designation

4.3. Governance, Risk & Financial Management

Goal - Within a strong governance framework, ensure that adequate resources are obtained, and efficiently and effectively utilized.

Expected Outcome: long term sustainability and growth of LRHF.

Challenges: - Annual appointment of majority of Board Members - Changes to priorities from provincial government - WCB Poor Performance – large number of claims - Staff compliance to maintain Certificate of Recognition (COR) with changes to

legislation - Provincial budget cycle - Provincial funding

Opportunities: - Multi-year funding to permit longer term planning - Access private funding and or grant sources - Board Committees supported with Community Members - Access to CMHC Funding through National Housing Strategy


1. Develop a long term funding model; include Plan B that assesses building viability, leverage assets and source funds to increase supply of housing.

2. Develop an advocacy strategy with partners, e.g. ANPHA & Stakeholders

3. Regulation & Land Use supporting Affordable Housing

Priority Initiative

Performance Measure

2017 Results

2018 Forecast


Long term Funding Model

Financially Self-sustained operation

GoA Capital Funding

Linsford Mobile

Subsidy

Multi-Year GoA Budget for Main. Def.

Pay down AH Debt

Leverage existing AH


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Priority Initiative

Performance Measure

2017 Results

2018 Forecast


Advocacy Improved awareness of organization

Name change

LRHF Rebrand

Council OR Website

Links

Muni Conversation Did you know campaign?

Muni Conversation

Extend linkages with communities

Muni Conversation

Habitat for Humanity Partnership

Affordable Home Ownership

- Commitment #4 = $61,000

Built

Restore Support

Restore Support

Construction Partnership

Board Governance

Comprehensive Structure

Governance Committee

Review scope & content

Terms of Reference

Code of Conduct

Governance Review

4.4. Asset Management

Goal - Build and acquire safe, modest, housing and workplaces that are maintained in good repair, clean, and compliant with all required legislation.

Expected Outcome: clean, safe and adequate housing and work places

Challenges: - Age of majority of buildings in portfolio - Lack of sprinkler systems in multi-unit buildings - Available provincial funding

Opportunities: - Multi-year funding to permit longer term planning and cost efficiencies - Holding maintenance reserves - Replace out dated buildings - National Housing Strategy Funding


1. Develop an Asset Management Plan (buildings & systems) by program.

2. Improve and maintain building security. Advocate for installation of sprinkler systems of all multi-unit buildings.

3. Support the construction of new Affordable Housing in the Leduc Region

4. Redevelop Planeview Place, Supportive Living, site

Priority Initiative

Performance Measure

2017 Results 2018 Forecast 2019 Target 2020

Target 2021

Target

Asset Plan

Accurate information to inform Define maintain , replace

All data captured

Operate through YARDI

GoA VFA information integration

Collaboration with

GoA

Projected Maintenance Plans

Safety & Security

Mitigate Risk of loss of life or assets

Cloverleaf sprinklers installed

Planeview sprinklers

operational

Cloverleaf Sprinklers operational

Upgrade security &

key control

Upgrade security &

key control


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Priority Initiative

Performance Measure

2017 Results 2018 Forecast 2019 Target 2020

Target 2021

Target

New AH Linsford Redevelopment

42 units replaced + 22 new

Funding Development

Permit Construction

Phase 1 Complete

Phase 2 & 3

Complete

Redevelop Planeview Place

Replace 1963 section

Muni Conversation

#1

Muni Conversation

#2 GoA/Muni

Funding Model

Design Phase 1

Complete Phase 2

Complete

5. Financial Budget and Forecasts (Appendix C)

Financial management of LRHF’s operation recognizes Alberta Social Housing Corporation (ASHC or GoA) owned housing and programs (primarily the Seniors Self-Contained Apartments, Community Housing and rent supplement programs), separately from LRHF owned housing and programs (primarily the Supportive Living/Seniors Lodge (municipally funded), and Affordable Housing programs). Financial information is presented through the three (3) segments with a Central Services cost centre (Corporate Services, Housing Services, and Maintenance Services) providing management services to each program area:

Government Housing (GoA)

Supportive Living (SL)

Affordable Housing (AH)

