London Community Housing Strategy and The Community Plan on Homelessness November 22, 2011

1. London Community Housing Strategy and The Community Plan on Homelessness November 22, 2011 City of London, Community Services Louise Stevens, Director, Municipal Housing Stephen Giustizia, Manager, Ontario Works and Homelessness

2. Agenda Overview of London’s 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.

3. Issue Statement Too many Londoners are living without stable housing. Individuals experiencing homelessness are increasingly presenting with significant mental health, addictions, and other complex barriers. Too many rental units are not affordable, so individuals and families cycle in and out of shelters, public and private housing situations, failing to achieve stability. Impacts of housing gaps are directly related to and directly impact other sectors including employment, emergency services, shelters, social services, police, and hospitals.

4. Decade+ in Review…What have we been doing?

5. The Past 10 Years: Doing the Math Municipal Funding: $2 million x ~10 years = $20 million which leveraged… Other Funding: $65 million in federal and provincial funding + $74 million in private equity & mortgages Resulting In… $159 million in affordable housing investment in London over past 10 yrs and 1,194 affordable housing units*: 131 home ownership 997 rental (28% were specialized supportive housing) 70 rent supplements (5 yr program) *Note: 939 of these units were created from 2006 to 2010 $74 million / 1,194 units = Approx. $62,000/unit from private sector investment

6. Homelessness Funding

7. London Community Housing Strategy Vision “A City of London where all members of the community have access to housing that is safe, secure, and suitable to their needs and ability to pay.”

8. LCHS: Creating a Community Partnership Based Governance Model

9. LCHS Timelines 2000 London Affordable Housing Task Force The start of a new approach to understanding housing needs and defining local response 2005 Affordable Housing Strategy Update of the 2000 Task Force Report Set target of 1,200 2010 London Community Housing Strategy (LCHS) Emphasizes a continuum approach Integrates a community plan on homelessness and housing Outlines priorities up to December 31, 2015

10. LCHS Process & Metrics Pre-Consultation: 20 conversations and group presentations involving more than 120 people Community Consultations & Open Houses: 175 people LCHS Survey: 51 organizations responded Key Informant Interviews & Meetings Individual & agency email responses: 17 Engaged people with lived experience (low-income tenants & persons experiencing homelessness: 83 people

11. Linking Community Vitality and Housing • Increasing the opportunity of those benefitting from housing across the continuum to participate socially, civically and economically with the stability of appropriate and affordable housing. • Developing more housing, with greater mix throughout the City to meet the needs of a broad range of groups rather than a “one size fits all” approach. • Increasing supports to people once housed to promote better community integration. • Avoiding over-saturation of social issues. • Developing trust and increasing respect and understanding between residents, private sector, public sector and non-profit sector, while increasing partnership opportunities.

12. Understanding the Relationship Between Economic Prosperity & Housing • Increasing production of housing • Increasing housing with supports to help each individual achieve their full potential, including moving from Ontario Works to employment as they are able, as well as positioning some employment assistance initiatives to Supported Employment • Promoting prevention strategies to decrease economic costs of emergency provision of shelter • Protecting existing public assets through increased investment in capital repairs

13. Recognizing Opportunities Related to Economic Prosperity & Housing • Reclaiming surplus federal, provincial and municipal lands. • Embracing environmental stewardship. • Examining economic development potential in all new affordable housing development of three or more storeys. • Seeking cost recovery from other orders of government for money saved through decreased demands on emergency services.

14. Clearly Defining London’s Role & Identity • Not just another stakeholder • A regional pillar – housing, education, employment, arts, social services, health, justice, etc. • Consolidated Municipal Service Manager • Lead partner

15. Setting the Objective of the LCHS • Development of a Homelessness to Housing Strategy for the City of London • The London Community Housing Strategy (LCHS) is based on the City’s 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.

16. Understanding the Housing Continuum Three Integrated Components

17. The Need for a Strategy System Design Response Administration Programs Services London Community Housing Strategy Future State Current State Political Will Deliverables Good activities, gaps, no overarching strategy, and outcomes are not integrated. Desired State: Alignment

18. Strategy Overview (LCHS) 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. VISION A comprehensive continuum of housing solutions based on: Strong system design Evidence based and integrated programs and services Political will and commitment Focused , measurable, and targeted deliverables Strong and responsive administration STRATEGY THEME 1 THEME 2 THEME 3 THEME 4 THEME 5 Response Administration System Design Programs Services Deliverables Political Will

19. Goal: Approach: Strategic Objectives: THEME 1−STRONG SYSTEM DESIGN 1 A London based regional approach to integrate homelessness and housing initiatives through a centralized administration ORGANIZATIONAL CHANGE FOR EFFECTIVE STRATEGY IMPLEMENTATION Strategy to Action 1.1 Focus on housing and homelessness together. 1.2 Central administration within the City for housing and homelessness change initiatives. 1.3 Decentralize Ontario Works office. 1.4 Regional identity.

