Slide 1

London Community Housing Strategy

and

The Community Plan on Homelessness

November 22, 20111

City of London, Community Services

Louise Stevens, Director, Municipal Housing

Stephen Giustizia, Manager, Ontario Works and Homelessness

Need a better picture than a person pulling a wagon1AgendaOverview of Londons recent and current strategies in preparation for provincial legislation

Review of London Community Housing Strategy (LCHS - approved by London Municipal Council in June, 2010)

Ties to Housing Plans and The Community Plan on Homeless (CPH - approved in November, 2010)

Note: Both the LCHS & CPH update and integrate strategies and plans that have been developed and implemented over the past ten years and link to other Corporate and Provincial strategies.

22Issue StatementToo many Londoners are living without stable housing.

Individuals experiencing homelessness are increasingly presenting with significant mental health, addictions, and other complex barriers.

Too many rental units are not affordable, so individuals and families cycle in and out of shelters, public and private housing situations, failing to achieve stability.

Impacts of housing gaps are directly related to and directly impact other sectors including employment, emergency services, shelters, social services, police, and hospitals.

33 Decade+ in ReviewWhat have we been doing?4

Municipal Funding:$2 million x ~10 years = $20 million which leveragedOther Funding:$65 million in federal and provincial funding +$74 million in private equity & mortgages

Resulting In

$159 million in affordable housing investment in London over past 10 yrsand1,194 affordable housing units*:131 home ownership997 rental (28% were specialized supportive housing)70 rent supplements (5 yr program)

*Note: 939 of these units were created from 2006 to 2010The Past 10 Years: Doing the Math$74 million / 1,194 units =Approx. $62,000/unit from private sector investment

55Homelessness Funding6ProgramFunding Source$*Energy Emergency Fund (EEF) for CMSM100% Provincial 69,150Rent Bank for CMSM100% Provincial

188,200The Heath and warmth Program (THAW)100% Municipal 100,000Mayors Anti-Poverty Action group (MAPAG)100% Municipal

185,000Consolidated Homelessness Prevention Strategy (CHPP) for CMSM100% Provincial

544,213 Homelessness Prevention Strategy (HPS) Based on Fiscal Allocation (2009/10)100% Federal513,214London Community Addiction Response Strategy (London CAReS)100% Municipal1,250,255Emergency Shelters80% Provincial/20% Municipal*6,115,356Domiciliary Hostels80% Provincial/20% Municipal*299,022TOTAL$9,264,410* Based on 2010 Actuals6London Community Housing Strategy

Vision

A City of London where all members of the community have access to housing that is safe, secure, and suitable to their needs and ability to pay.77

LCHS:Creating a Community Partnership Based Governance ModelLCHS Timelines2000 London Affordable Housing Task ForceThe start of a new approach to understanding housing needs and defining local response

2005 Affordable Housing StrategyUpdate of the 2000 Task Force ReportSet target of 1,200

2010 London Community Housing Strategy (LCHS)Emphasizes a continuum approachIntegrates a community plan on homelessness and housingOutlines priorities up to December 31, 2015

LCHS Process & MetricsPre-Consultation: 20 conversations and group presentations involving more than 120 people

Community Consultations & Open Houses: 175 people

LCHS Survey: 51 organizations responded

Key Informant Interviews & Meetings Individual & agency email responses: 17

Engaged people with lived experience (low-income tenants & persons experiencing homelessness: 83 people

10Linking Community Vitality and HousingIncreasing the opportunity of those benefitting from housing across the continuum to participate socially, civically and economically with the stability of appropriate and affordable housing.

Developing more housing, with greater mix throughout the City to meet the needs of a broad range of groups rather than a one size fits all approach.

Increasing supports to people once housed to promote better community integration.

Avoiding over-saturation of social issues.

