Housing Department Human Services Division
where lifestyle grows good business
Housing and Homelessness Plan 2014 – 2024 Human Services Division
Table of Contents List of Figures ...... 6 List of Tables ...... 7 List of Appendices...... 8 Acknowledgements ...... 9 1 Executive Summary ...... 10 2 A Local Strategy for Leeds Grenville ...... 12 2.1 Introduction ...... 12 2.2 Vision Statement ...... 12 2.3 Guiding Principles ...... 12 2.3.1 Persons Centered Approach ...... 13 2.3.2 Community Partnerships ...... 13 2.3.3 Locally Driven ...... 13 2.3.4 Inclusive ...... 13 2.3.5 Fiscal Responsibility ...... 13 2.3.6 Outcomes based ...... 14 3 Background ...... 14 3.1 The Impact of Housing in Our Community...... 14 3.2 Defining Homelessness ...... 17 3.3 Homelessness in Leeds and Grenville ...... 19 3.4 Provincial Influence on Local Housing Planning ...... 20 3.5 Development of the Plan ...... 20 3.5.1 Steering Committee ...... 21 3.5.2 Consultation Strategy ...... 21 3.5.3 Benefits of Developing the Plan ...... 22 3.6 Service Manager ...... 23 4 Community Profile ...... 24 4.1 Population ...... 25 4.1.1 Growth ...... 25 4.1.2 Age Distribution ...... 28 4.1.3 Seniors ...... 31 4.1.4 Accessibility ...... 32 4.2 Household Characteristics ...... 33 4.2.1 Trends in Household Distribution ...... 33 4.2.2 Household size ...... 34 4.2.3 Household Type ...... 35 4.3 Household Income ...... 36 4.3.1 Ontario Works Assistance...... 37 4.3.2 Ontario Disability Support Program ...... 39 4.3.3 Low Income Cut-Offs ...... 39 4.4 Labour and Employment Trends ...... 41 4.4.1 Manufacturing ...... 42
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4.4.2 Labour Trends ...... 43 4.4.3 Tourism ...... 44 4.4.4 Unemployment Rates...... 44 5 Housing Supply Profile ...... 45 5.0.1 Condition of Dwellings ...... 46 5.0.2 Mix of Dwelling Types ...... 47 5.1 Social Housing ...... 48 5.2 Public Housing Supply Profile ...... 53 5.2.1 Age and Condition of Housing Stock ...... 54 5.2.2 Asset Management ...... 55 5.2.3 Environmental Initiatives ...... 57 5.3 Non-Profit Housing Supply Profile ...... 58 5.4 Affordable Housing ...... 60 5.5 Rent Supplement Program...... 62 5.6 Market Housing ...... 62 5.6.1 New Home Sales ...... 63 5.6.2 Home Ownership Costs ...... 64 5.6.3 Private Market Rental Housing ...... 65 5.7 Recent Housing Activity ...... 68 6. Housing Affordability ...... 69 7. Counties Housing and Homelessness Programs ...... 75 7.1 Social Housing Regeneration ...... 75 7.2 Investment in Affordable Housing Program ...... 76 7.3 Community Homelessness Prevention Initiative...... 79 7.4 Accessible Units ...... 81 7.5 Smoke-Free Policy ...... 82 7.6 Domiciliary Hostels ...... 82 7.7 Emergency and Temporary Housing ...... 82 7.8 Municipal Planning Activities ...... 83 8 Community Delivered Housing Programs...... 87 8.1 Supportive Housing ...... 87 8.2 Developmental Services of Leeds and Grenville ...... 88 8.3 Mental Health Housing Supply and Demand Leeds Grenville ...... 88 8.4 Ontario March of Dimes ...... 89 8.5 Addictions ...... 89 8.6 Victims of Domestic Abuse ...... 89 8.7 Youth ...... 90 8.8 Seniors Housing ...... 91 8.9 Francophone ...... 92 8.10 Aboriginal Housing ...... 93 9 Future Sustainability ...... 94 9.1 Continued Partnership ...... 97 10 The Plan...... 98
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10.1 Goals ...... 98 10.2 Homelessness Indicators and Measures ...... 98 10.3 Outcomes and Actions ...... 100 11 Stakeholder Consultation ...... 116 11.1 Focus Groups and Key Informant Interviews...... 116 11.2 Community Partner Surveys ...... 120 11.3 Customer Services Surveys ...... 121 11.4 Community Consultations ...... 122 12 Glossary ...... 124 13 References ...... 131 14 Bibliography ...... 132
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List of Figures
Figure 4-1 Comparative Growth Rates, Leeds and Grenville and Ontario, 1991-2011 Figure 4-2 Population Change by Municipality, 1991-2011 Figure 4-3 Age-Related Population Proportion in Leeds Grenville; 2001-2011 Figure 4-4 Age-Related Population Change in Leeds and Grenville Versus Ontario; 2001- 2011 Figure 4-5 Median Age of Population, Leeds Grenville and Ontario Figure 4-6 Household Growth by Municipality, Leeds Grenville and Ontario, 1991-2011 Figure 4-7 Median Income of Earners 15 Years and Older; 2001-2006 Figure 4-8 Overall Ontario Works Caseload Totals – Current and Historical (from Form 5), 2008-2012 Figure 4-9 Average Number of Months on Assistance, 2012 Figure 4-10 ODSP Caseloads, 2012 Figure 4-11 Labour Force Activity by Municipality, Leeds Grenville, 2001-2006
Figure 5-1 Period of Dwelling Construction by Housing Tenure, Leeds Grenville 2006 Figure 5-2 Condition of Housing Stock, Leeds Grenville, 2006 Figure 5-3 Housing Type in Leeds Grenville, 2006 Figure 5-4 Social Housing Applicant Profile Figure 5-5 Age of Applicant at Date of Application, Non-Dependent Households Only Figure 5-6 Applications Received by Maximum Bedroom Size, Leeds Grenville, 2003–2012 Figure 5-7 Applications Received by Household Type Figure 5-8 Rent-Geared-to-Income and Affordable Housing Units Located Throughout Leeds Grenville Figure 5-9 Households by Tenure and Age of Primary Household Maintainer, Leeds Grenville, 2006 Figure 5-10 Bank of Canada Average Residential Mortgage Lending Rates (One and Five Year Rates of Each Year), Ontario 2007-2011 Figure 5-11 Vacancy Rate, Leeds Grenville 2007-2011
Figure 6-1 Residents of Leeds and Grenville Spending on Housing Costs Figure 6-2 Proportion of Income Used for Housing Costs (Rental and Ownership), 2006
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List of Tables
Table 4-1 Comparative Growth Rates, Leeds and Grenville and Ontario; 1991-2011 Table 4-2 Population by Municipality, Leeds and Grenville; 1991-2011 Table 4-3 Age-Related Population Change, Leeds and Grenville; 2001-2011 Table 4-4 Tenant Disability Categorization, Leeds Grenville; 2013 Table 4-5 Trends in Household Growth by Municipality, Leeds Grenville and Ontario; 1991- 2011 Table 4-6 The LICO for Leeds Grenville Table 4-7 Incidence LICO Leeds Grenville and Ontario; 2005 Table 4-8 Reductions or Closures of Local Employers
Table 5-1 Social Housing Service Levels, Leeds Grenville, 2013 Table 5-2 Housing Wait Lists as of March 6, 2013 - Applicants Waiting for Public Housing and Rent Supplement Units (RGI), Leeds Grenville Table 5-3 Cooperative/Non-Profit Units RGI and Market, Leeds Grenville Table 5-4 Public Housing Stock by Unit Size, Leeds Grenville Table 5-5 Public Housing Maintenance Costs, Leeds Grenville Table 5-6 Non-Profit and Co-operative Housing, Leeds Grenville Table 5-7 Affordable Housing, Leeds Grenville Table 5-8 Rent Supplement Units, Leeds Grenville Table 5-9 New Home Sales by Price Range, Leeds Grenville; 2007-2009 Table 5-10 Average Cost for a Three-Bedroom Detached Bungalow, Leeds Grenville Table 5-11 Average Monthly Rents, Leeds Grenville; 2007 to 2012 Table 5-12 Rented Dwellings, Leeds Grenville and Ontario; 2006 Table 5-13 Housing Starts by Type, Leeds Grenville; 2007-2011
Table 6-1 Households in Core Housing Need by Type and Tenure, Leeds Grenville; 2007- 2011 Table 6-2 Proportion of Household Income Spent on Rental Housing, Leeds Grenville and Ontario; 2006 Table 6-3 The Current Percentage of Social Housing in Each Municipality of Leeds Grenville
Table 7-1 Leeds Grenville, IAH Planned Financial Commitments by Year Table 7-2 Distribution of Home Ownership Funding by Municipality Table 7-3 Types of Homes Purchased Using Home Ownership Funds Table 7-4 Distribution of Ontario Renovates Funding By Municipality Table 7-5 Home Allowance Targets, Leeds Grenville Table 7-6 Provincial Funding Distribution, Leeds Grenville Housing; 2013 Table 7-7 CHPI One-Time Grant Funding Distribution, Leeds Grenville Table 7-8 Local Municipal Official Plans and Social Housing Policy, Summary; 2013
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Table 8-1 Leeds and Grenville Mental Health Housing, Leeds Grenville, August; 2013 Table 8-2 Leeds Grenville Long-Term Care Waitlist Table 8-3 Core Housing Need, Leeds Grenville
Table 11-1 Housing and Homelessness Focus Groups; 2012
List of Appendices
Appendix 1 Housing and Homelessness Ten-Year Plan Development Appendix 2 Housing and Homelessness Dialogue
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Acknowledgements
The development of the Housing and Homelessness Plan has occurred over the past year. The dedication and commitment of many cannot go unnoticed.
On behalf of the United Counties of Leeds and Grenville, I want to acknowledge the following individuals and organizations who have contributed to the development of the plan:
• Deborah Gill (Lead), Manager, Housing, Human Services • Housing Plan Steering Committee
o Allan Brown, Manager, Financial Services, Community and Social Services o Jessica Deschamp-Baird, Data Analysis Coordinator, Human Services o Sandy Hay, Manager, Planning Services, Planning Services and Consent Granting Authority, Public Works
o Teresa Madden, Policy Analyst, Human Services o Ariel O’Neill, Trainer, Human Services o Caroline Rigutto, Policy Analyst, Human Services o Pixie Trip, Regeneration Manager, Human Services • Administrative Services
o Lianne Arbour o Patricia Dimopoulos o Marcia Hickey
In addition, thanks is extended to the numerous social service agencies, Joint Services Committee members, tenants and members of the public who participated in the research, surveys and community consultations. The contributions of many have resulted in a document that will guide and support Leeds Grenville for years to come.
Sincerely,
Alison Tutak
Alison Tutak, B.A., B.S.W., M.S.W. Director Human Services Division
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1 Executive Summary
In 2010, the provincial government released the Long-term Affordable Housing Strategy, “Building Foundations, Building Futures”. A key component of this strategy was to ensure that all Ontarians had access to safe and affordable housing which is fundamental to building a foundation for a better future. The Housing Services Act, 2011 sets out the requirements and legislative authority for Consolidated Municipal Service Managers (CMSM) to develop ten-year housing and homelessness plans that has consideration for the provincial interests.
The United Counties of Leeds and Grenville is the Service Manager with the delegated responsibility for the development of a housing plan in a collaborative and consultative process, involving members of the community, the private sector, social agencies, the health sector, and most critical and central, those impacted or at risk of homelessness.
The community engagement process that was undertaken by the Counties was extensive, including various methods to collect information, such as focus sector group sessions, surveys, key informant interviews and community consultations throughout Leeds Grenville.
A comprehensive housing need and demand section provides a broad overview of population characteristics and trends, key household characteristics and employment factors that impact current and future housing demand in Leeds and Grenville. Housing market trends, housing assets and needs, affordability and accessibility of housing are examined; this information was the foundation for building a comprehensive plan to meet the identified needs.
The plan identifies the various social programs delivered by the Service Manager, community delivered programs, as well as the partnerships that have been developed.
Key highlights of housing issues in Leeds and Grenville include an aging population, the need for increased diversity of unit size: smaller housing units; maintaining an aging portfolio; high unemployment rates; low income levels presenting affordability issues; and a lack of supportive service and emergency/transitional housing.
The key findings and recommendations identified have formed the basis for the development for development of the goals, actions and outcomes that are aligned with the provincial interests. The plan embodies a strategic community focused approach to addressing and meeting future housing needs.
The plan has identified three (3) overarching strategic goals that outline tangible actions that are linked to specific outcomes and measures: 1. Maintain current affordable housing programs; 2. Enhance services to reflect the changing needs of the community; 3. Involve all stakeholders in the development and implementation of the housing plan.
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Fundamental to achieving these goals are the Guiding Principles that will direct the implementation of the plan. The plan will provide a strategic framework for the future of housing in Leeds and Grenville.
The Housing and Homelessness Plan is a living document that will require periodic review and be adapted to reflect the changing needs of the communities in Leeds Grenville over time; it must be actionable, realistic, achievable and will require follow up to ensure successful implementation. Further, a commitment and desire from all stakeholders to bring forward change will be critical to the successful implementation.
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2 A Local Strategy for Leeds Grenville
2.1 Introduction
The United Counties of Leeds and Grenville (the Counties) is the provincially designated Consolidated Municipal Service Manager (Service Manager) that has responsibility for the administration and delivery of social housing and housing and homelessness programs, Ontario Works and Child Care Fee Subsidy. In addition, the Human Services Division also delivers the Ontario Early Years Program and is the administrator for one (1) long-term care home.
The Ministry of Municipal Affairs and Housing (MMAH) has enacted legislation under the Housing Services Act, 2011 that requires all Service Managers to develop a ten-year Housing and Homelessness Plan (HHP). This plan must include matters of provincial interest and is based on the principles of putting people first, partnership development, accountability and affordability with the end result of better outcomes for all people.
The following vision and guiding principles were created in the development of the plan.
The principles will support the vision, and guide the plan and its subsequent implementation. The long-term housing strategies incorporate the principles as well as the belief and values of the Human Services Division that were developed by staff. It is important to articulate a common purpose that speaks to the values of the community that will guide decisions about where to focus future efforts.
2.2 Vision Statement
The HHP is centered on the vision of a community which encourages and supports access to safe, secure, suitable and Vision affordable housing. This plan will need to be flexible and reflect the changing needs of the local communities. To encourage and
support access to 2.3 Guiding Principles safe, secure, suitable and affordable Guiding principles are the foundation for program housing that reflects development, how frontline work is performed, and ensures the changing needs accountability for decision making. The guiding principles are of the community. critical components in the development of the HHP for the Counties.
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2.3.1 Persons Centered Approach
People and their experiences are central to the planning and development of housing and homelessness programs. Strategies are developed to ensure that people are supported and housed; when a person-centred approach is used to provide housing stability, people can better move forward with their lives if they are first housed. People accessing housing and homelessness supports and services will be treated with respect, dignity, and honesty.
2.3.2 Community Partnerships
It is critical in service planning that strong partnerships are created and maintained. The private, public, and voluntary sectors along with engaged citizens are all important and interconnected parts of the community. Housing and homelessness planning requires and must include strong partnerships between all levels of government, non-profit housing providers, community resources, health services, and those individuals/families that require supports. Creating partnership opportunities with community stakeholders will strengthen the quality of services provided to persons who are homeless or at risk of becoming homeless. Collaboration with community partners is essential to providing quality and sustainable services that are fiscally accountable.
2.3.3 Locally Driven
The HHP must be relevant to and based upon the unique needs of persons in our community. Each community will have different needs based upon the size of the urban/rural area, and the unique resources such as the services and supports readily available in the community. The Counties will take steps to ensure that the voice of the local homeless or at risk of homelessness population is heard when developing appropriate services and supports for the local community. Services will be provided that are locally driven, based upon the local population, needs, and created through strong partnerships with a holistic approach.
2.3.4 Inclusive
All services, programs, and planning will reflect the voices and experiences of families and individuals that are experiencing homelessness or are at risk of homelessness. All persons have a right to equal treatment and protection from discrimination.
2.3.5 Fiscal Responsibility
There must be accountability to the people we serve; the taxpayers, elected officials and the municipal and provincial governments. The development of housing and homelessness support strategies will include balancing the fiscal reality of the ability to fund services, while maintaining quality services and supports to those in need.
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2.3.6 Outcomes based
Priorities are developed that reflect the needs of the local communities that can be measured and evaluated to determine program success and need for improvement. Program outcomes will include housing those who are homeless and those at risk of being homeless to remaining housed.
3 Background
3.1 The Impact of Housing in Our Community
Housing is one of the most basic and fundamental needs. It is a critical driver shaping the economic and social sustainability of communities and is the foundation for social inclusion and growth in our communities. Housing is a key factor in anchoring people to the community.
The lack of affordable housing is a growing challenge that is experienced by many communities. A good housing plan must be about people and communities. The need for affordable housing depends on a number of factors which include population growth, changing demographics, labour market trends, affordability of current rental stock, the existence of appropriate subsidized housing, and the demand for affordable housing. This information is critical in the development and planning for affordable housing and/or redistribution of social housing in Leeds Grenville. “Homelessness is certainly a prominent issue within every community. It is an People, regardless of identity or income, are concerned about issue that all levels of feeling safe and secure at home. The needs of the community government should be can be diverse; encompassing those experiencing homelessness aware of, as it is not one or at risk of homelessness, those with low income, modest that is localized to any income, and families and individuals that require supports to specific area in the country...” remain housed. From the Housing and Homelessness 10-Year The ability to provide a full range of housing options which will Plan Development meet the needs of all residents is critical to ensuring a high Customer Survey quality of life, a vibrant local economy and a healthy community. To achieve this, communities need to look at innovative options to support affordable housing.
The goal of subsidized housing is to reduce the costs of accommodation for low-income households while providing safe and affordable housing in the community. The lack of funding for social housing by senior levels of government, and minimal new construction of rental housing, are factors that have contributed to the lack of affordable housing.
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The responsibility for providing affordable housing has been shifted from the federal and provincial governments to the municipal level. This may indeed present challenges to municipalities, but it also affords the opportunity for municipalities to develop proactive approaches.
The diagram below illustrates the importance of housing to the success of other policy and program areas.
ECONOMIC DEVELOPMENT Investment in job creation EDUCATION HEALTH CARE Enhancing educational Improving physical and attainment mental health
COMMUNITY DEVELOPMENT HOUSING SOCIAL DEVELOPMENT Skills development, Foundation of family life social A stabilizing and facilitating investment and capacity interaction role building
IMMIGRATION INCOME SECURITY Enhancing income security LABOUR FORCE Facilitating integration Contributing to stability and mobility
“Housing fits in the middle of everything. It is physical design, it is community economic development, it is social development, it is important to health and educational outcomes, it can be a poverty reduction tool, and it is an investment, a wealth creator and a generator of economic development. It is both an individual and public good.” Modified from D. Myers
The following illustration1 depicts the impact and reach that housing has beyond the individual and household to touch upon the following dimensions:
• the physical • financial
1 Carter T, Polevychok C, Friesen A, Osborne J, Gunn A, Wolfe C. Housing for Manitobans: A Long-Term Plan; 2009:8.
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• locational/spatial; and • psychological/social aspects of housing.