20. Goal: Approach: Strategic Objectives: THEME 2−EVIDENCE BASED & INTEGRATED PROGRAMS & SERVICES 2 Alignment and development of outcome based permanent solutions to homelessness FOCUS ON PERMANENT SOLUTIONS TO HOMELESSNESS Strategy to Action 2.1 Review London CAReS 2.2 Target H2H style program 2.3 Reduce shelter use and beds 2.4 Review shelter system and services 2.5 Supports to people once housed 2.6 Invest in prevention strategies 2.7 Align funding to priorities and needs 2.8 Consider Supported Employment 2.9 Shared client Information System 2.10 Outcome based funding 2.11 Determine homeless numbers/needs 2.12 Community Plan on Homelessness

21. Goal: Approach: Strategic Objectives: THEME 3−POLITICAL WILL AND COMMITMENT Establish London as an equal partner with other orders of government 3 WORKING WITH OTHER ORDERS OF GOVERNMENT 3.1 Increase London Profile 3.2 Increase income supports 3.3 Strengthen capacity of housing providers 3.4 Improve discharge planning/shelter diversion 3.5 Increase investment in services to newcomers 3.6 Expand responses for Aboriginal people 3.7 Adjust shelter allowance and rent/utility scales 3.8 Continue Federal investment in social housing 3.9 Permit social housing to borrow against equity 3.10 Provide new grants to maintain stock 3.11 Continue Canada-Ontario Affordable Housing Program 3.12 Provide additional rent subsidies and supplements 3.13 Clearer policy direction on related Planning matters 3.14 Cost recovery from programs to new housing options 3.15 Amend Special Priority Policy and local priority rules 3.16 Acquire property from all orders of government Strategy to Action

22. Goal: Approach: Strategic Objectives: THEME 4−FOCUSED, MEASURABLE, & TARGETED DELIVERABLES 4 1000 new affordable housing units throughout London (a mix of supplements, existing, built form, new units, and specialized units) to begin filling priority gaps within the housing continuum. FUTURE DEVELOPMENT TARGETS & CONSIDERATIONS FOR EXISTING AFFORDABLE HOUSING STOCK Strategy to Action 4.1 Continue to redefine and clarify civic administration roles 4.2 Build capacity amongst property managers 4.3 Target for the City of London (700 Units) 4.4 Supportive housing for other orders of government (300) 4.5 Create mix within larger scale redevelopments 4.6 Mix throughout the City 4.7 Embrace environmental stewardship 4.8 Maintain existing stock (public and private) 4.9 Examine arterial economic development opportunities 4.10 Improve the waiting list for subsidized housing 4.11 Mayor’s Update on LCHS every 18 to 24 months

23. Goal: Approach: Strategic Objectives: THEME 5−STRONG & RESPONSIVE ADMINISTRATION 5 Aligning research, community engagement, programs, and service innovations to create a housing continuum that builds Community Vitality and Economic Prosperity in London. CONTINUATION OF POLICIES AND PROGRAMS THAT HOLD PROMISE. Strategy to Action 5.1 Ensure quality housing that meets tenant needs 5.2 Responsive and innovative special Ontario Works teams 5.3 Maintain annual City investment in affordable housing 5.4 Continue building the City’s National and Provincial profile 5.5 Housing and Social and Community Support Services Divisions working to achieve mutual objectives

26. Understanding Financial Variables Changes in mortgage rates will have an impact; a strong reason to increase upfront investment Projected either new construction prices or acquisition prices is dependent on a number of variables that will shift within a 5 year time frame Part of meeting the targets must be new construction or acquisition to increase the long-term affordable housing stock The 18-24 month strategy review anticipates a changing internal and external landscape

27. Addressing the Priorities LCHS Revised Focus Moving Homelessness Services…. FROM: TO: * Independent Programs * Integrated Solutions within a Housing Continuum * Funding Related * Outcome Focused within Broader LCHS and Related Community Plan on Homelessness

28. Homelessness Funding and Strategies: • 2007 to 2010… • Investments more strategically aligned • Innovation based: (Eg H2H and CAReS) • Collaborative Local Solutions

29. 2010 Homelessness Funding Details $9.3 million managed through the City of London Emergency Shelters and Domiciliary Hostels through OW Per Diem London CAReS Rent Bank / THAW Consolidated Homelessness Prevention Program (CHPP) Homelessness Partnering Strategy (HPS) Mayor’s Anti Poverty Action Group (MAPAG)

31. 2011 Focus of Activities Implementing the London Community Plan on Homelessness 2.3 Exploring Managed Alcohol Program (MAP) with leadership of the SWLHIN 3.1 Developing City’s role within Emergency Shelter System 3.4 Developing evidence based service framework and implementing through revised service contracts 3.5 Continuing to enhance and develop the London CAReS services within the London Community Housing Strategy framework

32. New Provincial Legislation The 2011 Housing Services Act requires each Service Manager to have a plan to address housing and homelessness. It is anticipated that the first implementation step will be a consolidation of current homelessness programs into a single program – greater flexibility to target funds to need. Enable emergency shelter funding to be redirected to rental accommodation (similar to H2H)

33. Next Steps • Developing implementation plans. • Creating legislated Housing and Homelessness Plan. • Annual report and recommendations for reshaping London CAReS • Building a local mental health/addictions/housing/social services strategy in conjunction with LHIN; hospitals and community agencies. • Awaiting other actions from government: • 2012 federal and provincial budgets • Enacting the new provincial legislation – long term housing strategy • Release of the provincial government’s long term strategy on addictions and mental health • LHIN plan for community addictions and mental health services post-bed divestiture