Developing trust and increasing respect and understanding between residents, private sector, public sector and non-profit sector, while increasing partnership opportunities.Understanding the Relationship Between Economic Prosperity & HousingIncreasing production of housing

Increasing housing with supports to help each individual achieve their full potential, including moving from Ontario Works to employment as they are able, as well as positioning some employment assistance initiatives to Supported Employment

Promoting prevention strategies to decrease economic costs of emergency provision of shelter

Protecting existing public assets through increased investment in capital repairs

Recognizing Opportunities Related to Economic Prosperity & HousingReclaiming surplus federal, provincial and municipal lands.

Embracing environmental stewardship.

Examining economic development potential in all new affordable housing development of three or more storeys.

Seeking cost recovery from other orders of government for money saved through decreased demands on emergency services.

Clearly Defining Londons Role & IdentityNot just another stakeholder

A regional pillar housing, education, employment, arts, social services, health, justice, etc.

Consolidated Municipal Service Manager

Lead partner

Development of a Homelessness to Housing Strategy for the City of London

The London Community Housing Strategy (LCHS) is based on the Citys vision. The LCHS is purposely robust and flexible to accommodate future changes.

The LCHS plans and prioritized actions are based on research and assessment of needs of those homeless and those accessing and seeking affordable and sustainable housing in London.

An emphasis on a continuum of services and an integrated approach was critical.

The intended deliverable was a strategy document not an options paper or needs assessment. Targets are only one component of the overall LCHS.

The LCHS has a mechanism for review every 18-24 months.Setting the Objective of the LCHS151516Understanding the Housing ContinuumThree Integrated Components

16The Need for a StrategyCurrent StateFuture State

Good activities, gaps, no overarching strategy, and outcomes are not integrated. Desired State: AlignmentLondonCommunityHousing StrategySystemDesignProgramsServicesPoliticalWillDeliverablesResponse AdministrationA City of London where all members of the community have access to housing that is safe, secure and suitable to their needs and ability to pay.Strategy Overview (LCHS)A comprehensive continuum of housing solutions based on:Strong system designEvidence based and integrated programs and servicesPolitical will and commitment Focused , measurable, and targeted deliverablesStrong and responsive administration VISIONSTRATEGYSystemDesignTHEME 1ProgramsServicesPoliticalWillDeliverablesResponse AdministrationTHEME 2THEME 3THEME 4THEME 5Play with colours and shapes to show alignment18Goal:

Approach:

Strategic Objectives:Strategy to Action1.1 Focus on housing and homelessness together.1.2 Central administration within the City for housing and homelessness change initiatives.1.3 Decentralize Ontario Works office.1.4 Regional identity.

ORGANIZATIONAL CHANGE FOREFFECTIVE STRATEGY IMPLEMENTATIONA London based regional approach to integrate homelessness and housing initiatives through a centralized administrationTHEME 1STRONG SYSTEM DESIGN

1Goal:

Approach:

Strategic Objectives:2.1 Review London CAReS 2.2 Target H2H style program2.3 Reduce shelter use and beds2.4 Review shelter system and services2.5 Supports to people once housed2.6 Invest in prevention strategies2.7 Align funding to priorities and needs2.8 Consider Supported Employment2.9 Shared client Information System2.10 Outcome based funding2.11 Determine homeless numbers/needs2.12 Community Plan on Homelessness

FOCUS ON PERMANENT SOLUTIONS TO HOMELESSNESSAlignment and development of outcome based permanent solutions to homelessnessTHEME 2EVIDENCE BASED & INTEGRATED PROGRAMS & SERVICES

2Strategy to ActionGoal:

Approach:

Strategic Objectives:3.1 Increase London Profile3.2 Increase income supports3.3 Strengthen capacity of housing providers3.4 Improve discharge planning/shelter diversion3.5 Increase investment in services to newcomers3.6 Expand responses for Aboriginal people3.7 Adjust shelter allowance and rent/utility scales3.8 Continue Federal investment in social housing3.9 Permit social housing to borrow against equity3.10 Provide new grants to maintain stock3.11 Continue Canada-Ontario Affordable Housing Program3.12 Provide additional rent subsidies and supplements3.13 Clearer policy direction on related Planning matters3.14 Cost recovery from programs to new housing options3.15 Amend Special Priority Policy and local priority rules3.16 Acquire property from all orders of government