HOUSING
LOCATIONAL PSYCHOLOGICAL PHYSICAL FINANCIAL SPATIAL SOCIAL
Indoor Economic Family Design/ Pride Nostalgia Environ- Develop- Invest- Neighbour- Found- Size Cost Status Affection ment ment ment hood ation
Skills Collective Environ- Condi- Afford- Assets Service Security Develop- Social Cultural mental tion ability Access ment Support Identity Influence
Suitability Social Network
The physical dimension of housing can include the quality of the indoor environment, the condition of the home and design features. The environmental aspects of a home have health implications; design features are becoming increasingly required for an aging population and people with disabilities. Size and number of bedrooms affect suitability and crowding, particularly important for large families. Crowding does not facilitate good health and educational outcomes.
Financial aspects of housing include the cost of purchase or rental and operation. This determines affordability and also the income remaining to spend on health, recreation, education and nutrition and how much (if any) people can save. Housing generally represents the largest expenditure people make and for owners the equity can be of significant financial benefit.
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The locational aspects of the home include the location relative to services and the characteristics of the surrounding neighbourhood. Neighbourhood characteristics affect how people feel about their home and their residential satisfaction. Isolation from services can be a significant barrier for high-need households and those who depend on public transportation.
Homes also may have a psychological connection; a home can be a source of pride, status, the foundation of family life, a hub for social networking, the frontline in the social support system, and a cultural identity. It is a place where one may find refuge, rest, security and personal freedom.
Collectively, the functions or characteristics of housing are instrumental in the health and well- being of individuals, community health and vitality, and the success of the economy2.
3.2 Defining Homelessness
In Canada, homelessness has a thousand faces and affects people of any age, gender, and ethnic background. Homelessness fundamentally describes the situation of any individual or family that is without stable, permanent, appropriate housing. A household is considered as being in “core need” of housing if its housing does not meet at least one of the standards for adequacy, affordability or suitability and the household has insufficient income to obtain alternative local housing that meets the standards.3
Adequate housing is housing not requiring major repairs. Housing that is inadequate may have excessive mold, significant damage, etc.
Affordable housing costs are 30% or less of the total gross income. Those in “extreme core housing need” are households paying more than 50% of their income on accommodations.
Suitable housing has enough bedrooms for the size and composition of the occupants (known as occupancy standards).
2 Carter T, Polevychok C, Friesen A, Osborne J, Gunn A, Wolfe C. Housing for Manitobans: A Long-Term Plan; 2009:11. 3 Gaetz S, Donaldson J, Richter T, Gulliver T. The State of Homelessness in Canada, Toronto: Canadian Homelessness Research Network; 2013:16.
Housing and Homelessness Plan 2014 – 2024 Human Services Division
The homelessness typology4 has been classified into the following categories by the Canadian Homelessness Research Network:
1. “Unsheltered” or “absolute homelessness” including those living on the street or in places not suitable for habitation.
2. “Emergency Sheltered” including those staying in overnight shelters or shelters for those impacted by family violence.
3. “Provisionally accommodated” refers to those whose accommodation is temporary or transitional, including those who would be considered “hidden homeless”.
4. “At risk of homelessness” refers to people who may not be homeless, but whose current economic and housing situation is not stable or may not meet public health standards.
Further, there are various degrees of homelessness; one-time homelessness is usually the result of an unexpected event (eviction, loss of employment); episodic homelessness is where there are periods of stability coupled with instability; and chronic homelessness is where the person has been in a shelter more than 60 days and does not have the ability to maintain housing.
The continuum illustrated below indicates a range of circumstances from “not housed” to the Counties’ ultimate vision of all persons having access to safe, secure, affordable housing.
Housing Continuum
Absolute Relative Vision Homelessness Homelessness
Housing Safe, secure, On Staying In the Unstable Costs >50% suitable, and the with Shelter Housing of Total affordable Street Friends Income housing
4 Gaetz S, Donaldson J, Richter T, Gulliver T. The State of Homelessness in Canada; 2013:4.
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Absolute homelessness includes those living on the street or in places not intended for housing such as vehicles or tents. It also includes those who access the emergency shelter system and supports and those who are “I think it is a hidden considered “hidden homeless” who move from place to place issue. Given non-urban nature, the 'look' of with no access to permanent accommodation. This also includes homelessness is not the those living in motels and rooming houses or other short-term same...” From the Leeds accommodations. Grenville Community Partner Focus Groups. Many factors can contribute to placing people at risk. This includes unstable housing where households could be facing eviction, where the cost of housing is more than 50% of the total income and, where the necessary support and services are not available to allow people to remain in their own homes.
The goal would be that everyone will have the opportunity to move forward on the housing continuum with the ultimate vision of people having access to safe, suitable, affordable housing.
3.3 Homelessness in Leeds and Grenville
The number of homeless people in any community is difficult to quantify due to the transient nature of individuals and the inability “…How many people just within Leeds and Grenville to maintain connected. are homeless right now? And if there is a number As Service Manager, we are aware of the number of individuals available, how accurate who access our services and supports. Monitoring service levels would it be? Just one is of programs such as the Homelessness Prevention Benefit, too many.” From the Housing and Emergency Shelter and Social Housing Registry is indicative of the Homelessness 10-Year need for housing in Leeds and Grenville; however, not all persons Plan Development affected by homelessness access social programs for assistance. Customer Service The number of “hidden homeless” in Leeds Grenville is an Survey. imprecise number that is difficult to track.
In particular, the number of youth who are homeless or have experienced homelessness in Leeds Grenville has also proven very difficult to quantify. Agencies that provide services to youth, such as youth groups and employment agencies, have indicated that youth are experiencing difficulties in obtaining accommodation. In fact, youth may be considered “hidden homeless” in that some have not secured any accommodation of a permanent nature and go from place to place “couch surfing” with little or no stability. This is also applicable to families and individuals who are staying with friends and have no access to permanent accommodation.
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3.4 Provincial Influence on Local Housing Planning
The Housing Services Act, 2011 requires Service Managers to develop local housing and homelessness plans with a specific
inclusion of an assessment of current nal Ping nal and future housing needs. There is Private recognition that Service Managers Market serve communities with diverse needs Goal of Ending and capacities, and that positive results us Non-Profit
o Homeless- ness will occur through partnerships with the H laco Leh tf osntemreuiqeR tf Leh laco province, the Service Manager, housing providers and various stakeholders. POLICY STATMENT Coordi- Accounta- nation with The Act has set out the requirements of bility Community local plans that include matters of provincial interest and that are consistent with the policy statements of Broad Environ- Range of the Act. mental Needs
Ontario’s Long-Term Housing Strategy focuses on transforming the way housing and homelessness services are delivered in an effort to achieve better outcomes for residents in our communities and is based on the following four (4) key pillars: putting people first, creating strong partnerships, supporting affordable options and accountability5.
3.5 Development of the Plan
tsir FlepoePg inttuP FlepoePg tsir siphsrentarg PnortSg inaterC PnortSg siphsrentarg yilitabtnuoccA •Addressing • Linking with non- •Support •Achieving housing needs in profit corporations economic positive order to address • Linkages with the prosperity outcomes for other challenges private market •Delivered in a individuals and •Treats people needs manner that families • Community with respect and promotes energy •Providing for a partnerships dignity conservation and range of options • Coordinating with •Relevant to environmental to meet needs community community sustainability. agencies •Accountability
Supporting Affordable Affordable Supporting Options
5 Ministry of Municipal Affairs and Housing. Building Foundations: Building Futures: Ontario’s Long-Term Housing Strategy; 2012:5.
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The Counties’ first step in the development of a HHP was to prepare for organizational readiness. This included a decision on the staff lead of the HHP, establishing an internal steering committee, developing a work plan, followed by assigning responsibilities to members of the steering committee and assembling baseline information.
The development of the HHP while initiated by the Service Manager has been a collaborative effort that reflects the voices of the community, social service agencies, Joint Services Committee, Counties staff, and most critically, those individuals and families who are or have been impacted by homelessness.
3.5.1 Steering Committee
A Steering Committee was established to guide the process and the planning for the development of the HHP. Membership on this Committee included:
• Housing Manager • Manager of Planning Services • Manager of Financial Services, Community and Social Services • Regeneration Project Manager • Policy Analysts • Trainer • Data Analysis Coordinator
3.5.2 Consultation Strategy
A variety of methods were utilized in an effort to engage community partners in the HHP; the Counties held focus groups, interviewed key informants and administered surveys of the following groups: low-income families, the private sector, social service agencies, and persons that access our services.
In order to understand the reality of housing in our communities, it was critical as we embarked on the path for the plan development that sector focus groups with the various stakeholders was a first step in the process.
Community engagement was the second process in the plan development. A dialogue paper (See Appendix B) was developed by the Steering Committee that included the identification of emerging issues, a draft vision statement and guiding principles, the development of goals and articulation of actions and a discussion of partnerships and linkages. The paper was presented to the various communities in Leeds Grenville in an effort to understand the unique housing concerns of each locality.
This paper was also presented to the Joint Service Committee of Leeds and Grenville (JSC) on June 5, 2013, for members’ input and feedback. Joint Services consists of the Mayors and
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Reeves of ten (10) member municipalities and three (3) partner municipalities within Leeds Grenville. The JSC is responsible for service levels and budget related to social services, social housing, land ambulance, and provincial offences administration.
3.5.3 Benefits of Developing the Plan
The most fundamental benefit of developing a plan is the identification of the capacity that is required to meet the differing needs of individuals and families. The data compiled can support the identified community needs and priorities. This proactive approach will support and align the Counties for any potential future funding and partnership opportunities.
The HHP will create a strategic community focused approach to meeting future housing needs. The plan must be flexible; recognizing the diversity of each community whether urban or rural and the different needs and priorities that this presents.
Additional social and economic benefits of a housing and homelessness plan include:
• Establishing closer partnerships across the various sectors. • Bringing stability to the lives of families and individuals, thereby enhancing the social environment of the community. • Lowering the cost of the local social support system. • Realizing the savings for the entire community where residents in the labour force work within the community. • Availability of local labour force to meet the changing needs of the economy. • Meeting the housing needs of all segments of the population. • Reducing the dependency on outside funding and helps build sustainable communities. • Promoting the development of affordable housing, including land intensification. • Promoting energy conservation.
The development of an actionable HHP will guide and inform decision making for local communities to address affordable housing and homelessness issues. The HHP encompasses the entire housing continuum including homelessness prevention, supports and services to assist those individuals and families to retain housing, transitional and supportive housing, emergency shelters, rent-geared-to-income (RGI), market rent and affordable housing.
Looking ten (10) years into the future, there are some trends and circumstances that seem certain:
• Energy prices will fluctuate but will generally trend upward, as will other utilities. • An aging population will increase pressure to provide a broader range of services in conjunction with housing, and housing with accessible design options.
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• There will be a growing need to partner and collaborate with more stakeholders as the type and characteristics of clients increase and the housing and services they require expands. • Knowing more about communities and partnering with them to design better housing, and housing options for households who need stable affordable housing must be a priority. • Federal funds continue to flow for the operation of the existing public and non-profit portfolio until the end of operating agreements, but when these agreements expire other funding sources may have to be found to provide the necessary subsidies if current low-income tenants are to be accommodated.
The goal of the plan will be to ensure that all individuals and families have access to safe, secure, and suitable housing. The plan will include strategies that will address and move people forward on the continuum. This will include those who are in absolute homelessness, those without permanent accommodation, individuals accessing the shelter system and those individuals and families living in unstable unaffordable housing.
3.6 Service Manager
On January 1, 2001, the Counties became the Service Manager of social housing in Leeds and Grenville and ownership of the public housing portfolio was transferred to the Counties under the Social Housing Reform Act, 2000. Prior to transfer, public housing operated under the Ontario Housing Corporation through the Leeds/Brockville Housing Authority and the Prescott/Grenville Housing Authority. In August, 2000, these two (2) separate housing authorities merged to create the Leeds and Grenville Housing Corporation (LGHC) with the Counties as the sole shareholder. An arm’s length Board of Directors was responsible for the operation of the LGHC while the Counties acted as the Service Manager. The Service Manager designation brought significant and broad responsibilities which included the funding and administration of social housing. In 2002, the LGHC was dissolved enabling the Counties, as Service Manager, to directly manage the properties.
The Human Services Division of the Counties is responsible for the delivery of all Service Manager functions including the programs of Ontario Works, Child Care and Housing.
The Integrated Program Delivery Department has responsibility for the delivery of Ontario Works, Child Care Fee Subsidy, and the Ontario Early Years Centres. The Ontario Works Program delivers financial and employment assistance to people in our community who are in need. Child Care Fee Subsidy is provided to families in licensed child care centres in Leeds Grenville. Wage Subsidy and Special Resource Funding is also provided to support child care centres. The Ontario Early Years Centres provide programming and support to parents and children from birth to six (6) years of age.
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The Housing Department is responsible for managing the centralized waitlist (Social Housing Registry) for social housing applications, determining eligibility of households for rent-geared- to-income assistance and affordable housing, administering affordable housing programs, property management for the public housing portfolio, and the oversight of the drinking water quality management systems in both Mallorytown and Spencerville.
In addition, as Service Manager, the Counties provides administrative support and oversight of all provincial and federal non-profit and co-operative housing providers. The Service Manager conducts operational reviews, issues directives, and supports housing administrators in the day- to-day administration and completion of financial reporting.
Maple View Lodge provides long-term care for 60 residents who can no longer live independently. The home is funded by the Ministry of Health and Long Term Care (MOHLTC) and the Counties and is governed by legislative standards and the administration falls under the Human Services Division.
4 Community Profile
The Counties is comprised of ten (10) member municipalities and three (3) separated municipalities with a total population of 99,306. The Counties’ geographic area includes the North shore of the St. Lawrence River, the Rideau Canal, the Rideau Lakes, two (2) international bridges, and provincial highways connecting Leeds Grenville to major cities such as Toronto, Ottawa and Montreal.
Member Municipalities: The United Counties • Township of Athens of Leeds and Grenville • Township of Augusta • Township of Edwardsburgh/Cardinal • Township of Elizabethtown-Kitley • Township of Front of Yonge • Township of Leeds and the Thousand Islands • Village of Merrickville-Wolford • Municipality of North Grenville • Township of Rideau Lakes • Village of Westport
Separated Municipalities:
• City of Brockville • Town of Gananoque • Town of Prescott
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Leeds Grenville has a relatively diverse economic base with economic activities encompassing manufacturing, agriculture, retail/commercial, tourism, health, social and public services. Although activity has historically been along the St. Lawrence corridor, both large and small businesses have made their home throughout Leeds Grenville. Business/manufacturing closures in our community have had a significant impact, affecting the economy and the housing market.
4.1 Population
Population characteristics such as the number and the type of households in a community; and economic factors such as the housing supply, are key elements when determining housing needs and the type of dwellings that are required. Examining trends in household characteristics and the economy will inform both demand and capacity for housing. Local trends will indicate the challenges faced by the various municipalities, as the changing economy and distribution of wealth is placing increased pressure on the need for affordable housing. The following sections present key data that informs the identification of current and future housing needs.
4.1.1 Growth
Leeds Grenville has a total population of 99,306 as of the 2011 Statistic Canada Census. The population growth was significantly lower than Ontario’s between the 2006 and 2011 Census where Ontario saw a population increase of 5.7%, while Leeds Grenville only grew 0.1% during this period. Leeds Grenville population growth has seen greater fluctuations in the period from 1991-2011 in comparison to Ontario’s growth which has remained consistent.
Table 4-1: Comparative Growth Rates, Leeds and Grenville and Ontario, 1991-2011 Population 1991 1996 2001 2006 2011 Leeds and Grenville 90,235 96,284 96,606 99, 206 99, 306 Ontario 10,084,885 10,753,573 11,410,046 12,160,282 12, 851, 821 Source: Census of Canada. Statistics Canada, 1991, 1996, 2001, 2006, 2011
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Figure 4-1: Comparative Growth Rates, Leeds and Grenville and Ontario, 1991-2011 8.00%
7.00%
6.00%
5.00%
4.00% Leeds and Grenville 3.00% Ontario
Percentageof Increase 2.00%
1.00%
0.00% 1991-1996 1996-2001 2001-2006 2006-2011 Time Frame
Source: Census of Canada. Statistics Canada, 1991, 1996, 2001, 2006, 2011 * Total growth for Leeds and Grenville 10.0% (1991-2011) * Total growth for Ontario 27.4% (1991-2011)
Table 4-2 shows the population change by municipality from 1991 to 2011. This Table illustrates the differing growth rates in various parts of Leeds Grenville. It shows, for example, that the proportion of population living in the three (3) separated municipalities has declined from 34.7% of the total Leeds Grenville population to 31.6% over the past 20 years.
Table 4-2: Population by Municipality, Leeds and Grenville, 1991-2011
1991 1996 2001 2006 2011 Municipality Pop. % Pop. % Pop. % Pop. % Pop. % Brockville 21,582 23.90% 21,752 22.60% 21,375 22.10% 21,957 22.10% 21870 22.02% Gananoque 5,209 5.80% 5,219 5.40% 5,167 5.30% 5,285 5.30% 5,194 5.23% Prescott 4,512 5.00% 4,480 4.70% 4,228 4.40% 4,180 4.20% 4, 284 4.31% Athens* 2,829 3.10% 3,040 3.20% 3,053 3.20% 3,086 3.10% 3,118 3.14% Augusta 7,176 8.00% 7,626 7.90% 7,635 7.90% 7,510 7.60% 7,430 7.48% Edwardsburgh/ 6,315 7.00% 6,715 7.00% 6,674 6.90% 6,689 6.70% 6,959 7.01% Cardinal Elizabethtown- 9,630 10.70% 9,900 10.30% 10,039 10.40% 10,201 10.30% 9,724 9.79% Kitley Front of Yonge 2,357 2.60% 2,530 2.60% 2,639 2.70% 2,803 2.80% 2,680 2.70% Leeds and the Thousand 8,735 9.70% 9,175 9.50% 9,069 9.40% 9,435 9.50% 9,277 9.34% Islands**
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Municipality 1991 1996 2001 2006 2011 Merrickville- 2,427 2.70% 2,630 2.70% 2,812 2.90% 2,867 2.90% 2,850 2.87% Wolford North 10,197 11.30% 12,648 13.10% 13,581 14.10% 14,198 14.30% 15,085 15.19% Grenville*** Rideau Lakes**** 8,602 9.50% 9,564 9.90% 9,687 10.00% 10,350 10.40% 10,207 10.28% Westport 664 0.70% 683 0.70% 647 0.70% 645 0.65% 628 0.63% Total 90,235 100% 96,284 100% 96,606 100% 99,206 100% 99306 100%
Source: Census of Canada. Statistics Canada, 1991, 1996, 2001, 2006, 2011 * The statistics for the Township of Athens from 1991 to 1996 represent the cumulative population statistics of REAR OF YONGE AND ESCOTT AND ATHENS. **The statistics for the Township of Leeds and the Thousand Islands from 1991 to 1996 represent the cumulative population statistics of FRONT OF LEEDS AND LANDSDOWNE, FRONT OF ESCOTT and the REAR OF LEEDS AND LANSDOWNE. ***The statistics for the Municipality of North Grenville from 1991 to 1996 represent the cumulative population statistics of TOWNSHIP OF KEMPTVILLE, TOWNSHIP OF SOUTH GOWER and the TOWNSHIP OF OXFORD. **** The statistics for the Township of Rideau Lakes from 1991 to 1996 represent the cumulative population statistics of NEWBORO, THE VILLAGE OF BASTARD AND SOUTH BURGESS, NORTH CROSBY, SOUTH CROSBY AND SOUTH ELMSLEY.