Operating Budgets for the GoA portion of the portfolio reflect the need to address the historically deferred maintenance. The 2019 - 2021 budget requests are consistent in intent to previous budgets with significant funding being requested for operating and capital maintenance. A reduction in revenue reflects the vacancies required to refurbish the aging units. The Supportive Living facilities can be maintained within the funding envelope, however, a change to the Lodge Assistance Program that would see funding provided based on the number of units rather than low income seniors served, would support under sized and low occupancy facilities like Cloverleaf Manor more appropriately. Eight (8) of the nine (9) affordable housing buildings are no more than nine (9) years old and only beginning to require updating. Yule Meadows Manor is the only older building; constructed in 1978. Funding has already been provide to replace the roof and windows with the boiler system replace in 2016. Additional work is being done to update kitchen and bathroom cabinets and on-going painting and carpets. Budget and forecast information has been provided in Appendix C for each LRHF sector and government requested format using a 2.5% expense increase (based on Canada Consumer Price Index – May 2018) in the forecasts.


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6. Capital Maintenance Plan – Appendix D

LRHF has developed a long term vision for the current portfolio to be adequately maintained, with the aged and/or inadequate buildings replaced, and additional affordable housing built within the Leduc Region over the next ten (10) years. Life expectancy of each building component is tracked and forecasted for replacement. The Capital Maintenance Plan (Appendix D) includes cost estimates for all items with a value greater than $5000. The aging Supportive Living and Seniors Self-Contained Apartment portfolios require over $2.2M of upgrades and replacements in addition to the 2017 Capital Maintenance funding request. While not included in the Capital Maintenance Plan, the installation of sprinkler systems into the seniors’ apartment buildings must be prioritized along with the investigation of moisture and asbestos in the old and aging buildings. 7. Major Capital Projects

Planeview Place, Leduc (121 suites) – owned by LRHF The original 32 room U-Shaped lodge was built in 1963 with three (3) additions/expansions completed in 1985, 1998, and 2004. While the 1963 original room sizes are inadequate (40% are 216 sq. ft.) the building has been maintained to a very high standard. The size of rooms, presence of asbestos and opportunity to enhance the role of the facility in the community, require re-development (81 suites) and densification (+66) as soon as possible. Redevelopment Master Plan - A Redevelopment Master Plan was completed in April 2017 by Najfeldt Architect Inc. that considered the current status of each phase of the site and the best approach to replace and enhance the services being provided to the citizens of the 7 municipalities within the Leduc Region. Community Partnerships - Partnerships are being explored to engage community agencies to reside and deliver their programs on-site. We are looking at daycare, pre-school, youth centre, and service groups such as Parent Link. A collaboration would create opportunities for cross-generational interaction between young and old (average age of move into Planeview Place is 85 years), provide a central location for the agency to work from and create a cost effective arrangement for both parties. Funding was requested through the Government of Alberta’s Major Capital Project Funding Process in 2017 and will be advocated for again in 2018 to support the project being successfully funded. Reconsideration of the project by the Board of Directors has resulted in their willingness to consider a Provincial-LRHF cost share arrangement to see the redevelopment initiated before the end of 2018. Further dialogue will take place by early fall to move this initiative forward.


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New Construction Affordable Housing The purchase of land and original building design for Maddison Manor, Devon, Shkola Suites, Calmar, and Gaetz Landing, Leduc, will accommodate future development as the needs of each community grows. Funding through leveraging the existing assets, as well as provincial capital grant programs is needed. In addition, the expansion to the west end of the City of Leduc through the annexation of Leduc County land, creates an opportunity for LRHF to bring affordable housing to this part of the Leduc Region. Discussions have been initiated with the City of Leduc’s Long Term Planning Department regarding availability of land in their West Area Structure Plan. Cost estimates for expansion in order of current perceived need are as follows:

Gaetz Landing, Leduc, Phase 2, 17 units - $4.5M

West Side, Leduc, Phase 1, 30 units - $9M

Maddison Manor, Devon, Phase 2, 28 units - $7M

Shkola Suites, Calmar, Phase 2, 8 units - $2.3M

Affordable Home Ownership LRHF has partnered with Habitat for Humanity Edmonton and home builders in the Leduc Region to bring affordable home ownership to the region. Three home ownership opportunities were brought to the City of Leduc over the past few years. LRHF funding ($61,000) for the fourth and final affordable home ownership initiative was committed through Habitat Day in the Capital Region on June 14th, 2018. Coventry Homes Inc. have agreed to partner with Habitat for Humanity Edmonton to build the affordable home ownership half duplex by the end of 2018.

STRATEGIC BUSINESS PLAN 2019 2021 - Leduc Regional Housing · Leduc Regional Housing Foundation...

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