WORKING WITH OTHER ORDERS OF GOVERNMENTEstablish London as an equal partner with other orders of governmentTHEME 3POLITICAL WILL AND COMMITMENT

3Strategy to ActionGoal:

Approach:

Strategic Objectives:4.1 Continue to redefine and clarify civic administration roles4.2 Build capacity amongst property managers4.3 Target for the City of London (700 Units)4.4 Supportive housing for other orders of government (300)4.5 Create mix within larger scale redevelopments4.6 Mix throughout the City4.7 Embrace environmental stewardship4.8 Maintain existing stock (public and private)4.9 Examine arterial economic development opportunities4.10 Improve the waiting list for subsidized housing4.11 Mayors Update on LCHS every 18 to 24 monthsFUTURE DEVELOPMENT TARGETS & CONSIDERATIONS FOR EXISTING AFFORDABLE HOUSING STOCK1000 new affordable housing units throughout London (a mix of supplements, existing, built form, new units, and specialized units) to begin filling priority gaps within the housing continuum. THEME 4FOCUSED, MEASURABLE, & TARGETED DELIVERABLES

4Strategy to ActionGoal:

Approach:

Strategic Objectives:5.1 Ensure quality housing that meets tenant needs5.2 Responsive and innovative special Ontario Works teams5.3 Maintain annual City investment in affordable housing5.4 Continue building the Citys National and Provincial profile5.5 Housing and Social and Community Support Services Divisions working to achieve mutual objectives

CONTINUATION OF POLICIES AND PROGRAMS THAT HOLD PROMISE.Aligning research, community engagement, programs, and service innovations to create a housing continuum that builds Community Vitality and Economic Prosperity in London. THEME 5STRONG & RESPONSIVE ADMINISTRATION

5Strategy to Action

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2525Changes in mortgage rates will have an impact; a strong reason to increase upfront investmentProjected either new construction prices or acquisition prices is dependent on a number of variables that will shift within a 5 year time framePart of meeting the targets must be new construction or acquisition to increase the long-term affordable housing stockThe 18-24 month strategy review anticipates a changing internal and external landscape26Understanding Financial Variables26

FROM: TO: * Independent Programs * Integrated Solutions within a Housing Continuum

* Funding Related* Outcome Focused within Broader LCHS and Related Community Plan on HomelessnessLCHS Revised Focus Moving Homelessness Services.

27Addressing the Priorities27

Homelessness Funding and Strategies: 2007 to 2010

Investments more strategically aligned

Innovation based: (Eg H2H and CAReS)

Collaborative Local Solutions

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Emergency Shelters and Domiciliary Hostels through OW Per Diem

London CAReS

Rent Bank / THAW

Consolidated Homelessness Prevention Program (CHPP)Homelessness Partnering Strategy (HPS)

Mayors Anti Poverty Action Group (MAPAG)

2010 Homelessness Funding Details$9.3 million managed through the City of London

2929

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Implementing the London Community Plan on Homelessness

2.3 Exploring Managed Alcohol Program (MAP) with leadership of the SWLHIN

3.1 Developing Citys role within Emergency Shelter System

3.4 Developing evidence based service framework and implementing through revised service contracts

3.5 Continuing to enhance and develop the London CAReS services within the London Community Housing Strategy framework2011 Focus of Activities31New Provincial LegislationThe 2011 Housing Services Act requires each Service Manager to have a plan to address housing and homelessness.

It is anticipated that the first implementation step will be a consolidation of current homelessness programs into a single program greater flexibility to target funds to need.

Enable emergency shelter funding to be redirected to rental accommodation (similar to H2H)

3232Next StepsDeveloping implementation plans.

Creating legislated Housing and Homelessness Plan.

Annual report and recommendations for reshaping London CAReS

Building a local mental health/addictions/housing/social services strategy in conjunction with LHIN; hospitals and community agencies.

Awaiting other actions from government:2012 federal and provincial budgetsEnacting the new provincial legislation long term housing strategyRelease of the provincial governments long term strategy on addictions and mental healthLHIN plan for community addictions and mental health services post-bed divestiture3333