Figure 4-2: Population Change by Municipality, 1991-2011
60 Brockville
Gananoque 50 Prescott
40 Athens
Augusta 30 Edwardsburgh/Cardinal
20 Elizabethtown-Kitley
Front of Yonge 10
Population Change (%) Leeds and the Thousand Islands 0 North Grenville 1991 1996 2001 2006 2011 Rideau Lakes -10 Merrickville and -20 Wolford Timeline Westport
Source: Census of Canada. Statistics Canada, 1991, 1996, 2001, 2006, 2011
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Key Findings
• Prescott has seen the largest reduction in their share of the total Leeds Grenville population, followed by Brockville; but while Brockville’s population has continued to grow, Prescott’s population has declined. • The population of Westport has also seen population decline. • North Grenville has seen the strongest population growth over the past 20 years and has increased its share of the Leeds Grenville population from 11.3% to 15.2% over this time period. In absolute terms, its population has increased by 47.9% during this time period compared to Leeds Grenville’s overall growth of 10%.
4.1.2 Age Distribution
The age distribution in Leeds Grenville during the period of 2006-2011 reflects an aging population, with a rise in the number of persons over the age of 50 and a decline in persons between the ages of 30-39.
The increasing senior population growth in Leeds Grenville may be attributed to the aging baby boomer population, people relocating to smaller communities, and people retiring to their hometowns. The age-related population trends seen in Leeds Grenville are similar to those experienced by the province, with the exception of Leeds Grenville experiencing a reduction of young persons under 15, and between the ages of 25-44; and a substantial increase in persons over the age of 65, indicating that Leeds Grenville is aging at a rate faster than the province.
The figure below displays an increasingly aging population throughout Leeds Grenville.
Figure 4-3: Age-Related Population Proportion in Leeds Grenville, 2001-2011
18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 2001 6.0% 2006 4.0% 2.0% 2011 0.0%
Population Proportion (%) 0-4 5-9 75+ 15-19 20-24 25-34 35-44 45-54 55-64 65-74
10-14 Age Group
Source: Census of Canada. Statistics Canada, 2001, 2006, 2011
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Figure 4-4 below compares the trend found in Leeds Grenville with that of the province. From 2001 to 2011, the proportion of the population in Leeds Grenville aged 65 and over grew from 16.4% to 19.6%, which is well above the provincial total of 14.6%6. However, the 55-64 age group saw the largest increase in population proportion. This trend in the 55-and-older age group is expected to continue as the baby-boomer population continues to age over the next 20 years.
The data illustrates that Leeds Grenville has experienced the same age-related population trends that Ontario has experienced. The figure illustrates the increase in persons 19-24 and in persons over the age of 45. All population declines are more pronounced in Leeds Grenville and the growth was higher in the population over 65.
Figure 4-4: Age-Related Population Change in Leeds and Grenville Versus Ontario, 2001-2011
60.0 50.0
40.0 30.0 20.0 Ontario 10.0 Leeds & Grenville 0.0 -10.0 Population Change (%) -20.0 -30.0 Age Group
Source: Census of Canada. Statistics Canada, 2001, 2006, 2011
Review of Census data for the municipalities of Leeds Grenville confirms that all municipalities are aging. Table 4-3 summarizes the change in age-related population within each of the municipalities in Leeds Grenville. Most municipalities saw sharp declines in the population under the age of 15 and between the ages of 25-44. In contrast, there was significant increase in the population aged 55-64 throughout the municipalities.
6 Census of Canada. Statistics Canada, 2001, 2006, 2011
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Table 4-3: Age-Related Population Change, Leeds and Grenville, 2001-2011 0-4 5-14 15-19 20-24 25-44 45-54 55-64 65-74 75+ Brockville -10.1% -20.8% 7.4% 8.5% -20.3% 15.5% 56.1% 12.9% 20.1%
Prescott -13.2% 1.0% 0.0% -24.4% -15.0% 11.2% 50.6% -13.1% 20.2%
Gananoque -29.8% -18.9% 1.7% -1.9% -18.8% 26.4% 42.2% 7.6% 3.3%
Athens -48.8% -6.7% -2.3% 47.8% -25.3% 41.1% 21.4% 32.7% 47.1%
Augusta -16.2% -27.0% -3.6% 10.1% -27.8% 1.6% 38.2% 51.8% 14.7%
Elizabethtown- -22.9% -25.9% -6.4% 17.3% -28.5% 10.1% 39.8% 21.6% 15.6% Kitley
Edwardsburgh/ -8.2% -22.0% 14.8% 16.9% -18.2% 19.9% 30.5% 46.8% 12.5% Cardinal
Front of Yonge -30.3% -7.4% -13.2% 20.0% -26.1% 2.1% 59.7% 70.6% 9.5%
Leeds and the Thousand 1.2% -22.0% -6.7% -7.0% -21.1% 5.5% 48.9% 25.7% 38.4% Islands
Merrickville- -17.9% -14.3% 0.0% 52.9% -24.8% -5.4% 49.3% 45.7% 0.0% Wolford North Grenville -8.8% -11.2% 29.1% 23.4% -15.8% 35.1% 66.7% 37.2% 29.4% Rideau Lakes -2.6% -27.8% -0.8% 13.9% -22.8% 3.8% 53.6% 24.4% 41.7%
Westport 0.0% 10.0% -33.3% -62.5% -25.9% 11.8% 38.9% 17.6% -19.0% Source: Census of Canada. Statistics Canada, 2001, 2011
Key Findings
• Athens and Merrickville-Wolford saw their 20-24 age group increase in proportion more than all other age groups within their municipalities. • Augusta, Edwardsburgh/Cardinal, and Front of Yonge experienced the highest increase in the 65-74 age group. • The only municipality to have a reduction in the 65-74 age group was Prescott; however there was significant growth in their population aged 55-64. • The largest increase of 45-54 year olds was seen in Athens, followed by North Grenville. • North Grenville has seen the largest increase in population aged 45-64. • Front of Yonge has seen the largest increase in population aged 55-74. • The largest loss between the ages of 15 to 44 was seen by Westport who lost 34% of their population from this age group.
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• Athens and Rideau Lakes have had the largest growth in the 75-years-or-older group.
4.1.3 Seniors
It is interesting to note that rural municipalities have “Strengthening services experienced a larger growth in the senior population than the expressed is the increasing programming need to help more developed municipalities of Brockville, Gananoque, and elderly populations to age Prescott. Given that seniors prefer to live independently in their in place and also to plan own home for as long as possible rather than moving to a for long term costs and retirement facility or long-term care home, there needs to be issues. Aligned with this is more of a commitment and investment in providing support tax exemption for accessibility services to allow residents to age in place, decreasing the need improvements.” for long-term care facilities while increasing the need for Housing and affordable, supportive housing for seniors. Aging in place has Homelessness 10-Year significant implications for municipal housing, as it creates a Plan Development Customer Survey. demand for flexible living arrangements, home modifications, housing supports and the development of accessible design features.
Aging in place for those seniors without an adequate income is a very real concern. It is estimated that by the year 2017, the senior population in Leeds Grenville will form a larger share of the population than children under the age of 157. The rapid growth of the senior population is putting pressures on the housing market. Seniors have specific affordability, accessibility and support needs that cannot be adequately addressed with the current housing stock, or in the local housing market. The growth of the aging population will necessitate the conversion or building of more accessible and affordable housing units.
Figure 4-5: Median Age of Population, Leeds Grenville and Ontario
60 50 40 30 20 10 2001 Age in Years 0 2006 2011
Location
Census of Canada. Statistics Canada; 2001, 2006 and 2011
7 Ontario Population Projections Update, 2011 – 2036 Ontario and Its 49 Census Divisions, Spring 2013 Based on 2006 Census. Province of Ontario; 2013.
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As illustrated in Figure 4-5, municipalities in Leeds Grenville are experiencing an aging population; and as the possibility of the rate of disability increases with age, it is critical that social housing addresses the changing needs of the population.
Recommendations
More investment should be placed on home-care services, accessibility modification and affordable housing programs to allow residents to “age in place”.
4.1.4 Accessibility
The Accessibility for Ontarians with Disabilities Act, 2005 provides for the development and enforcement of accessibility standards in order to achieve accessibility for Ontarians with disabilities with respect to goods, services, facilities, accommodation, employment, buildings, structures and premises on or before January 1, 2025. The Act also provides for the involvement of persons with disabilities, the Government of Ontario and representatives of industries and various sectors of the economy in the development of the accessibility standards. The Act states that the Council of every municipality having a population of not less than 10,000 shall establish an Accessibility Advisory Committee and a majority of the members of the committee shall be persons with disabilities8.
The Counties has an Accessibility Advisory Committee (AAC), with over half of the committee members, persons with disabilities. The Committee meets regularly to review planning documents and current Counties’ projects to ensure an emphasis on removing barriers.
The rate of disability is reflective of the changing population demographics as the rate of disability increases with age. In 2006, seniors accounted for 13% of the total Ontario population, and almost 40% of the population with disabilities. Statistics Canada data also indicates that the rate of disability is increasing in the 45-64 age group. For Leeds Grenville, the population of persons over the age of 45 years is growing faster than that of Ontario suggesting that the rate of disability is also increasing at a faster rate than that of the province.
A review of the current tenant needs accessibility for the Counties’ public housing portfolio indicates that there are currently 91 tenants with some form of disability that impacts their ability to evacuate their residence in an emergency. The disabilities have been categorized as follows in Table 4-4.
8 Accessibility for Ontarians with Disabilities Act, 2005. Province of Ontario; Section; Chapter 11, Section 29(1).
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Table 4-4: Tenant Disability Categorization, Leeds Grenville, 2013
Disability Category Percentage
Mobility 50.5%
Wheelchair 17.6%
Hearing 13.2% Vision 7.7% Breathing/Oxygen 3.3% Cognitive 7.7%
Total 100% Source: Social Housing Registry Waitlist, United Counties of Leeds and Grenville
The Social Housing Registry indicates that 15% of all applicants waiting for social housing are requesting some type of accessibility feature. The majority of the requests are for a unit located on a ground floor or with access to an elevator, suggesting mobility impairment. One quarter of the applicants requesting accessibility features cite use of a wheelchair. Other impairments mentioned include hearing and breathing impairments. Out of all the applicants who are requesting accessibility features, 76% are over the age of 55.
Future housing must be designed such that it is accessible, or can be made accessible for anyone, regardless of ability level. Universal design is a key goal that the Counties should strive toward, but “visitability” with some accessibility and adaptable design features is a more achievable option.
Recommendations
With 13.6% of current public housing tenants and 15% of Social Housing Registry applicants having mobility impairments; at a minimum, future units must be constructed with “visitability” in mind. However, to truly assist these tenants to function in their day-to-day activities, additional features are also required such as hard flooring surfaces, bathroom grab-bars, etc.
4.2 Household Characteristics
4.2.1 Trends in Household Distribution
Table 4-5 shows that, after a period of steady increase in the early 1990s household growth has slowed in Leeds Grenville. Overall, household growth dropped 8.5% from 1991 to 1996 to 4.2% in 2006. The household growth rate in Leeds Grenville was well below the provincial average in the last ten (10) years.
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Table 4-5: Trends in Household Growth by Municipality, Leeds Grenville and Ontario, 1991-2011 Number of Households Location 1991 1996 2001 2006 2011 Brockville 9,095 9,420 9,640 10,005 10,225 Gananoque 2170 2,240 2,255 2,315 2,345 Prescott 1,915 1,955 1,895 1,890 1,945 Athens* 955 1,065 1,100 1,115 1,180 Augusta 2,415 2,625 2,760 2,780 2,855 Edwardsburgh/Cardinal 2,380 2,550 2,595 2,660 2,815 Elizabethtown-Kitley 3,125 3,400 3,475 3,605 3,620 Front of Yonge 815 910 990 1,065 1,030 Leeds and the Thousand Islands** 3,135 3,380 3,475 3,650 3,695 Merrickville-Wolford 880 980 1,060 1,115 1,120 North Grenville*** 3,675 4,520 4,905 5,240 5,695 Rideau Lakes**** 3,220 3,610 3,840 4,165 4,215 Westport 295 320 320 320 320 Leeds Grenville 34,090 36,985 38,310 39,920 41,075 Ontario 3,638,360 3,925,515 4,219,410 4,555,025 4,887,510 Source: Census of Canada. Statistics Canada, 1991, 1996, 2001, 2006 and 2011 * The statistics for the Township of Athens from 1986 to 1996 inclusive represent the cumulative population statistics of Rear of Yonge and Escott and Athens. **The statistics for the Township of Leeds and the Thousand Islands from 1986 to 1996 inclusive represent the cumulative population statistics of Front of Leeds and Lansdowne, Front of Escott and the Rear of Leeds and Lansdowne. ***The statistics for the Municipality of North Grenville from 1986 to 1996 inclusive represent the cumulative population statistics of Township of Kemptville, Township of South Gower and The Township of Oxford. **** The statistics for the Township of Rideau Lakes from 1986 to 1996 inclusive represent the cumulative population statistics of Newboro, The Village of Bastard And South Burgess, North Crosby, South Crosby and South Elmsley.
Key Findings • North Grenville has seen considerable household growth. In absolute terms, the population has increased by 47.9%. • Rideau Lakes is expected to have the second-largest growth in population.
4.2.2 Household size
In 2001, there were a total of 97,619 individuals living in 41,070 private households in Leeds Grenville. Historical data indicates the household size has been continually declining for the years 1986 to 2006 and then has stabilized between 2006 and 2011. Even though the number 9 has stabilized in the past few years, Leeds Grenville is still below the provincial average.
9 Census of Canada. Statistics Canada, 2006
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Figure 4-6: Household Growth by Municipality, Leeds Grenville and Ontario, 1991-2011 50.0%
40.0%
30.0%
20.0%
% Change 10.0% 2006-2011
0.0% 2001-2006 1996-2001 -10.0%
Ontario 1991-1996 Athens* Prescott Augusta Westport Brockville Gananoque Leeds and the… Front of Yonge Front Rideau Lakes**** North Grenville*** United Counties of… Elizabethtown-Kitley Merrickville - Wolford Edwardsburgh/Cardinal Location
Source: Census of Canada. Statistics Canada 1991, 1996, 2001, 2006, 2011
Key Findings
It is evident that Leeds Grenville has smaller household sizes with an aging population.
Recommendations
These findings demonstrate the need for a diverse variety of unit sizes with a focus on seniors and singles.
4.2.3 Household Type
The predominant form of household tenure in Leeds Grenville is home ownership. The number of owner households has been rising steadily from 1996 to 2006. Owner occupied dwellings increased by 14% during the past decade compared to the overall population increase of 7.9%. This increase can be interpreted that there are limited rental options and affordable home ownership may be a pull factor towards home ownership tenure.
Over the same period, the number of rental households declined. As of 2006, there were 8,395 renter households in Leeds Grenville, representing 21% of all households, which is below the provincial average.10
10 Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre. Socio- economic and Housing Trends Analysis Report, UCLG; 2013:15.
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4.3 Household Income
Household income is a determinant of the type of housing that is required. Income levels help demonstrate the amount that households can afford to spend on housing. The level of affordable housing fluctuates not just with the price of housing but with the level of income of its population.
The median household income in Leeds Grenville was $64,600.00, versus $69,156.00 for the province11. The median income levels in Leeds Grenville have increased since 2001 but still are comparatively lower than other areas of the province. This is a possible reflection of lower living costs and lower wages in the geographical area. Low levels of income directly impact the ability of households to afford shelter costs.
The household income of owners is almost twice that of tenants. In the 2006 Census, the average homeowner income was $74,347.00 and the average tenant income was $35,640.00. It will be critical to ensure that a supply of good affordable rental housing is available.
Figure 4-7: Median Income of Earners 15 Years and Older, 2001-2006
35000
30000
25000 20000 15000 10000
Median Income $ 5000 Year 2001 0 Year 2006
Athens Prescott Augusta Westport Brockville Gananoque
Rideau Lakes Leeds and the… Front of Yonge Front North Grenville
United Counties of… Elizabethtown-Kitley Merrickville-Wolford
Edwardsburgh/Cardinal
Source: (Statistics Canada, 2001, 2006)
11 Census of Canada. Statistics Canada 2001 and 2006.
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Key Findings
• Prescott has seen the greatest growth in median income but income levels are still below the Low Income Cut-Off (LICO) levels. • North Grenville and Augusta Township have the highest income, quite possibility due to the proximity to Ottawa and the fact that the median income there is 34% higher than that of Leeds Grenville.
4.3.1 Ontario Works Assistance
Year after year, the total Ontario Works (OW) caseload in Leeds Grenville has shown overall increases since 2008, resulting in an all-time high caseload of over 1,600 in July, 2011. In 2012, the caseload numbers fluctuated from approximately 1,600 cases in January to approximately 1,500 cases in December, 2012.
The Ontario Works caseload in Leeds Grenville follows the pattern of seasonal decline through the Spring and Summer months (April/May-October). This pattern was observed in 2012, in the Town of Prescott, the Town of Gananoque, and the City of Brockville. The decline in Brockville started later in the year (July), but dropped more significantly than other areas. The rest of Leeds Grenville (more rural parts) showed little change after a modest caseload decline in April, 2012.
Figure 4-8: Overall Ontario Works Caseload Totals – Current and Historical (from Form 5), 2008-2012 1700
1600
1500
1400 2008 1300 2009 1200 2010 2011
Number ofBenefit Units 1100 2012 1000 J F M A M J J A S O N D Month
Source: The United Counties of Leeds and Grenville The Ministry of Community and Social Services (MCSS) reported in March, 2013, that OW caseloads are likely to remain stable with minimal growth over the next two (2) years in Ontario.
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There is no information known to the Service Manager which would suggest that Leeds Grenville will significantly deviate from the rest of province in this regard.
Figure 4-9: Average Number of Months on Assistance, 2012
Time on Ontario Works assistance 28 has increased gradually over the last 30 23 22 20 few years. The highest is in Prescott
shtnMo 25 20 where employment opportunities 15 are more limited and levels of 10 education are lower. 5
0 Time on Ontario Works assistance is higher in more urban areas than rural which may be partially attributable to population density Geographic Area and rural participation in agriculture sector. Source: The United Counties of Leeds and Grenville The Leeds Grenville caseload by family structure, or benefit unit type, is different from that of the province. Most notably, the proportion of couples is more than twice that of the province; Leeds Grenville being comprised of 26.9% couples, and the overall provincial caseload with 10.4%. The bulk of this compositional difference arises from fewer singles; Leeds Grenville being comprised of 46.7%, and the province with 58.3%. Having more couples may be indicative of more families living in poverty and of a challenging economy. Q: Do you feel housing is That the average number of dependents is 1,828 and yet only affordable in Leeds Grenville? half of these are under the age of 17 years suggests a number A: “Not for a single parent on of dependent adults reside in OW households. This may be welfare. I am allowed $600 a related to a combination of factors including but not limited to month for rent (that must the lack of safe, affordable housing, lower educational levels, include all costs such as and low mobility patterns. There were approximately 43 single hydro, heat, etc...). There isn’t even a 1 bedroom place youth, and 105 Learning Earning and Parenting (LEAP) clients around for that, and hasn’t accessing Ontario Works benefits in 2012. Ontario Works been in 20 years...they need service planning and participation planning will necessarily to adjust pays to up to date encourage youth and dependent adults to achieve costs.” independence so as to break the cycle of generational poverty From a tenant that has experienced homelessness that may easily occur under such conditions.
A benefit unit that is in receipt of Ontario Works assistance may be eligible to receive up to $696.00 per month for a single person, $1,043.00 for a couple or $1,768.00 per month for a couple with two (2) dependants.
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4.3.2 Ontario Disability Support Program
Figure 4-10: ODSP Caseloads, 2012
3,120 The Ontario Disability Support Program (ODSP) provides income
3,100 support for disabled persons in 3,080 financial need. The caseload numbers 3,060 have remained fairly constant throughout 2012 with little 3,040 fluctuation.
Number Clients of Number 3,020 A benefit unit in receipt of ODSP 3,000 financial assistance may be eligible to Jul Jun Oct Apr Feb Sep Dec Jan Mar Aug Nov May receive up to $1,075.00 per month for Month a single person, $1,635.00 per month Source: Ministry of Community and Social Services for a couple, or $1,768.00 per month for a couple with two (2) dependants.
4.3.3 Low Income Cut-Offs
Statistics Canada employs a term called “low income cut-offs” (LICO) to identify the incidence of low-income families and singles (i.e. families and singles living below the poverty line) within a community. Statistics Canada defines low income cut-off as, “Income levels at which families or unattached individuals spend 20% more than average on food, shelter and clothing.”
Table 4-6: The LICO for Leeds Grenville Family Size LICO 1 person $19,026.00
2 People $23,658.00 3 People $29,118.00 4 people $35,354.00
5 people $40,097.00
6 people $45,223.00 7 people $50,350.00
Source: Statistics Canada
According to Statistics Canada, low income cut-offs are based on expenditures (food, clothing and shelter) as a percentage of family income. The Statistics Canada Family Expenditures Survey (FAMEX) estimated that an average family spends 50% of its income (prior to taxes) on these necessities. In order to calculate the low income cut-off level, Statistics Canada adds 20 extra points to this percentage, on the assumption families or individuals spending 70% of income on
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food, clothing and shelter would be “in strained circumstances”. This 70% threshold is then converted into a set of low income cut-offs varying with family and community size.
Unfortunately, despite an increased median income, many residents in our communities still live below the low-income level. These data are highly informative in relation to the need for affordable housing. Table 4-7 demonstrate the low income cut-offs in Leeds Grenville.
Table 4-7: Incidence LICO Leeds Grenville and Ontario, 2005* Total Total Low Low Low Persons in Income Total Income Total Income Municipality Private Persons in % Family Family % Singles % Singles Households Private Households Households
Households Ontario 11,926,140 1,324,490 11.1 3,335,250 286,095 8.6 1,432,705 387,005 27.0 Leeds Grenville 97,345 5,865 6.0 29,840 1,400 4.7 11,340 2,005 17.7 Brockville 21,665 1,925 8.9 6,380 415 6.5 3,975 845 21.1 Gananoque 5,125 350 6.8 1,510 70 4.6 870 115 13.2 Prescott 4,060 505 12.3 1,185 135 11.8 765 175 22.4 Athens 3,035 185 6.3 925 50 5.4 0 0 0.0 Augusta 7,460 230 3.1 2,310 65 2.8 550 70 12.8 Edwardsburgh/ 6,660 435 6.5 2,110 105 5.0 605 115 19.8 Cardinal Elizabethtown- 9,595 490 5.1 3,005 105 3.5 755 150 20.0 Kitley Front of Yonge 2,765 85 3.3 895 20 2.2 0 0 0.0 Leeds and the Thousand 9,360 395 4.3 2,980 110 3.5 775 110 14.1 Islands Merrickville- 2,710 100 3.5 815 10 1.9 350 65 20.3 Wolford North Grenville 13,980 635 4.5 4,240 135 3.2 1,215 220 18.1 Rideau Lakes 10,280 490 4.8 3,285 160 4.9 975 75 7.7 Westport 640 35 5.4 0 0 0.0 0 0 0.0 Source: Statistics Canada, 2006 * Statistics for singles are persons 15 years and older
Key Findings
• The incidence of low income is significantly greater among single-person households throughout Leeds and Grenville. • The highest incidence of low income in single-person households occurs in Prescott (22.4%), followed closely by Brockville (21.1%), Merrickville-Wolford (20.3%), and Elizabethtown-Kitley (20.0%). • Prescott also has the highest incidence of low income among family households (11.8%).
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Recommendations
Due to the aging population and high proportion of households that live below the LICO, regeneration should concentrate on one (1) bedroom units that can be made accessible.
4.4 Labour and Employment Trends
Leeds Grenville is home to small, national and international companies and firms, including many in logistics and transportation, forestry, warehousing, pharmaceuticals and food processing, manufacturing and construction, accommodation and food services, management, agriculture, and health and trade.
A growing labour force and an increase in the rate of employment does not necessarily equate to full-time employment. In 2001, 56% of the employed population worked full-time however; as of 2006, this number decreased to 50.5%. Figure 4-11 illustrates the labour force activity changes throughout Leeds Grenville between 2001 and 2006.
Figure 4-11: Labour Force Activity by Municipality, Leeds Grenville, 2001-2006
8
6
4
2
0
Change (%)Change -2
-4
-6
-8 Location
Source: Statistics Canada, 2001 and 2006 Census * The statistics for the Township of Athens from 1991 to 1996 inclusive represent the cumulative population statistics of REAR OF YONGE AND ESCOTT AND ATHENS. **The statistics for the Township of Leeds and the Thousand Islands from 1991 to 1996 inclusive represent the cumulative population statistics of FRONT OF LEEDS AND LANDSDOWNE, FRONT OF ESCOTT and the REAR OF LEEDS AND LANSDOWNE. ***The statistics for the Municipality of North Grenville from 1991 to 1996 inclusive represent the cumulative population statistics of TOWNSHIP OF KEMPTVILLE, TOWNSHIP OF SOUTH GOWER and the TOWNSHIP OF OXFORD. **** The statistics for the Township of Rideau Lakes from 1991 to 1996 inclusive represent the cumulative population statistics of NEWBORO, THE VILLAGE OF BASTARD AND SOUTH BURGESS, NORTH CROSBY, SOUTH CROSBY AND SOUTH ELMSLEY. Note: 2011 Census Data not available until August 2013
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Key Findings
• The rate of unemployment has fallen for Brockville and Prescott. • Westport has seen a sharp rise in the unemployment rate. • Prescott and Front of Yonge had the largest increase in labour force activity. • Augusta and Edwardsburg/Cardinal saw a decline in labour force activity between 2001 and 2006.
4.4.1 Manufacturing
The Thousand Islands Region of Leeds Grenville is experiencing stable to modest economic growth. The manufacturing sector showed positive growth and renewed investment.
Leeds and Grenville is comprised of small and medium-sized manufacturing operations which manufacture a wide variety of products, ranging from laundry and health care products, fans, blowers, pharmaceuticals, gaseous and specialized filter components, wire and cable production and refining petroleum. Companies include Proctor and Gamble Inc., 3M Canada Company, Prysiman Power Cables and Systems, Donaldson Canada Inc., du Pont Canada Company, Invista, Northern Cables and Canarm Ltd. The Brockville Manufacturing Employment Survey identified employment growth of 96 new permanent positions in 2012. Labour changes reflected in the survey indicated that 48% of Brockville firms reported stable operations, 21% reported employment growth and 31% noted employment contraction.12
The Thousand Islands Region Workforce Development Board reports that in 2012, there were a total of 3,462 employed in the manufacturing sector, down from a high of 5,200 in 2002, following the downsizing of the telecommunications sector.
The local economy has been significantly impacted by plant closures and the loss of manufacturing jobs. Further staffing reductions and plant closures that are expected to occur over the next few years have been announced by local employers. Table 4-8 below lists some recent closures or workforce reductions in Southeastern Ontario that have had an impact on the local economy in Leeds Grenville.
Table 4-8: Reductions or Closures of Local Employers Closure / Plant Closures Employees Date Reduction Nestle – Chesterville 300 Closure 2006 Hershey – Smiths Falls 400 Closure December 2008 Shorewood Packaging – Brockville 270 Closure September 2008 Grenville Castings – Merrickville approx. 50 Closure 2008 Rideau Regional Centre – Smiths Falls 800 Closure March 2009
12 1000 Islands Region Workforce Development Board. Local Labour Market Planning Report; 2013:11.
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Closure / Plant Closures Employees Date Reduction Invista – Maitland 240 Reduction April 2009 Selkirk – Brockville 63 Closure March 2010
Reduction July 2010 Dyno Nobel – Maitland 90 Reduction July 2012
Reduction from 155 Feb 2013 Abbott Labs – Brockville 60 Closure Delayed to late 2013 EI DuPont – Maitland 60 Reduction 1st half of 2014 West Point Products Canada Inc. – 40 Closure January 2012 Gananoque Purolator – Brockville 34 Closure February 23, 2013 The Data Group 13 Closure May 31, 2013 Total 2,420 Source: Leeds Grenville Economic Development Department
Leeds Grenville experienced an increase of 697 employers from June 2010 to June 2011. Within this increase, 55% of employers did not have employees. The remaining increases reported since 2008, were all within the small-to-medium sized businesses, indicating a strong economic recovery for this area. The number of larger employers with 100 employees remained stable compared to the previous year, which reflects good retention practices of businesses and municipalities.
Leeds Grenville experienced a decrease of 82 employers from December 2010 to June 2011; 73% of this decrease was with businesses that had no employees. The remaining decreases were all within small-to-medium sized businesses reporting under 100 employees with a significant loss in the number of employers with less than five (5) employees13.
4.4.2 Labour Trends
The number of employers within Leeds Grenville has decreased by 2.2% since December 2010, although this downward trend was lessened from June, 2011 to June, 2012, with a decrease of 0.9%. These statistics do not include self-employed individual’s businesses. The most significant increase in numbers of employers are in businesses employing 100 to 199 employees at 17.4% increase followed closely by employers employing 10 to 19 persons at 16.5%. Employers employing more than 500 employees had the most significant impact on this negative trend accounting for -16.7% although the actual decrease in number of employers in this category was only one (1) of six (6).
13 1000 Islands Region Work Force Development Board, Local Labour Market Planning Report; 2012:15-16.
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The actual number of employees, in businesses employing less than 100 employees increased by 2.0% so while the number of employers in this category had a -1.0% decrease, the number of persons employed in this group increased. Significant increases in the numbers of employees in retail trade, other services, construction, manufacturing and wholesale trade decreases in employee numbers were evident in the areas of information and cultural industries, arts, entertainment and recreation, accommodation and food services, health care and social services and professional, scientific and technology.
Population growth in Leeds Grenville has remained almost static with an increase of only 0.1% between 2006 and 2011. This could be indicative of a limited labour supply and may also indicate a need to increase migration to the area. Factors contributing to the minimal growth in population are reflective of a decrease in the natural population growth (i.e. number of deaths exceeded the number of births). The small growth realized was primarily due to migration from within Ontario and to a lesser extent from other provinces in Canada.
Challenges in the labour market for Leeds Grenville include maintaining and increasing the number of employers and employment in small to medium sized businesses, ensuring an adequate supply of skilled labour is available to meet the demands of employers and retaining and attracting youth to the area14.
4.4.3 Tourism
Tourism is one of the main economic drivers in Leeds Grenville. Major cities are nearby, being a three-hour drive from Toronto, less than an hour from Ottawa and two hours from Montreal. Leeds Grenville offers one of the most attractive tourism and history-rich regions in Ontario.
The tourism industry in Leeds Grenville was impacted negatively by the recession. United States border crossings at the 1000 Islands and Prescott Bridges were down 1% from January – September 2011, compared to the same period in 2010. Overnight stays of two (2) nights or more have decreased by 11,638 or 4%, but one (1) night visits increased by 2,418 or 9%.15
4.4.4 Unemployment Rates
Historically, the unemployment rate in Leeds Grenville was 8.4% in 1996, and dropped significantly to a low of 5.7% in 2006, but increased to 8.8% in 2012. An increased unemployment rate could weaken housing sales as a result of lower household income, which could result in changes in housing prices.
Rural communities may be more impacted by the recent economic downturn than other areas in Leeds Grenville due to the generally limited economic diversity of rural areas. The consequences
14 1000 Islands Region Work Force Development Board. Local Labour Market Planning Report; 2012:36. 15 1000 Islands Region Work Force Development Board. Local Labour Market Planning Report; 2012:8.
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of unemployment are lower household incomes, thus limiting the range of housing which is affordable.
5 Housing Supply Profile
It is critical to understand the supply and type of housing that is available in order to determine what options are available for residents. The main role of rental housing in any community is its affordability relative to most forms of homeownership. It is critical that all communities provide a range of rental housing that meets the needs of the local population. It is also important that the supply consist of permanent, purpose-built rental housing in order to ensure the stability and security of tenants.
Figure 5-1: Period of Dwelling Construction by Housing Tenure, Leeds Grenville, 2006 9,000
8,000 7,000 6,000 5,000 4,000 3,000 2,000 # of Dwellings 1,000 0 1920 1921 - 1946 - 1961- 1971- 1981- 1986- 1991- 1996- 2001- or 1945 1960 1970 1980 1985 1990 1995 2000 2006 before Total Owned 3,765 1,335 2,940 2,785 4,280 1,680 2,305 2,435 1,645 1,720 Total Rented 3,350 830 1,530 1,355 1,990 790 1,040 785 290 75 Total 8,405 2,515 4,860 4,465 6,695 2,555 3,425 3,260 1,940 1,805 Period of Dwelling Construction
Total Owned Total Rented Total
Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre (2013) Data Profile - Table 10
For the age of the housing stock by tenure; most (75%, 9,055) of the rental stock in Leeds Grenville was built prior to the 1980s. While it is an aging stock, there are two (2) noticeable trends; 27.8% of the rental stock was built in 1920 and earlier, with a decline in rental housing production between 1921-1945, and subsequently, there was a steep production increase in a 34-year time span (between 1940s and 1980s). In fact, 40% of the rental housing stock production was between the 1940s through to the 1980s. Since the 1980s, the construction of new rental housing has declined rapidly.
The economic reality is that rental housing is not financially viable without some form of government assistance, such as capital loans/grants, financing assistance, ongoing operating
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subsidies, or waiving of fees/charges. Without this type of government assistance, neither the private sector, nor the not-for-profit sector, will build rental housing; the revenue generated by the rents will not cover the costs to develop, finance, construct and operate the buildings.
In contrast, approximately 40% of the ownership housing stock in Leeds Grenville was constructed primarily between 1946 and the 1980s. The data shows that about 15.1% (3,765) was built in the 1920s and earlier. Thirteen percent (13%) of the ownership stock is 18 years and younger. This suggests that new ownership housing production has taken place to a limited extent, while, much of the supply of the housing stock has aged.
Key Findings
An aging housing stock poses problems for home owners and renters with a lack of means to maintain them. With an increase in dwelling age often comes an increase in repairs and potential energy efficiency challenges. This can be exacerbated by an already aging population who will face difficulties maintaining their older dwellings, which could lead to the deterioration and neglect of their units.
5.0.1 Condition of Dwellings
In 2006, about 37% of the private market housing stock in Leeds Grenville required attentive maintenance and repairs with 7% (2,980) requiring major work, and 30% (12,040) of households reporting that their dwelling requires minor repairs. Based on the data, it suggests that the majority (62%, or 24,900 units) of Leeds Grenville housing stock is in good condition, requiring only regular maintenance. Despite this, the age of the housing stock highlights that the need for housing repair will increase over the next few years.
Of the dwellings (2,980) requiring major repairs, close to half (43.3%, 1,290) of these units were constructed in the 1920s and prior. The majority of the dwellings that are in need of major repair were built prior to the 1970s. It is not surprising that an aging stock would require significant repairs and maintenance.
Based on the data in Figure 5-2, it seems that both the rental and ownership stock are in good condition, with 60.4% (5,070) of rental housing and 62.9% (19,830) of ownership housing needing only regular maintenance. Similarly, about 30% of both the rental and ownership stock requires only minor repairs. Of Leeds Grenville’s rental units, 11.5% and 6.4% of ownership dwellings reported requiring major repairs.
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Figure 5-2: Condition of Housing Stock, Leeds Grenville, 2006
70.0 60.4 62.9
60.0 50.0 40.0 30.7 28.1 30.0
20.0 11.5
Percent Percent of Dwelling 6.4 10.0 0.0 Regular maintenance Minor Repairs Major Repairs Level of Repair Needed
Rented Owned
Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre (2013) Data Profile – Figure 11
5.0.2 Mix of Dwelling Types
As demonstrated in Figure 5-3, in 2006, the majority of Leeds Grenville’s housing stock was a single detached dwelling which comprises 76% of all occupied dwellings (39,920) in the area. Apartments represent 14.5% of all housing; 11% in low-rise buildings, 1% in duplexes and 1.7% in high-rise buildings. Each of the following account for approximately less than 5% of the stock: semi-detached homes (4.5%), row houses (3.2%) and moveable dwellings (0.9%).
Figure 5-3: Housing Type in Leeds Grenville, 2006
270 Single-detached house 475 1300 4600 Apartment, 5 or more storeys
1725 Movable dwelling 370 715 Semi-detached house
Row house
Apartment, duplex 30475 Apartment, less than 5 storeys
Other single-attached house Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre (2013) Data Profile – Table 5
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Noteworthy, is that since 2001, a total of 1,620 additional dwellings have been added to the housing market. Of these additional dwellings, 48.1% (780) are single-detached homes, 12.9% (210) movable dwellings, 10% (165) row houses, 8% (130) semi-detached homes, and approximately 15% (250) apartment dwellings. Of the apartment dwellings added to the stock, 10.4% have been buildings less than five (5) storeys, and 5% are apartment duplexes. Interestingly, the data reveals that there has been a decline in apartment structures five (5) storeys and more, which dropped from 730 dwellings in 2011 to 715 in 2006.
The trend in the increase of single-detached dwelling production is consistent with historical patterns in Leeds Grenville. However, the modest growth in other structural types of dwellings suggests purposeful diversification based on need.
The majority of rental units are in apartment buildings, especially in low-rise buildings (less than five (5) storeys) which account for 48.1% of all renters. Renters are also notable in single- detached homes (25.4%; 2,130), semi-detached housing (9.1%; 760), row houses (7.1%; 600) and duplexes (3.0%; 255). Rental demand will continue to grow. Experience has shown that social housing alone cannot meet all needs; a viable private sector is needed.
Key Findings
As Leeds Grenville’s rental stock ages, combined with little new supply of rental housing on the horizon, attention must be paid to preserving and maintaining both existing rental and ownership units to ensure they remain in livable condition. Repair and maintenance costs place a particular burden on low-income households and seniors households on fixed incomes.
5.1 Social Housing
Social Housing refers to rental housing developed with the assistance of government subsidies for people with low-to-moderate incomes, including families, seniors, or people with special needs, who can live, with supports, in the community.
There is a supply of subsidized housing that is -Who helped you the most when you were homeless? available to a range of household types. Social housing is generally considered to be “What helped was I thankfully had a vehicle, and it public housing or non-profit housing, and was summer....I was able to live in a tent with my 3 includes rent supplement. This type of sons and pretend we were camping…” (Respondent, Group A) housing serves low-to-moderate income households and is among one of the only “Friends / family helped me the most. Long wait housing options for low-income households time for housing didn't help.” (Respondent, Group in Leeds Grenville. A) Housing and Homelessness 10-Year Plan Development Customer Survey, 2012, UCLG According to the Service Manager Annual Information Returns (SMAIR), Leeds Grenville
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has a total stock of 1,192 social housing units which is about 14% of entire rental housing supply in the service area. Table 5-1 illustrates social housing units by program type and the number of units. The subsidized housing supply administered by Leeds Grenville does not include federal projects that also provide subsidized housing or other providers such as supportive housing providers. The largest supply of subsided housing is owned and operated by Leeds Grenville.
Table 5-1: Social Housing Service Levels, Leeds Grenville, 2013
Social Housing Units by Type Public Housing 667 Rent Supplement 74 Provincial Non-Profit Provider 124 Municipal Non-Profit Provider 83 Provincial Reformed 260 Others 0 Total 1,208 Source: United Counties of Leeds and Grenville
The majority of these units (1,074) are mandated for rent-geared-to-income, with the remaining 134 units being targeted as market rent units. In most cases, market rent is below the average market rent for Leeds Grenville. Approximately 56% of the subsidized housing stock is public housing developed primarily in the 1960s and 1970s by the Ontario Housing Corporation. Commercial rent supplement represents roughly 6%, provincial reformed projects account for about 21%, Section 95 units represent 10%, and municipal providers provide almost 7% of the subsidized stock in Leeds Grenville.
The majority of applicants on the centralized waiting list are seeking one-bedroom units in Brockville, Prescott and Gananoque. In 2012, 141 applicants (48% of all applicants) were over the age of 55 at the time of application and 79 applicants (27% of all applicants) were over the age of 65.
Table 5-2: Housing Wait Lists as of March 6, 2013 - Applicants Waiting for Public Housing and Rent Supplement Units (RGI), Leeds Grenville Municipality Bachelor 1 bedroom 2 bedroom 3 bedroom 4 bedroom Brockville 22 213 53 35 16 Gananoque n/a 40 0 0 0 Lansdowne n/a 3 0 0 0 Mallorytown n/a 9 0 0 0 Westport n/a 12 0 0 0 Prescott 4 39 18 7 4 Cardinal n/a 11 0 0 0 Kemptville n/a 31 5 1 1 Merrickville n/a 21 0 0 0
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Municipality Bachelor 1 bedroom 2 bedroom 3 bedroom 4 bedroom Spencerville n/a 8 0 0 0 Total 26 387 76 43 21 Source: United Counties of Leeds and Grenville * Number of applicants waiting for Bachelor units are also included in the numbers of applicants waiting for a one-bedroom unit. Bachelor is the minimum unit size but applicants are eligible for a one-bedroom unit also.
Table 5-3: Cooperative/Non-Profit Units RGI and Market, Leeds Grenville
1 Bdrm 2 Bdrm 1 Bdrm 2 Bdrm 3 Bdrm 4 Bdrm Provider Market Market RGI RGI RGI RGI Rent Rent Athens - Athens and District Non- 3 4 - 2 - - Profit Housing Corporation * Brockville - Brockville Municipal Non- - - 29 - 24 - Profit Housing Corporation Brockville - Legion Village 96 Seniors 64 23 3 4 - - Residence * Brockville – Marguerita/Maryanna 58 18 - 62 - - Residence Corporation * Brockville - Shepherd’s Green 33 - 31 - 24 - Co-operative Homes Inc. * Delta - Township of Bastard and South Burgess Non-Profit Housing - - - - 1 - Corporation Elgin – South Crosby Non-Profit 16 - 2 - 3 1 Housing Corporation Elgin – South Crosby Non-Profit - 8 - - - - Housing Corporation * Gananoque Housing Inc. * 24 25 - 40 - - Gananoque Family Housing Inc. * - - 5 4 5 4 Portland - Township of Bastard and South Burgess Non-Profit Housing 5 - 1 - 3 1 Corporation*
Total 203 78 71 112 60 6 Source: United Counties of Leeds and Grenville *Designates market rent applicants
Historically, in the 1960s and 1970’s when most of the former public housing was built/acquired, units were built primarily for seniors, with a small percentage of units for families. This was reflective of the belief that seniors were the neediest segment of society; this however is not reflected in the more recent data for Leeds Grenville. The data shows that from 2003 to 2012, the largest group of applicants is households with no dependents and the number of non-senior single applicants is consistently higher than senior applicants. In 2012, non-dependent households represented 64% of applicants to the centralized waiting list. More than one-third
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or about 40% of the 2012 applicants were non-senior singles. This demonstrates that consistently since 2003, the demand for low-income housing has steadily increased for non- senior singles and the demand for family units is declining.
Recommendations
With no new recent social housing production and household types on the waiting list, this would suggest that the Leeds Grenville needs to expand the supply of both market and subsidized rental housing to ensure a range of unit types to accommodate the non-senior and family households residing in this geographic region.
Figure 5-4: Social Housing Applicant Profile
600
500
400 All Households
300 Seniors - 60 and over Non-Senior Singles < 60 200 Families 100
0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre. Data Profile – 2013; Figure 14:22.
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 All Households 558 533 494 417 458 462 470 497 443 455 Seniors - 60 and over 109 109 78 92 92 103 92 95 104 106 Non-Senior Singles < 60 208 182 178 156 152 171 180 185 178 156 Families 241 242 238 169 214 188 198 217 161 193
Figure 5-4 illustrates the number of applicants that applied for subsidized housing in Leeds Grenville from 2003 to 2012 and the age of the applicant at the time of application. It also reflects the number of senior applicants aged 60 and over, non-senior singles and applicants with dependants. As of December 31, 2012, there were 461 eligible applicants on the centralized waiting list. Of these 171 were seniors, 166 were non-senior singles and 124 were households with dependants.
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Figure 5-5: Age of Applicant at Date of Application, Non-Dependent Households Only
200 180
160 140 120 65 and over 100 60 - 64 80 55 - 59 60 Total applicants over 55
Number of Applicants 40 Under 55 20 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Year Source: Social Housing Registry 2003-2012, United Counties of Leeds and Grenville
Figure 5-6: Applications Received by Maximum Bedroom Size, Leeds Grenville, 2003 – 2012
350
300
250
200 1 bedroom
150 2 bedroom 3 bedroom 100 4 or more bedrooms Number of Applicants 50
0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Year Source: Social Housing Registry 2003-2012, United Counties of Leeds and Grenville
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Key Findings
• Fifty-nine percent (59%) of applications received are for non-dependent households. • Forty-seven percent (47%) of non-dependent household applicants were 55 years of age or over at the time of application; 52% of all applicants over the age of 55 were 65 years of age and over, 24% were 60 to 64, and 24% were 55 to 59 years of age. • Non-dependent household applicants aged 64 and over represent a small percentage of all applicants selecting buildings in other communities. • Demand among dependant households is highest for two-bedroom units with an average of 48% of households eligible for a two-bedroom unit. • Thirty-seven percent (37%) of households with dependents require a three-bedroom unit. • Fifteen percent (15%) of households with dependents require a four-bedroom unit.
Figure 5-7: Applications Received by Household Type 350 315 295 288 292 296 291 300 276
256 253 249 250 238 238 238 210 205 200 186 182 164 164 147 150 No dependents With dependents 100 Number of Applicants
50
0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Year
Source: Social Housing Registry 2003-2012, United Counties of Leeds and Grenville
5.2 Public Housing Supply Profile
The public housing portfolio consists of 667 rent-geared-to-income units in 488 apartment units, and 179 single family, semi-detached and townhouses.
The majority of the portfolio (72.5%) is concentrated within the three (3) municipal jurisdictions of Brockville, Gananoque and Prescott. The remainder of units are dispersed throughout the entire geography of Leeds Grenville. Most buildings are strategically located within their
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community in close proximity to services (e.g. grocery stores, doctor’s offices, etc.). Several multi-residential buildings occupy prime real estate locations in their respective municipalities.
Following is a breakdown of the subsidized rental housing administered by Leeds Grenville by municipality and unit size.
Table 5-4: Public Housing Stock by Unit Size, Leeds Grenville Municipality Bachelor 1 bedroom 2 bedroom 3 bedroom 4 bedroom Brockville 22 148 18 70 18 Gananoque - 50 1 - - Lansdowne - 16 0 - - Mallorytown - 17 0 - - Westport - 21 - - - Prescott 4 77 18 50 8 Cardinal - 39 - - - Kemptville - 35 - - - Merrickville - 40 - - - Spencerville - 15 - - - Total 26 458 37 120 26 Source: United Counties of Leeds and Grenville
5.2.1 Age and Condition of Housing Stock
The age of the public housing buildings range from 30-70 plus years. Eighty-one percent (81%) of the buildings are over 38 years old. A large portion of single-family units were built post World War II through the federal government to support returning veterans. Most of the family housing and high rise buildings were built in the 1970s to meet the demand for low-income seniors.
An important aspect of meeting housing needs is the ability of the existing public housing stock to continue to provide acceptable living standards to residents. An analysis of the age and the conditions of public housing is an important measure in the identification of the quality of housing in Leeds Grenville.
Condition of Stock
The Counties has continued to make sure that all of the buildings are maintained in good condition for the safety and well-being of the tenants but this has not been without significant costs. The public housing stock of the Counties is older than the provincial and Canadian average; the age of the stock is a concern as this equates to increased capital, maintenance and energy costs. Data shows that more than a quarter (27.4%) of the housing units were built prior to 1946, while 14.9% of Ontario and 12.8% for Canada and about half the stock (50.7%) is over
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30 years old. Approximately 30.2% of the Counties’ public housing stock is in need of minor repair which is higher than the Ontario figure of 25.5%.
Areas of concern for capital repairs in Leeds Grenville are the communities of Gananoque and Prescott, where 36% of the housing stock is over 50 years old, and more than 63% is over 30 years old. In the City of Brockville, 60.9% of the housing stock is over 30 years of age.
Challenges
The design of high density family housing built in the 1960s and 1970s created “separate inward-looking” complexes generally void of esthetically pleasing features which cut tenants off from the rest of the neighbourhood. This has led to stigmatized neighbourhoods and negative community perceptions of some family public housing neighbourhoods.
The Counties pays energy costs in the multi-residential units which are electrically heated and generally not energy efficient; as a result, tenants lack incentives to use energy conservation practices in these buildings. Tenants living in buildings where they are responsible for paying their own utilities are further disadvantaged and economically stressed due to the expensive nature of utilities.
Building materials do not meet current standards for efficiency or green ratings, and are not eco-friendly. The physical construction and configuration of most units prohibit conversion to accessible units for the physically disabled without exceedingly high costs.
Operating and capital expenditures have continued to increase each year since downloading, with major building elements requiring replacement and/or repair, such as elevators, foundations, and roofs. Many single-family units will require significant capital investments over the next ten (10) years.
Other challenges include that family units are concentrated in two (2) municipalities only; and no public housing family units are currently located in rural or high-growth communities.
5.2.2 Asset Management
The Counties has an Asset Management Plan in place to protect and enhance its assets. It identifies the timing of repairs and replacement of building components in both the short and long term. The plan is a working document that is updated regularly based on annual inspections and building condition analysis reports. The plan assists in the development of operating, maintenance, and capital financial plans that ensure our buildings are managed in an efficient, effective, and sustainable manner.
Initiatives from the federal and provincial governments such as the Social Housing Repair Fund and the Social Housing Renovation and Repair Program (SHRRP), have helped alleviate the
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strain on the Counties public housing capital reserve, and the non-profit and co-operative housing provider’s capital reserve funds.
The Counties has seen the costs of maintenance level out with the assistance of additional funding such as SHRRP. The concern moving forward will be the long-term implications.
Table 5-5: Public Housing Maintenance Costs, Leeds Grenville 2009 2010 2011 2012 Building General Operating $442,338.00 $631,106.00 $481,205.00 $398,161.00 Elevator $22,360.00 $34,606.00 $46,450.00 $42,272.00 Electrical Repairs $49,779.00 $69,640.00 $60,077.00 $55,069.00 Grounds $144,337.00 $99,653.00 $163,947.00 $152,213.00 Heating Ventilation Maintenance $27,229.00 $50,889.00 $24,367.00 $27,209.00 Plumbing $125,577.00 $186,069.00 $172,913.00 $164,234.00 Painting $90,051.00 $108,083.00 $79,036.00 $77,867.00 Waste $60,446.00 $54,382.00 $59,372.00 $58,814.00 Building Safety and Security $74,100.00 $88,979.00 $107,893.00 $114,363.00 Total Maintenance $1,036,217.00 $1,323,407.00 $1,195,260.00 $1,090,201.00 Capital $672,115.00 $1,605,726.00 $602,533.00 $462,523.00 Capital Reserve as of December 31, 2012 $2,430,638.00 Source: United Counties of Leeds and Grenville
The Counties has been able to establish a capital reserve for their public housing properties, however; the annual contributions to the reserve are not expected to cover the expected future capital needs. With the introduction and application of Public Service Accounting Board (PSAB) principles as a requirement for municipal budgeting, Leeds Grenville is beginning to use amortization to determine dollar amounts required to maintain the housing assets. Using amortization helps to ensure funds are available to maintain capital assets. Unfortunately, in 2013, due to budget constraints, the amount contributed to amortization fell short.
Recommendations
• Continued financial support from the federal and provincial levels of government would go a long way in helping to ensure survival of the social housing assets. • The Counties should consider increasing future contributions to capital reserve to reflect amortization.
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5.2.3 Environmental Initiatives
Solar Panels
In September 2009, the Counties retrofitted some of the public housing apartment buildings with a solar domestic hot water system. The purpose of the project was to reduce operating costs, take advantage of available funding, and implement sustainable technology. “Renewable Energy" funding was available for projects that divert consumption from fossil fuels to renewable energy. Funds were received from the federal and provincial level which covered 46% of the cost of the project.
The decision was to move forward with solar hot water versus solar electric (photovoltaic) as our research found the hot water systems harvests more energy at a lower cost. At the time, the "FIT" (Feed-Into-Tariff) program was not feasible at our buildings due to program restrictions, such as the 25-year lease terms and the lack of available funding.
The final project consisted of the implementation of a total of 128 collectors at seven (7) out of our fifteen apartment building locations. The total project cost was $473,935.00 with a cost to the Counties of $257,517.00 and government incentives covering $216,418.00.
Flooring
An environmentally friendly linoleum flooring called marmoleum replaced carpets and tiling in the common areas and hallways of five (5) public housing buildings. This product is hygienic, manufactured from natural raw materials and is very durable.
Energy Audit
In 2009, the Counties had an energy audit completed at its 15 apartment buildings. The result of the study included various recommendations such as:
• Lighting retrofits (i.e. replacing incandescent bulbs with fluorescent.) • Plumbing upgrades (i.e. low-flow showerheads, low-flush toilets.) • Thermostat upgrades to programmable models. • Refrigerator replacements for all pre-1990 models. • Weather stripping upgrades. • Window replacement. • Replace air make-up with heat recover ventilation. • Solar pre-heat installation. • Crawlspace insulation. • Upgrade vestibule glazing. • Remove block heaters.
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The Counties has implemented some of the recommendations above such as the solar domestic hot water system and has insulated all crawlspaces. The remaining recommendations are being implemented in a phased-in approach through the operating budget and the Asset Management Plan.
The Counties is working in partnership with Greensaver Home Assistance Program providing a variety of energy efficient measures that will assist in lowering energy costs for both the Counties and the tenants. This program is available for the public housing portfolio as well as to the non-profit and co-operative providers.
5.3 Non-Profit Housing Supply Profile
Much like the Counties, the non-profit providers have reserve funds that are not expected to be sufficient to cover their future capital needs. Initiatives from the federal and provincial governments such as the Social Housing Repair Fund and the Social Housing Renovation and Repair Program (SHRRP), have helped alleviate the strain on the Leeds Grenville Social Housing capital reserve and the provider’s capital reserve funds. Continued financial support from the federal and provincial levels of government would go a long way in helping to ensure continuation of the social housing assets.
Eight (8) non-profit housing corporations and one (1) co-operative housing provider offer an additional 333 rent-geared-to-income units and 134 market rent units in communities throughout Leeds and Grenville. Some of these providers have a mandate for seniors only. Athens and District Housing Corporation, Legion Village in Brockville, Bastard and South Burgess Housing Corporation in Portland, and South Crosby Non-Profit Housing in Elgin are designated for seniors aged 65 and older; Marguerita Residence Corporation in Brockville and Gananoque Housing Inc. are mandated for individuals aged 60 years and over. Brockville Municipal Non- Profit Housing, Gananoque Family Housing, and Shepherd’s Green Co-operative Housing all provide housing for families.
Table 5-6: Non-Profit and Co-operative Housing, Leeds Grenville Provider 1 bedroom 2 bedroom 3 bedroom 4 bedroom Athens and District Non-Profit 15 5 - - Housing Corporation* Brockville Municipal Non-Profit - 30 19 - Housing Corporation Brockville - Legion Village 96 70 20 - - Seniors Residence* Brockville - Marguerita/Maryanna 95 29 - - Residence Corporation* Brockville - Shepherd’s Green 1 16 13 - Co-operative Homes Inc.*
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Provider 1 bedroom 2 bedroom 3 bedroom 4 bedroom Delta – Township of Bastard and South Burgess Non-Profit Housing - - 2 - Corporation Elgin – South Crosby Non-Profit 8 8 4 - Housing Corporation Elgin – South Crosby Non-Profit 23 - - - Housing Corporation* Gananoque Housing Inc.* 42 10 - - Gananoque Family Housing Inc.* - 15 14 1 Portland - Township of Bastard and South Burgess Non-Profit Housing 18 7 2 - Corporation* Total Non-Profit/Cooperative 274 138 54 1 Units Source: United Counties of Leeds and Grenville *These providers have Market and RGI units; total of 134 Market rent units included in above
It is expected that the first of the operating agreements with non-profit housing providers will end in 2015. By 2027, all the operating agreements are scheduled to expire. The operating agreements are tied to the non-profit providers’ mortgages and are not scheduled to expire until the non-profit mortgages are retired. The operating agreements require the Counties to issue annual operating subsidies to the providers which are calculated to be less than their annual mortgage payments. The end of the operating subsidies and retirement of their mortgages will result in their revenues decreasing less than their expenses. If the non-profit providers remain viable throughout the term of their operating agreements it is expected that they will be in a position to continue to supply rent-geared-to-income (RGI) housing for those in need.
Recommendations
• It is the goal of the Counties to work with the non-profit providers to ensure they remain viable while the operating agreements are in place. • It will be mutually beneficial for the Counties to replace the expired operating agreements with rent supplement agreements. This will guarantee revenue for the non- profit providers and help to ensure that the Counties meet the mandated RGI targets. Rent supplement subsidies would replace the RGI subsidies paid to the non-profit providers. • The Service Manager will work closely with the non-profit providers to ensure that they remain financially viable to the end of the operating agreements and beyond.
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5.4 Affordable Housing
Sixteen affordable housing units were recently developed under the Affordable Housing Program. The “affordable” rent for these units is 80% of the average market rent. It is not rent-geared-to-income however applicants must be eligible for rent-geared-to-income assistance to qualify for the affordable housing units. Twelve, one-bedroom units in Elgin are partially modified and are targeted for individuals ages 60 and over, while Prescott’s two (2), two-bedroom, semi-detached homes are partially modified and targeted for households aged 55 and over and the two (2), two-bedroom apartments in Oxford Station are targeted for families.
Table 5-7: Affordable Housing, Leeds Grenville Municipality 1 bedroom 2 bedroom Prescott - 2 Oxford Station - 2 Elgin 12 Total 12 4
Source: United Counties of Leeds and Grenville
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Figure 5-8 – Rent-Geared-to-Income and Affordable Housing Units Located Throughout Leeds Grenville
Source: United Counties of Leeds and Grenville
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5.5 Rent Supplement Program
The Rent Supplement Program provides eligible, low-income applicants with subsidized accommodations in privately-owned buildings through the following programs:
• Strong Communities Rent Supplement • Commercial Rent Supplement • Investment in Affordable Housing - Housing Allowance Program
Table 5-8: Rent Supplement Units, Leeds Grenville Municipality Bachelor 1 bedroom 2 bedroom 3 bedroom Brockville 4 26 35 4 Rideau Lakes 0 0 0 1 Prescott 0 5 5 0 Kemptville 0 5 3 5 Total 4 36 43 10 Source: United Counties of Leeds and Grenville
A monetary supplement is provided to the landlord to bridge the gap between the market rent and the amount the tenant can pay that is based on 30 % of the tenant’s income. As of January, 2013, there were 137 units and more than 60 landlords participating in this program. There are currently 70 Commercial rent supplement units, and 23 Strong Communities rent supplement units designated for rent-geared-to-income tenants.
5.6 Market Housing
The health and stability of the housing market has direct impacts on renters and homeowners along the economic continuum. This section presents statistics and analysis on the state of the rental and homeownership market in Leeds Grenville from 2007-2011.
The overall trend in Leeds Grenville denotes home ownership levels amongst the older age groups. It is evident that a smaller proportion of the aging population 65 and over, (7.6%) are rental households. This suggests the Counties should consider accessible rental housing to enable seniors to age in place.
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Figure 5-9: Households by Tenure and Age of Primary Household Maintainer, Leeds Grenville, 2006
18.6 20.0 14.8 16.4 15.0 11.9 10.3
10.0 6.5 4.1 4.1 3.5 3.0 5.0 1.7 2.0 2.6 0.5 0.0
Under 25-34 35-44 45-54 55-64 65-74 75 years 25 years years years years years years and
Households (%) over Age Categories Owner Renter
Source: Housing Services Corporation for the OMSSA Housing and
Homelessness Resource Centre Data Profile; 2013; Figure 5.
5.6.1 New Home Sales
Table 5-9 below provides an indication of the price of new home market trends. For each year 2007 to 2009, the data shows that new homes are selling primarily between the price ranges of $200,000.00 to $299,999.00 and $300,000.00 to $399,999.00.
Table 5-9: New Home Sales by Price Range, Leeds Grenville, 2007-2009 New Home Market 2007 2008 2009 Less than $175,000.00 6 3 1 $175,000.00 – $199,999.00 4 0 1 $200,000.00 - $299,999.00 44 40 8 $300,000.00 - $399,999.00 17 18 3 $400,000.00 - $499,999.00 2 1 0 $500,000.00+ 1 1 1 Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre Data Profile – 2013; Table 6.
The provincial historical residential mortgage lending rates for one-year mortgage and five-year mortgages between 2007 and 2011, (Figure 5-10) demonstrates that these rates have declined significantly over time. These rates have been below 8.0% for five (5) years consecutively, which may have resulted in a significant number of households in Leeds Grenville becoming first-time homeowners during this period, and opting for newer houses.
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Figure 5-10: Bank of Canada Average Residential Mortgage Lending Rates (One and Five Year Rates of Each Year), Ontario, 2007-2011
8.00% 7.10% 7.10% 5.60% 5.60% 5.30% 6.00% 6.90% 6.70% 4.00% 2.00% 3.70% 3.50% 3.50%
Mortgage Rate 0.00% 2007 2008 2009 2010 2011 Year
1 Year-term Mortgage 5 Year-term Mortgage
Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre Data Profile – 2013; Table 22.
5.6.2 Home Ownership Costs
Home ownership costs in Leeds Grenville are moderate compared to many other parts of the province. The average price for a single-dwelling home is approximately $242,104.00, which is well below the provincial average price of $297,479.00. The average rent for an apartment is $905.00, compared to a median rent of $1,167.00 in other parts of the province.
There are close to 40,000 private households in Leeds Grenville, with 73% of them being single- family homes, 1% multi-family, and 26% non-family dwellings16. Homeowners in Leeds Grenville pay $963.00 in monthly mortgage payments on average.
Table 5-10: Average Cost for a Three-Bedroom Detached Bungalow, Leeds Grenville Average Cost Average Cost Housing Cost Municipality 2012 2013 % +/- Athens $222,591.00 $241,371.00 7.78 Augusta $221,684.00 $231,429.00 4.21 Elizabethtown-Kitley $250,467.00 $239,352.00 -4.44 Edwardsburgh/Cardinal $221,400.00 $214,507.00 -3.11 Front of Yonge $259,724.00 $253,000.00 -2.59 Leeds and the Thousand Islands $385,000.00 $256,613.00 -33.35 Merrickville-Wolford $166,000.00 $274,600.00 39.55 North Grenville $279,750.00 $314,550.00 11.03 Rideau Lakes $262,662.00 $342,566.00 23.33 Westport $299,900.00 $319,000.00 5.99
16 Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre; 2013.
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Average Cost Average Cost Housing Cost Municipality 2012 2013 % +/- Leeds Grenville $235,028.00 $242,104.00 2.92 Source: Based on the MLS Data provided by the Rideau-St. Lawrence Real Estate Board, February 2012, and March 2013
Key Findings • A total of four (4) municipalities experienced a decrease in housing prices from 2012 to the Spring of 2013; the Township of Edwardsburg/Cardinal reported the lowest prices at $214,507.00, while the Township of Rideau Lakes reported the highest prices at $342,566.00 during the period of Spring, 2013. • The Village of Merrickville-Wolford experienced the greatest increase in housing prices as compared to the other municipalities in Leeds Grenville during the time period 2012- Spring of 2013. • Rideau Lakes, Westport and North Grenville have the highest average housing prices in Leeds Grenville.
5.6.3 Private Market Rental Housing
The main role of rental housing in any community is its affordability relative to most forms of homeownership. It is critical that all communities provide a range of rental housing that meet the needs of the local population. It is also important that the supply consists of permanent, purpose-built rental housing in order to ensure the stability and security of tenants. Rental housing provides single persons, non-family, and senior households with a more flexible and affordable housing option.
As noted earlier, the rental housing market in Leeds Grenville is primarily contained to apartments less than five-storeys and single-detached housing. Also highlighted is the declining rental housing production. Declining rental housing could be related to a host of factors, including small local market, risky economic conditions, and a limited construction industry, which could present challenges for new rental housing development.
An analysis of the vacancy rates of rental housing in Leeds Grenville can help to inform housing need, Figure 5-11. Rental vacancy rates collected by CMHC measure the percentage of all apartment units that are vacant and available for rent. Low vacancy rates typically mean that households will have greater difficulty finding a place to rent. They may also lead to increases in rents as more households seek to occupy a smaller pool of rental units. Generally speaking, a healthy vacancy rate to maintain is around 3%. This is an indication of a balanced rental housing market.
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Figure 5-11: Vacancy Rate, Leeds Grenville, 2007-2011 The vacancy rate for Leeds Grenville, 5.00% 4.40% as illustrated in Figure 5-11, has
4.00% fluctuated from as low as 2.9% in 3.20% 3.20% 2.90% 2007, to 4.4% in 2009, decreasing in 2.70% 3.00% 2010, to 2.7% and increasing again to 3.2% by 2011. Despite the growth in 2.00% population, the data for 2011,
Vacancy Rate % Rate Vacancy suggests that Leeds Grenville’s 1.00% vacancy rate is close to a balanced 0.00% rental market edging however toward 2007 2008 2009 2010 2011 a ‘buyers’ market. This suggests that Year there may be more availability of rental units in Leeds Grenville. The vacancy rate variation from year to Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre Data Profile – 2013; Figure year is interesting and may be related 13. to seasonal renters and largely due to households bypassing the rental market and entering directly into homeownership. In fact, rental housing in Leeds Grenville may be affected by the demand for seasonal rentals in the Summer, which impacts both the availability of long-term rental units and the rents charged.
According to CMHC, the average monthly rent for all bedroom types was $731.00 in 2012. Average rents have remained relatively stable over recent years, although with slight increases yearly as shown in Table 5-11. From 2007 to 2012, the average rents for all bedroom types increased by 11%. By bedroom type for the same time span, the average rents for bachelor, one-bedroom, two-bedroom and three-bedroom units have risen annually by 13%, 13%, 10% and 12% respectively.
Table 5-11: Average Monthly Rents, Leeds Grenville 2007 to 2012 2007 2008 2009 2010 2011 2012 All Bedroom Types $653.00 $672.00 $685.00 $699.00 $718.00 $731.00 Bachelor $470.00 $479.00 $503.00 $505.00 $534.00 $542.00 1 Bedroom $576.00 $600.00 $608.00 $629.00 $646.00 $662.00 2 Bedroom $698.00 $716.00 $729.00 $742.00 $764.00 $774.00 3 Bedroom $704.00 $722.00 $735.00 $732.00 $799.00 $801.00 Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre Data – 2013; Table 7.
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Key Findings
• The proportion of rental dwellings has declined steadily from 26.6% to 21% over the last 20 years due to a lack of new rental housing production. • The vacancy rate of Ontario has declined from 2.9% in 2010, to 2.2% in 2011, with the lowest vacancy rates in major centres in Eastern Ontario. • The vacancy rate of apartments in Brockville rose between 2010 and 2011, in all sizes except one-bedroom units, which fell from 2.4% to 1.6%. • Average rents have risen in Brockville by approximately 30% for all rental unit sizes over the last 15 years.
Table 5-12 shows the proportion of rented dwellings in each of the municipalities within Leeds Grenville. It shows that this proportion ranges from a high of 40.5% in Prescott and 41.3% in Brockville, to as low as 7.0% in the Township of Leeds and the Thousand Islands. Brockville, in fact, contains 25.0% of the housing stock in Leeds Grenville, but 41.3% of the rental dwellings.
Table 5-12: Rented Dwellings, Leeds Grenville and Ontario 2006 Tenure: Rented Total Number Municipality Number % of Dwellings Brockville 4,130 41.3% 10,005 Gananoque 750 32.5% 2,310 Prescott 765 40.5% 1,890 Athens 130 11.7% 1,110 Augusta 240 8.6% 2,780 Edwardsburgh/Cardinal 375 14.1% 2,655 Elizabethtown-Kitley 290 8.0% 3,605 Front of Yonge 100 9.4% 1,065 Leeds and the 1000 Islands 255 7.0% 3,650 Merrickville-Wolford 185 16.6% 1,115 North Grenville 640 12.2% 5,240 Rideau Lakes 435 10.4% 4,170 Westport 55 29.7% 320 Leeds Grenville 8,395 21.0% 39,920 Ontario 1,312,290 28.8% 4,555,030 Source: Census of Canada, Statistics Canada, 2006
Key Findings
The three (3) separated municipalities contain two-thirds (67.2%) of all rental housing in Leeds Grenville, compared to only one-third of all households. This concentration points to the need to encourage regeneration of rental housing by and large in the three (3) separated municipalities, but also throughout Leeds Grenville in order to help meet the increasing diversity of household types across the area.
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5.7 Recent Housing Activity
Housing Starts by Intended Market and Dwelling Trends
“Housing starts” is an economic indicator that reflects the number of privately owned new houses on which construction has been started in a given period. This data is divided into three (3) types: single-family houses, townhouses or small condos, and apartment buildings with five (5) or more units. Each apartment unit is considered a single start. The construction of a 30-unit apartment building is counted as 30 housing starts.
The number of housing starts provides an indicator of the trend in supply of new ownership and rental dwellings and are key to increasing the supply of housing across Leeds Grenville. A diversity of dwelling types and an increase in supply improves housing choice and affordability for owners and renters alike.
According to CMHC, there were 1,486 housing starts in Leeds Grenville from 2007 to 2011. Housing starts have been increasing especially in the last couple of years (2010 and 2011). Ownership units accounted for 97% of new housing starts, while rental made up only 1.4% of new housing starts over the period 2007 to 2011. As Table 5-14 indicates, historically freehold was the primary form of housing starts, however there is noticeable growth in condominiums based on the data for 2010 and 2011. The intended market is geared towards homeownership, with much less growth for the rent-geared market.
As shown in Table 5-13 from 2007-2011, single detached dwellings represented 80.5% (1,181) of all housing starts, and apartment structures 12.3% (181). In 2010 and 2011, there was an increasing trend in the housing starts for row and apartment structures. In fact, in 2011, 34% of the intended housing starts were apartment dwellings. This trend will have particular implications for an aging population, as seniors who move are twice as likely to choose an apartment as those aged 30 to 64, as they look to downsize to smaller and more manageable accommodations.
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Table 5-13: Housing Starts by Type, Leeds Grenville 2007-2011 Housing Starts by Intended Market 2007 2008 2009 2010 2011 Freehold 277 297 224 296 198 Condominium 0 0 0 46 106 Rental 0 3 0 9 10 Total 277 300 244 351 314 Housing Starts by Dwelling Type 2007 2008 2009 2010 2011 Single 224 294 210 271 182 Multiple 53 6 15 80 132 Semi-detached 32 0 2 9 10 Row 3 3 13 20 13 Apartment 18 3 0 51 109 TOTAL 277 300 225 351 314 Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre Data Profile – 2013; Table 9.
6. Housing Affordability
Housing in Ontario is becoming increasingly unaffordable for people with low income17. Rental cost are increasing twice as fast as the median income, vacancy rates are declining and rental rates are increasing above the rate of inflation.
Figure 6-1: Residents of Leeds Grenville Spending on Housing Costs
6% Spending < 30% on housing costs Spending 30% to 99% on 37% housing costs 57% Spending > 99% of housing costs
Source: Statistics Canada 2006
17 Lapointe L. Where’s Home? The Need for Affordable Rental Housing in Ontario; 2012:3.
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Annual Annual income of a income of: single person • A single in receipt of: person A single A couple • Ontario working full- person, working full- Employed Disability time for employed time at full-time, Support minimum full-time at minimum often a benefits, wage $30.00 per Household wage has an household $12,900.00. $21,320.00 hour has an annual with two • Ontario • A couple annual income of incomes Works with two income of $42,640.00 benefits, dependents $62,400.0 $7,272.00 in receipt of • OAS/CPP ODSP: $15,432.00 $21,216.00
$0.00 - $20,000.00 - $40,000.00 - $60,000.00- Income Bracket $19,999.00 $39,999.00 $59,999.00 $79,999.00 $80,000.00+
Percent of Households in Leeds 5.63% 18.11% 20.88% 20.30% 36.04% Grenville per Income Bracket Under $300.00- $600.00- $900.00- Affordable Rent18 $1,200.00+ $300.00 $600.00 $900.00 $1,200.00 Affordable Purchase Under $45,000.00- $88,000.00- $132,000.00- $176,000.00+ Price* $45,000.00 $88,000.00 $132,000.00 $176,000.00 Leeds Grenville The average market rent for a one-bedroom unit in Leeds Grenville is $662.00 per Average Market month* Rent Leeds Grenville The average purchase price in Leeds Grenville is $242,104.00, according to HHRC Average Purchase data profile. Price *Uses 30% of household income to calculate housing affordability
18 Canadian Mortgage and Housing Corporation, Rental Market Report, Fall, 2012
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Households Spending 30% of Income on Shelter Costs
As a measure for households facing affordability challenges, insight can be gained by looking at the proportion of an area’s population spending more than 30% of their household income on housing costs; “core need” as described previously. According to CMHC based on Statistics Canada Census data, approximately 8% (3,380) of Leeds Grenville households in 2006 face affordability problems (Table 6-1); this has declined slightly from previous years. In 2001, 10.1% (3,685) of households were in core housing need.
Table 6-1: Households in Core Housing Need by Type and Tenure, Leeds Grenville 2007-2011
Households spending more than 30% of before-tax household income on shelter Household Type Core Housing Need 2001 2006 In Core Not in Total In Core Not in Total Need Core Need Core Need Need All Households 3,685 32,615 36,300 3,380 34,790 38,170 Owners 1,485 26,735 28,220 1,150 29,140 30,290 Renters 2,200 5,880 8,080 2,230 5,650 7,880 Source: CMHC based on Statistics Canada Census data Source: Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre Data Profile – 2013; Table 10.
A more detailed analysis of affordability problems among tenant and owner households shows that tenant households “Housing would be are more likely to spend 30% or more of their income on more affordable if housing, while about 4% (1,150) of owner households have hydro and heat was an affordability problem. Among owner households, included in the rent…At affordability problems are less pronounced because these least 1/3 of our income goes into paying these households have nearly twice the income of tenant three bills” households. However, the issue of owner household Social housing tenant affordability will have long-term consequences with the aging not facing demographic. Senior household owners on fixed incomes homelessness can experience higher costs for utilities and capital repairs, often living in older homes that may depreciate in value without the needed upkeep.
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Table 6-2: Proportion of Household Income Spent on Rental Housing, Leeds Grenville and Ontario, 2006
%Spending %Spending %Spending %Spending Total < 30% on over 30% 30% to 99% >99% on Municipality Households housing on housing on housing housing Renting costs costs costs costs Brockville 4,120 56.19 43.81 39.08 4.73 Prescott 760 47.37 51.97 41.45 10.53 Gananoque 750 55.33 45.33 41.33 4.00 Athens 130 53.85 46.15 38.46 7.69 Augusta 245 79.59 18.37 18.37 0.00 Edwardsburgh/Cardinal 375 66.67 33.33 28.00 5.33 Elizabethtown - Kitley 280 50.00 50.00 35.71 14.29 Front of Yonge 100 55.00 45.00 40.00 5.00 Leeds and the 1000 Islands 255 70.59 29.41 23.53 5.88 Rideau Lakes 430 63.95 34.88 27.91 6.98 North Grenville 640 53.13 46.88 39.06 7.81 Westport 95 68.42 31.58 31.58 0.00 Merrickville - Wolford 180 52.78 50.00 38.89 11.11 Leeds and Grenville 8,365 56.96 43.04 37.12 5.92 Ontario 1,301,395 55.41 44.59 37.48 7.11 Source: Statistics Canada, 2006
When affordability issues are examined by municipality, it appears that over half of tenant households in the Town of Prescott have affordability issues. In fact, over 10% of tenant households in the Town of Prescott, Township of Elizabethtown-Kitley and the Village of Merrickville are spending over 99% of their income on housing costs. This is in contrast to the Township of Augusta and the Village of Westport where 0% of tenant households are spending more than 99% of their income on housing costs. These two (2) municipalities also have the lowest percentage of their tenant population spending more than 30% of their income on housing costs. Many of the municipalities in Leeds Grenville, with the exception of the Townships of Augusta, Edwardsburgh/Cardinal, Leeds and the 1000 Islands, Rideau Lakes, and the Village of Westport, have 40% or more of their tenant households spending between 30% and 99% of their income on rental housing costs.
It was observed that tenant households were more likely to have affordability problems: 28% of tenants were determined to be in a core housing need group versus 4% of owner households (Table 6-2). Municipalities that had fewer affordability problems also had fewer renters. With the exception of Westport, that has 29.7% rental units, the aforementioned municipalities had a low number of renter households. While Westport has a relatively higher percentage of rental units, 20 of the 55 total units or 36 % are rent-geared-to-income units which may explain the anomaly in that area.
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Tenant populations can be examined further to differentiate which types of tenant households have more housing affordability issues. As expected, single-person households face more housing affordability problems than two-person households. This is reflected in every municipality in Leeds Grenville. Another predictable trend is that lone-parent families have more housing affordability issues. This is most pronounced in the partner municipalities of the City of Brockville and Towns of Prescott and Gananoque. That said, the Municipality of North Grenville has the highest prevalence of lone-parent households paying over 30% of their income on housing costs.
The situation is particularly difficult for individuals and families on social assistance. The maximum shelter allowance for single individuals on Ontario Works, for example, is $376.00 per month; well below market rent levels. Those households on assistance who are unable to secure rent-geared-to income accommodation clearly face severely limited options with respect to securing adequate accommodation they can afford.
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The following table displays the distribution of social housing units within each municipality in Leeds Grenville, and highlights the percentage of low-income households per municipality. Table 6-3: The Current Percentage of Social Housing in Each Municipality of Leeds Grenville Percent of Percent of Number Number of Total Percent of Percent of Leeds Leeds Percent Percent of of non- Leeds Number population Total Grenville Grenville Municipality Dist. of low income profit Grenville of all Population for all of Social Social Family Households households housing housing housing Leeds Housing Housing Housing units Units units Grenville Units Units Units Athens 2.8% 23.9% 20 0 20 3,086 3.1% 0.0% 0.0% 1.8% Augusta 6.9% 14.6% 0 0 0 7,510 7.6% 0.0% 0.0% 0.0% Brockville 25.0% 31.7% 293 276 569 21,957 22.1% 41.4% 58.1% 50.2% Edwardsburgh/ 6.7% 23.0% 0 54 54 6,689 6.7% 8.1% 0.0% 4.8% Cardinal Elizabethtown-Kitley 9.0% 15.7% 0 0 0 10,201 10.3% 0.0% 0.0% 0.0% Front of Yonge 2.6% 22.0% 0 17 17 2,803 2.8% 2.6% 0.0% 1.5% Gananoque 5.8% 30.4% 82 51 133 5,285 5.3% 7.6% 0.0% 11.7% Leeds and 1000 Islands 9.1% 18.1% 0 16 16 9,435 9.5% 2.4% 0.0% 1.4% Merrickville-Wolford 2.7% 25.1% 0 40 40 2,867 3.0% 6.0% 0.0% 3.5% North Grenville 13.1% 16.2% 0 35 35 14,198 14.3% 5.3% 0.0% 3.1% Prescott 4.8% 38.1% 0 157 157 4,180 4.2% 23.5% 49.1% 13.8% Rideau Lakes 10.4% 22.2% 72 0 72 10,350 10.4% 0.0% 0.0% 6.3% Westport 0.8% 30.2% 0 21 21 645 0.7% 3.2% 0.0% 1.9% Total 100% 467 667 1134 99,206 Source: United Counties of Leeds and Grenville *Total number of units and percentage of total social housing units does not reflect subsidized housing (AHP – HARS, Commercial Rent Supplement, Strong Communities, CMHC-RRAP, Developmental Services of Leeds and Grenville, Leeds and Grenville Rehabilitation and Counselling Services, Federal Cooperatives, Legacy Homes). **Statistics Canada states low-income cut-offs (i.e. families and singles living below the poverty line), is calculated as 70% or more of income spent on food, clothing and shelter.
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Figure 6-2: Proportion of Income Used for Housing Costs (Rental and Ownership), 2006
60.00% More than 30% 50.00% 40.00% Betw een 30% and 99% 30.00% More than 99% 20.00% 10.00% 0.00% Percentage of Income(%) Athens Ontario Augusta Prescott Westport Brockville Merrickville Gananoque Rideau LakesRideau Elizabethtown Leeds/Islands Edwardsburgh North Grenville Front of Yonge
Municipalities CountiesUnited of Leeds and Grenville Source: Statistics Canada, 2006
7. Counties Housing and Homelessness Programs
7.1 Social Housing Regeneration
In 2006, the Counties initiated a strategic exercise, known as the Regeneration Project, to plan for the future revitalization and sustainability of the Counties-owned social housing. The Regeneration Project embraces a holistic approach to social housing in our communities. This is a people-centered, social development philosophy with a commitment to the revitalization of the physical asset (buildings) to provide affordable, energy-efficient and accessible housing that will be financially sustainable.
The Counties-owned social housing is an aging asset with approximately 51% of all of the properties, (multi-residential and family units) 41 to 68 years of age. Increased operating costs, particularly, utilities and maintenance have become a reality. Capital cost projections noted in the 2005 Building Condition Assessment Study are high; Leeds Grenville has calculated that in order to keep the social housing in good repair, it will cost $1 million per year for the next 30 years. This is in addition to the ongoing maintenance operating costs.
In 2007, a study, Community Housing Regeneration Program, examined the financing options to determine effective strategies for unlocking the equity in the Counties owned social housing. This resulted in strategic thinking about how the social housing of the future could be financed with minimal impact on the taxpayer and how to mitigate increasing costs.
It was recognized that the Regeneration Project would develop gradually over time in phases. This phased approach included the development of a vision, a communication plan, tenant principles and tenant engagement. Assessments and pre-development planning resulted in a
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menu of nine (9) actionable strategies that may be implemented depending on the property, location, need, demand and available financing. The assessments and pre-development planning also included architectural and landscape assessments in 2009, an energy efficiency modeling Charrette in 2010, and a regeneration forum for social housing, community agencies, private and public interests to share ideas and experiences.
In 2011, a strategic plan entitled Bringing New Life to Public Housing was also completed. This plan is a cornerstone document to the Regeneration Project.
An innovative designs Charrette for post-war housing was held in 2012 to inspire visions of what revitalized communities of the future could look like. The concepts were adapted to another regeneration strategy, that being revitalization. In 2012, three (3), single-detached family units in the City of Brockville and the Town of Prescott were revitalized to enhance the quality of life of the tenants, to enhance the asset value of the buildings and to improve the curb appeal in the mixed-income neighbourhoods.
In 2013, the Regeneration Project’s focus is on the City of Brockville and the Town of Prescott in which the majority of the Counties’ social housing is located. Staff working groups were established within these municipalities to focus on the next stage of the Regeneration Projects in the respective communities.
The Regeneration Project will benefit from the development of the HHP with the identification of the future affordable housing need, demand and capacity to revitalize our communities.
7.2 Investment in Affordable Housing Program
The Housing Department provides programs under the Investment in Affordable Housing (IAH) Program, such as, the Home Ownership Program, the Ontario Renovates Program and Housing Allowance.
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Table 7-1: Leeds Grenville, IAH Planned Financial Commitments by Year Planned Financial Commitment Program Year 1 Year 2 Year 3 Year 4 TOTAL Component 2011-12 2012-13 2013-14 2014-15 Allocation for each $1,124,019.00 $1,126,031.00 $489,007.00 $2,739,057.00 fiscal year Rental Housing $0.00
Homeownership $250,000.00 $250,000.00 $200,000.00 $700,000.00
Northern Repair N/A N/A N/A $0.00
Rent Supplement $0.00 $0.00 $0.00 $0.00
Housing Allowance $517,824.00 $519,750.00 $0.00 $1,037,574.00
Ontario Renovates N/A $300,000.00 $300,000.00 $264,557.00 $864,557.00 Administration $100,000.00 $56,195.00 $56,281.00 $24,450.00 $136,926.00 Source: United Counties of Leeds and Grenville
The Home Ownership Program assists individuals and families by providing a maximum down payment of 5% of the purchase price of a home. In 2011-2012, a total of 31 households in Leeds Grenville received on average, $8.076.45 in down payment assistance.
Table 7-2: Distribution of Home Ownership Funding by Municipality
2012 2013 (to June 17, 2013) No. of No. of Municipality of Total Total Homes Homes Home Purchase Loan Amount Loan Amount Purchased Purchased Brockville 12 $97,535.00 3 $25,750.00 Elizabethtown-Kitley 7 $48,165.00 0 $0.00 Athens 0 $0.00 1 $8,750.00 Leeds and 1000 Islands 2 $17,375.00 1 $7,700.00 Prescott 4 $35,245.00 2 $16,800.00 Augusta 3 $26,175.00 5 $41,750.00 North Grenville 1 $10,975.00 1 $7,450.00 Edwardsburgh/Cardinal 1 $7,900.00 2 $14,895.00 Rideau Lakes 1 $7,000.00 0 $0.00 Total 31 $250,370.00 15 $123,095.00 Source: United Counties of Leeds and Grenville
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Table 7-3: Types of Homes Purchased Using Home Ownership Funds No. of Homes Purchased Type of Home 2012 2013 Single 24 15 Townhouse-Freehold 6 0 Condo 1 0 Total 31 15 Source: United Counties of Leeds and Grenville
Ontario Renovates
Households within Leeds Grenville may also apply for the Ontario Renovates Program which provides eligible households with a forgivable loan or accessibility grant to improve living conditions, foster independent living and improve housing affordability. The Ontario Renovates Program began in 2012, and during that year a total of 38 households in Leeds Grenville received on average, $7,180.00 in loans/grants.
Table 7-4: Distribution of Ontario Renovates Funding By Municipality
2012 2013 (to June 18, 2013)
No. of Average No. of Municipality of Home Average Loan Homes Loan Homes Renovation Amount Renovated Amount Renovated Brockville 12 $5,013.00 4 $8,341.00 Elizabethtown-Kitley 4 $8,726.00 1 $8,660.00 Gananoque 4 $9,080.00 0 $0.00 Leeds and the 1000 Islands 1 $4,361.00 1 $10,000.00 Prescott 4 $8,437.00 1 $4,736.00 Athens 1 $8,326.00 0 $0.00 Augusta 0 $0.00 1 $8,509.00 Edwardsburgh/Cardinal 4 $7,454.00 2 $7,029.00 Rideau Lakes 6 $6,786.00 2 $8,436.00 Westport 1 $5,407.00 1 $7,576.00 Merrickville-Wolford 1 $8,215.00 1 $8,880.00 North Grenville 0 $0.00 0 $0.00 Total 38 $7,180.50 14 $8,018.55 Source: United Counties of Leeds and Grenville
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Housing Allowance Program
The Housing Allowance Program provides housing subsidies directly to eligible households to assist in maintaining their accommodations within the community as they wait for a social housing unit. Eligible households received between $100.00 and $170.00 per month, depending upon their unit size.
Table 7-5: Home Allowance Targets, Leeds Grenville Average # of Households Total Funding Program Commitment Period Monthly Target Actual $517,828.00 April 2012 to March 2022 (10 years) 32 32 $519,750.00 April 2013 to March 2022 (9 years) 35 Source: United Counties of Leeds and Grenville
7.3 Community Homelessness Prevention Initiative
The MMAH announced in 2013 the consolidation of a number of programs, including some that were previously under MCSS. This funding is referred to as Community Homelessness Prevention Initiative (CHPI) to support households to obtain and retain housing and to also assist those at risk of homelessness to remain housed. This fund replaced the Rent Bank Program along with the MCSS’ Community Start-Up Maintenance Benefit, Energy Emergency Fund, Domiciliary Hostels Fund and Consolidated Homelessness Prevention Programs. This full funding allocation is considerably less than the previous funding.
The Counties uses the CHPI funding for human services initiatives such as domiciliary hostels, emergency shelters and the Homelessness Prevention Benefit (HPB) which assists individuals and families with rental and utility arrears, and housing start-up costs. It also supports the provision of after-hours services for those in our communities in need. The after-hours service is provided through the Red Cross and the Police; food, clothing and accommodation are services that are funded through this program.
Table 7-6: Provincial Funding Distribution, Leeds Grenville Housing, 2012
Community Homelessness Prevention Initiative $105,360.00
Domiciliary Hostels $18,818.00
Energy Emergency Fund $16,570.00
Rent Bank $33,744.00
CSUMB Ontario Works $514,800.00
CSUMB ODSP $470,000.00
Total $1,159,292.00 Source: United Counties of Leeds and Grenville
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In 2013, an allocation of $509,333.00 was received from the MCSS to support homelessness prevention and to assist with the transition as it related to the loss of Community Start-Up Benefit. The funds needed to support people who are homeless or at risk of homelessness under the following categories:
• Emergency shelter solutions • Housing with related supports • Homelessness prevention • Other services and supports
In determining an appropriate allocation of these one-time funds, Counties staff released a call for proposals to the community in addition to contemplating ideas that could be supported from within the organization. The following is a list of the projects that were selected:
Table 7-7: CHPI One-Time Grant Funding Distribution, Leeds Grenville
Agency Brief Description Allocation($) Food for All Food Bank Provide extra support for clients in housing crisis $24,796.00 (South Grenville) with emergency food supplies, and also to fund provision of a “start-up cupboard” for individuals/families setting up in new accommodations after being homeless. Community Involvement: Funds will be used to host workshops for individuals $7,500.00 Legacy Homes with disabilities and their families to understand, consider options and plan for long-term housing options within the community. Counties: Appliance New tenants moving into social housing family units $25,000.00 Fund may be eligible for the provision of a fridge and stove which would remain property of Leeds Grenville. Counties: Enhancements The existing Homelessness Prevention Benefit has $40,000.00 to Existing Homelessness been enhanced to allow for the payment of rental Prevention Benefit arrears in cases that tenants may face eviction, and in addition, the maximum benefit has been increased to $1,500.00 for families. Leeds Grenville Mental Specialized project to address the issue of hoarding $175,000.00 Health within our community. Funds would support one- on-one work, including mental health counselling with people in need, and funding would provide resources necessary for people to remain in their housing situation. A hoarding coalition/working group would also be developed for the long term.
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Agency Brief Description Allocation($) Counties: Short-Term This project is about increasing the number of short- $90,000.00 Stay Shelters term stay shelter locations for those in situations of homelessness. Leeds Grenville currently operates one [about eight (8) years now] and an additional four (4) to five (5) will be added through rent supplement agreements with landlords. These short-term stay locations provide a furnished unit at no cost to a homeless individual/family for a maximum 21-day time period. Funds required include the furnishing and initial set-up of the units in addition to the ongoing rental costs and cleaning for a two-year lease period. Counties: Administration $50,933.00 Total $413,229.00 Source: United Counties of Leeds and Grenville
As per the above table, there is still an amount of $96,104.00 that remains unallocated at this time. Discussions are continuing with community partners to examine opportunities to best serve those at risk of homelessness within the community. In addition to considering additional community partnership projects, any remaining funds from the one-time grant will be identified prior to year-end and will be distributed among area food banks to ensure full utilization of the funding.
7.4 Accessible Units
Accessibility
The public housing portfolio in the United Counties of Leeds and Grenville includes 15 apartment buildings, all of which have accessible entrances. Service levels for the Counties include 18 modified units, meaning these units are wheelchair accessible. Some of these modified units are within the public housing portfolio and others are included in the non- profit/co-operative housing communities. In addition, some other units have had partial modifications to accommodate in-situ tenants; modifications are based on the needs of the tenant and may include widened doorways, grab bars, lowered countertops, and/or built-in ovens and accessible ranges.
There are a number of rent-geared-to-income units within Leeds Grenville that have accessibility features to support tenants with disabilities. The majority of accessible units are located in the City of Brockville (23 units); seven (7) units in Prescott, five (5) units in Gananoque, two (2) units
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in Elgin and Athens, and one (1) unit in each of Portland, North Grenville, Rideau Lakes and Merrickville.
Almost all of the accessibility features in the units support tenants with mobility impairments and/or the use of a wheelchair. Seven (7) units in one (1) building are fully accessible for the physically disabled and supported through an agreement with the Ontario March of Dimes (OMOD). Additionally, at the time of this report, two (2) units in two (2) other buildings are being converted to be fully accessible. Additional plans are in place to enhance accessibility of various buildings, such as, additional signage and strobe lighting for visually and hearing impaired persons.
7.5 Smoke-Free Policy
In September 2012, the Counties implemented a smoke-free policy for the entire public housing portfolio. A smoke-free policy reduces not only the impact on tenant health, it reduces risk of fires and maintenance costs. Current tenants will be grandfathered and may smoke in their units if they choose or voluntarily sign a new lease with a smoke-free clause. Prior to implementation, all tenants were engaged through customer surveys, tenant meetings and support was provided through the local Health Unit. The process was inclusive and has contributed to successful implementation.
7.6 Domiciliary Hostels
Domiciliary hostels are private or non-profit residences that assist adults with special needs to live in a safe and supportive community environment. Assistance is provided with all aspects of daily living activities. There is one (1) domiciliary hostel in Leeds Grenville located in Prescott and the Counties currently supports one (1) resident at the facility. It was the decision of the Joint Services Committee (JSC) via by-law November, 2006 that this program would be phased out through attrition.
7.7 Emergency and Temporary Housing
There is a lack of emergency shelters and supports in Leeds Grenville necessitating residents having to leave to go to larger communities to access such services.
The Counties opened a family emergency shelter in June 2003 in a vacant unit located in a public housing complex. The shelter provides accommodation for families in immediate crisis as of result of displacement due to fire, flood, unsafe living conditions, abusive situations, or other similar crisis. The shelter consists of a two-bedroom apartment that can house a family of up to six (6) persons. This is a short term 21-day shelter and a Case Manager works closely with the
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families to secure permanent accommodation. The shelter has provided emergency housing for 95 families since it opened.
The Counties has recently entered into lease agreements with private landlords for a period of two (2) years for the provision of three (3) short-term emergency shelters that can accommodate single adults. The funding used has been accessed through MCSS One-Time Transitional Funding and will be maintained and supported through CHPI.
7.8 Municipal Planning Activities
The 2005 Ontario Provincial Policy Statement calls for the provision of an appropriate range of housing types for current and future residents of the regional market area and for municipalities to be in position to accommodate ten (10) years’ worth of growth, preferably through intensification and redevelopment of the designation of new Greenfield areas if necessary.
The following are pertinent excerpts from the Ontario Provincial Policy Statement19 with respect to Social Housing policy:
“1.4 Housing
1.4.1 To provide for an appropriate range of housing types and densities required to meet projected requirements of current and future residents of the regional market area identified in policy 1.4.3, planning authorities shall: a. maintain at all times the ability to accommodate residential growth for a minimum of 10 years through residential intensification and redevelopment and, if necessary, lands which are designated and available for residential development; and b. maintain at all times where new development is to occur, land with servicing capacity sufficient to provide at least a 3 year supply of residential units available through lands suitably zoned to facilitate residential intensification and redevelopment, and land in draft approved and registered plans.”
There should be minimum targets that include affordability to low and moderated housing and should identify a broad range of housing options that include the special needs population.
Increased difficulties meeting affordable housing needs, coupled with the shift in responsibility for affordable housing to the local levels, presents opportunities for leadership roles for planners. The local planners in the municipalities can be the catalyst for the development of local affordable housing opportunities.
• Planners understand the community and its needs.
19 Ontario Provincial Policy Statement; 2005:8-9.
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• Planners understand the tools and practice to address affordability. • Planners are in apposition to develop policies under the Official Plan to support and encourage the development of housing.
The following table identifies social housing policy within official plans for all municipalities in Leeds Grenville. The extent that affordable/social housing policies are embedded in Leeds Grenville local official plans varies considerably from highly comprehensive to those with no policy. It should be noted that many of the municipalities in Leeds Grenville do not provide municipal sewer and water services.
Table 7-8: Local Municipal Official Plans and Social Housing Policy, Summary, 2013
Affordable 5 Year OP Monitoring Municipality Housing Comprehensive Other Review Due? Resources Policy in OP 2012 – approved Athens X X July 2012 – approved Augusta May 25 Brockville Approved by X X X proactive Ministry in 2012 2010 – approved Edwardsburg/ by Ministry in Cardinal 2011 Elizabethtown- 2006 – due X Kitley Front of Yonge 2006 – due Approved by Gananoque X X consistent Ministry in 2011 Leeds and the Due now but on
Thousand Islands hold Merrickville- 2009 Wolford very North Grenville 2009 X X X proactive 2006 – review Prescott X X consistent planned for 2013 Rideau Lakes 2009 X Due now but on Westport hold Source: United Counties of Leeds and Grenville
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The following information was obtained through garnering information from the 2004 Affordable Housing Study and a questionnaire developed and sent to all municipal planners for their response and update. The following municipalities have identified affordable housing as one of their priorities:
Elizabethtown-Kitley • Provides a range of housing opportunities for renters and owners. • Help the aging population stay in the community. • Maintain a reasonable tax rate to support affordable housing. • Promote the development of secondary dwelling units for seniors through outreach tax notice, newsletter, (2016-2018). • In the Official Plan it states that, “It is acknowledged that certain forms of residential development may be better suited to urban, municipally-serviced communities outside the Township.” • Where land use planning policy is the responsibility of a county, the upper tier may set housing targets for the local municipalities that reflect municipal services under the Ontario PPS Affordable housing policies.
Leeds and the Thousand Islands • Reduce the “out” migration of residents in all age categories. • Encourage affordable housing options. • Update official loans to allow more flexibility for affordable housing options secondary suites.
Rideau Lakes • Encourage affordable housing options for all ages. • Update official plans, housing policies, allowing flexibility secondary suite units by 2015. • Undertake a Community Improvement Plan to provide financial incentives for increasing accessibility/barrier-free access and the conversion of properties to second residential units (2013- 2023). • These studies have been critical in identifying affordable housing issues in the various communities and serves as a roadmap for current and future planning. • There are five (5) official plans that guide land use in Rideau Lakes. The plans support a range of housing and garden suites. There is a reduced zoning amendment $1,310.00 to $500.00. In 2011, a 12-unit senior’s affordable housing was built in Rideau Lakes with incentives from the Township.
Augusta • The Official Plan states that there will be provisions for a range of housing options, group homes and garden suites, depending on the availability of servicing.
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• Augusta does not have development fees; development is encouraged by streamlined process for the purchase of property, development and severance.
Town of Prescott • The Official Plan supports measures for the provision of affordable housing. • Garden suites are supported and identified in the Official Plan. • Development is encouraged through marketing and media strategies to revitalize the downtown and industrial areas.
Town of Gananoque • The Official Plan states that appropriate and affordable housing should be available to all residents. • Permits accessory apartments in general commercial zones. • It also encourages redevelopment for medium density housing in the lower town area. There generally are five-eight housing starts and there are no development fees; the planning applications and building permits are lower than other areas.
City of Brockville • Brockville has a comprehensive plan that supports a variety of options between ownership, rental and conversion of properties. There are no development fees and no incentives other than encouragement of secondary and garden suites. • There are financial incentives for Brownfields remediation and downtown improvement.
The Counties has made efforts to support the development and inclusion of affordable housing. In 2005, under the Municipal Facilities Agreement20, Counties Council adopted the following definition of “affordable housing”:
20 By-law 05-26 to Provide for the Enactment of Municipal Housing Facilities by By-Laws in Leeds and Grenville. The United Counties of Leeds and Grenville; 2005.
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a) Housing which would have a market price or rent that would be affordable to those households within the lowest 35 percent of the income distribution (35th percentile) for the United Counties of Leeds and Grenville. Housing that is affordable is defined as “affordable” is defined as follows: i. Affordable rental housing is housing where the monthly rent costs (excluding utilities) do not exceed 30 percent of gross monthly household income; ii. Affordable ownership housing is housing where monthly housing expenses (including mortgage principle, interest and property tax but excluding insurance or utilities) do not exceed 30 percent of gross monthly household income. b) For the purposes of participating in the Canada/Ontario Affordable Housing Program, the definition of “affordable housing” shall be municipal housing project facilities in which the average rent for each unit size, exclusive of utilities, parking, telephone, cable and other related fees, is less than or equal to the most recently released average CMHC rent for the United Counties of Leeds and Grenville for that unit size.
The Counties’ Manager of Planning Services has delegated approval and authority for sub- division control and severances for the ten (10) partner municipalities excluding Brockville, Prescott and Gananoque. In 2008, the Counties harmonized the multi-residential rate with the residential rate to encourage the development of multi-residential properties.
The Counties will be developing an Official Plan for March, 2015. The Official Plan will include key findings and actions from the HHP, and subsequently, local Official Plans for the member municipalities will mirror the Counties’ Official Plan. The Counties Official Plan will encourage a percentage of all new development to include policies relating to affordable housing. All County land-use decisions will have to be consistent with, have regard to or at least have consideration to the ten-year plan’s policy objectives.
8 Community Delivered Housing Programs
8.1 Supportive Housing
Supportive Housing can be described as the integration of housing and support services for individuals who require specific supports to maintain their well-being and housing. It is provided to three (3) main groups: persons with mental illness, persons with physical disabilities and mobility impairments, and persons with intellectual disabilities and challenges.
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8.2 Developmental Services of Leeds and Grenville
The agency provides supports to children, adults and families with intellectual disabilities and challenges. A recent report released in May, 2013 titled “My Home” reviewed all residential services in Leeds Grenville, specifically living arrangements. Highlights of the report included that there are 79 individuals waiting for housing opportunities which included waiting for group homes, independent living, or specialized care. Some individuals are living with aging parents in unsuitable accommodations, and others require supports to enable them to live in the community. Sixty-five (65) individuals have been waiting for five (5) years or more and are in urgent need of housing. A case example is a 91-year-old woman that provides care for her 65- year-old son. The report substantiates this finding of this plan; there are not enough supports for those that are in need; there are financial barriers, transportation barriers, and a lack of affordable housing.
8.3 Mental Health Housing Supply and Demand Leeds Grenville
In Leeds Grenville, mental health housing services are provided through the Canadian Mental Health Association, Brockville General Hospital, and Leeds and Grenville Mental Health. The Canadian Mental Health Association also provides extensive support, counselling and accommodation to 137 individuals. They have 107 rent supplement agreements with private landlords (44) across communities in Leeds Grenville. This includes 80 one-bedroom units, 24 two-bedroom units, and three (3) three-bedroom units.
The following table indicates the number of beds available through Leeds and Grenville Mental Health:
Table 8-1: Leeds and Grenville Mental Health Housing, Leeds Grenville, August 2013 Type of Units Units/Beds Units/Beds # of Applicants Available Occupied on Wait List Coalition Units (Supportive Housing) 22 22 3 Edward Street Group Home 6 6 0 Murray Street Group Home 5 5 0 Church Street Group Home 6 6 2 9 11 (includes 6 Davison Avenue Group Home respite and crisis) Edgewood (Homes for Special Care) 10 10 0 Source: United Counties of Leeds and Grenville
The Homes for Special Care Program is funded by the Ministry of Health and Long-Term Care (MOHLTC) and is delivered by the Royal Ottawa Hospital. The program accommodates individuals with mental illness who no longer require hospitalization. Supports provided by this
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program include assistance with meals, laundry, and 24-hour supervision. There are nine (9) beds in Leeds Grenville and one (1) respite bed.
8.4 Ontario March of Dimes
Ontario March of Dimes (OMOD) provides attendant services to individuals with physical disabilities and those with acquired brain injury to remain supported in their homes; outreach is provided to 25 individuals through community-based support. Intensive 24-hour services are provided to nine (9) individuals living in supportive housing. The Counties has entered into a service agreement with the OMOD for the provision of seven (7) RGI units. As part of this agreement, the Counties has designated these units specifically for OMOD clients and the OMOD provides 24-hour care and support directly in the home.
8.5 Addictions
In Leeds Grenville, there are two (2) residential long-term addiction treatment and rehabilitation facilities that provide support to individuals with severe or chronic chemical dependency: Brock Cottage and Tenant House. Daily group sessions and individualized counselling is provided.
Brock Cottage is a long-term residential program for men only and has a capacity of 18 beds. Tenant House provides residential services for women only and has a capacity of 12 beds. Both of these facilities are located in the City of Brockville. The length of stay varies from three (3) to twelve (12) months. Persons awaiting entry into the residential programs may wait from a few weeks to a few months.
8.6 Victims of Domestic Abuse
Interval House is a ten-bed residential shelter for abused women and their children. This is the only shelter for abused women in Leeds Grenville. Residents are permitted to stay in the shelter for eight (8) weeks. Services provided include a 24-hour crisis line, transitional support and outreach and accommodation.
The Counties has developed an agreement with Interval House to identify processes, point of contact and support that will facilitate the transition for abused women and their families. All applicants who are fleeing abuse are granted special priority status and placed at the top of the Social Housing Registry waitlist.
In 2012, 141 women and children were not able to be accommodated at the shelter, either because the shelter was full, or they did not meet the mandated criteria.
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8.7 Youth
There are no emergency, temporary or supportive housing specifically for youth in Leeds Grenville.
Connect Youth is one agency that provides services to males and females, age 14-21. They provide services such as a drop-in centre, life skills, food and clothing. This agency has had interest in securing a youth shelter within the area of South Grenville.
The Employment and Education Centre is an agency that provides life skills and employment counselling to the youth sector and have identified that many youth do not have permanent accommodation. The lack of stability and structure for youth presents a real barrier when trying to access employment and educational opportunities.
Beginning in 2004, the United Way of Leeds and Grenville led conversations with youth including youth town hall meetings, youth summits, and surveys. The Homelessness Task Force Report21 of 2010, revealed the following about the youth in Leeds Grenville:
Key Findings
• Youth were consumed by poverty issues. • Rural youth expressed feelings of hopelessness, loneliness and isolation; rural experiences more suicides per capita. • Fourteen and one-quarter percent (14.25 %) of students said they knew someone who was homeless. • The largest contributing factor to youth homelessness has always been family breakdown. • More than 70% of homeless youth are survivors of childhood sexual, physical, emotional about and/or neglect. • Homeless youth are between the ages of 16 and 24; 60% are male. • Approximately 30% are experiencing mental health issues. • Youth need safe shelter, food and clothing, health cards and identification, emotional support, counselling and referral services, life skills training, educational opportunities, affordable housing, job search skills, social skills and recreational options in order to overcome homelessness.
21 South Grenville Homelessness Task Force Facilitated Community Discussions. United Way of Leeds and Grenville; 2012.
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The final report presented six (6) recommendations:
• The Homelessness Task Force develop a communication strategy to better inform the community of the issues related to youth homelessness. • That the Homelessness Task Force appoints a search committee to begin the search for an appropriate location for a “one-stop-shop”. • That the Homelessness Task Force appoints a committee to begin to search for appropriate funding to assist with the project. • That Connect Youth Program continues to be the primary service provider for at-risk youth between the ages of 14–19 in the South Grenville area. • That the Homelessness Task Force seek a provider to deal with transportation issues. • That a facility found for a “one-stop-shop” include 24/7 care, room for six (6) bedrooms, washrooms, kitchen, laundry, and office space for service provider to offer counselling, mediation, life skills, recreational, etc.
8.8 Seniors Housing
Retirement facilities within Leeds Grenville are privately-owned residences that do not receive funding assistance from the government. These homes offer a number of accommodation options, such as; apartments, suites, semi/private rooms, and provide varying levels of nursing care, recreational programs and meals. These facilities include:
Bridlewood Manor, Brockville Rosedale Retirement Centre, Brockville The Wedgewood, Brockville Carveth Care Centre Retirement Lodge, Gananoque Fox Run by the River Retirement Home, Gananoque Bayfield Manor, Kemptville Greystone Manor, Kemptville Lombard Manor, Lombardy Green Acres Retirement Home, Prescott Mayfield Retirement Residence, Prescott Seeley's Bay Retirement Home, Seeley’s Bay
Long-term care facilities provide a range of services for those who can no longer live independently. These homes are funded by the MOHLTC and are governed by legislated standards. Admission to these services can be for a brief stay if requiring care following an illness or surgery or to relieve a caregiver who is away or on a long-term basis when it is no
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longer safe to remain in the home environment. Application to a nursing home requires registration through the Southeast Community Care and Access Centre (CCAC).
The Southeast CCAC office evaluates the individual and the situation for eligibility and admission. Although a portion of the fees are paid by MOHLTC, there are still fees charged to the individual for a semi or private room. There are seven (7) long-term care facilities in Leeds Grenville providing a total of 1,032 beds:
Carveth Care Centre, Gananoque Hilltop Manor, Merrickville Maple View Lodge, Athens Rosebridge Manor, Jasper Sherwood Park Manor, Brockville St. Lawrence Lodge, Brockville Wellington House, Prescott
Table 8-2: Leeds Grenville Long-Term Care Waitlist Basic Semi-Private Private Accommodation Accommodation Accommodation Average Long-Term No. of # on Avg. # # on Avg. # # on Avg. # # of Beds Care Home Beds Waitlist of Days Waitlist of Days Waitlist of Days Available Waiting Waiting Waiting Carveth Care 104 24 247 5 74 6 461 4 Centre Hilltop Manor 60 15 111 5 158 7 337 7 Maple View 60 59 355 16 222 15 285 2 Lodge Rosebridge 107 54 254 4 69 26 251 6 Manor Sherwood Park 107 51 264 4 52 23 286 6 Manor St. Lawrence 224 95 278 N/A N/A 47 223 11 Lodge Wellington 60 15 191 7 121 3 111 10 House Source: Southeast Community Care Access Centre
8.9 Francophone
The French Language Services Act, 2009 guarantees the right to services in French in institutions of the Legislature and the Government of Ontario in designated areas of the province. While
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Leeds Grenville is not part of this designation, the Counties’ Human Services Division will provide written material in French, as required, as well as translation services.
Only a small portion (less than 1%) of the population of Leeds Grenville speaks a primary language other than English (0.06% speaking only French and 0.15% speaking a non-official language). These percentages represent a total of 210 persons out of 97,860 speaking French only and 2,045 persons speaking a language other than English or French.22
8.10 Aboriginal Housing
Approximately 1.8% (1,760 individuals) of the population in Leeds Grenville identified themselves as Aboriginal in the 2006 Census. The Aboriginal population appears to be relatively stable with 77.4% living at the same address one (1) year ago and 70.4 % living within the same census subdivision (municipality) five (5) years ago. However, significant disparity is evident by comparing the numbers of aboriginal households in core need to all households in Leeds Grenville between 2001 and 2006. The percentage of Aboriginal households in core housing need decreased only slightly from 16.4% in 2001, to 16.0% in 2006, or 0.4%, while the percentage of all households in core housing need decreased from 10.2% in 2001, to 8.9% in 2006, or 1.3%.
The statistics related to deep core housing need are even more striking. The percentage of Aboriginal households in deep core housing need remained the same (100%) from 2001 to 2006. However, the percentage of all non-Aboriginal households in deep core housing need decreased dramatically from 83.0% in 2001, to 65.7% in 2006. Percentages of Aboriginal households in core and deep core housing needs have hardly decreased at all between 2001 and 2006, while the percentage of non-Aboriginal households in core need has decreased to a greater degree than Aboriginal households and a significant decrease in the percentage of deep core housing need for non-Aboriginal households.
Table 8-3: Core Housing Need, Leeds Grenville Core Housing Need (Households spending more than 30% of before-tax household income on shelter) 2001 2006 Household Type In Core Not in Total In Core Not in Core Total Need Core Need Need Need All Households 3,685 32,615 36,300 3,380 34,790 38,170 Aboriginal 100 510 610 150 785 935 Deep Core Housing Need (Households spending more than 50% of before-tax household income on shelter) All Households 1,510 310 1,820 1,380 720 2,100 Aboriginal 50 0 50 55 0 55 Source: CMHC based on Statistics Canada Census data.
22 Census of Canada. Statistics Canada; 2006.
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The Ontario Aboriginal Housing Services currently oversees 45 rental units and then (10) home ownership units in Leeds Grenville. All investment in affordable housing programs for Aboriginal peoples are directly delivered through Ontario Aboriginal Housing Services. This includes home ownership, affordable rental housing and repair programs.
Recommendations
Partnerships with the Ontario Aboriginal Housing Services will be beneficial to identify gaps and possible shared opportunities.
9 Future Sustainability
The report on the Financial Sustainability of Local Government on Eastern Ontario (Eastern Ontario Warden’s Caucus) was finalized in February, 2012. The report paints a sobering picture of the road ahead for local governments and a sense of urgency to future budget and policy deliberations at the local level as well as the need for discussions with the provincial and federal levels of government.
The key insight corroborates the data that has been collected in the development of the plan.
Key Insights: Insights from which are likely to have the greatest impact on the financial sustainability of local governments in Eastern Ontario (and perhaps beyond) over the next decade are:
1. Limited base from which to pay for local services:
The highly dispersed population poses major challenges to local government’s ability to generate sufficient revenues to sustain services and often to deliver those services in a cost-effective manner. Compared to the provincial average, rural Eastern Ontario has:
• Lower median incomes. • Higher percentage of population 65 years of age or older. • Lower percentage of income from earnings. • Persistently higher rates of unemployment.
More than half of the working age population of rural Eastern Ontario leave their home municipality for employment.
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2. Limited financial flexibility to respond to more challenging times:
• Extreme reliance on residential tax assessment, which means that individual households are carrying almost all the load in terms of paying for local services, including those services which are provided to provincial facilities, assets and services. • Inability to build reserves for either working capital or to fund infrastructure. Reserves per household have been flat over the past decade; total discretionary reserve funds and reserves peaked in 2008. Despite growth in numbers of households, local government has been unable to continue to build capital reserves at a rate which would ensure that the required funds are there to underwrite future cost of infrastructure investment. • In Leeds Grenville between 2008 and 2018, a total estimated amount of $11 million in municipal social services expenses will be uploaded based on the 2007 Ministry budget. • The Social Housing Department shares the same revenue tax base as Public Works Department, which also presents major challenges.
3. Limited growth potential if the “status quo” persists:
• Low-growth projections for population which translates into low-growth projections for residential assessment. • Limited growth potential for the property tax base, due to at least 75% of the region’s land mass being unavailable for full-assessment development. Local governments and their citizens are limited in the options for economic development and assessment growth.
4. Limited resources with which to address major infrastructure challenges:
• “Own purpose” revenues growing faster than operating expenditures: In the 2000- 2010 periods, total operating expenditures in rural Eastern Ontario have risen by 65% but own purpose revenues; local property taxes and user charges, have increased by 83%. In rural Eastern Ontario, own purpose revenues are increasingly relied upon to cover operating expenses. This means they are unavailable for capital infrastructure investment. • Local governments unable to preserve the value of assets: by 2010, municipalities in rural Eastern Ontario were holding assets which were, at the time of purchase, valued at $8.1 billion. After accumulated depreciation, these assets are now estimated to be worth $4.6 billion (book value). Rural Eastern Ontario’s municipal assets have lost $3.5 billion in value since acquisition, and are now worth 57% of their original cost.
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• Chronic underfunding of maintenance of infrastructure of all types, with municipalities under-spending in this category by about a third ($200-300 million a year) so that they can continue to provide the other services mandated to the local government. Current infrastructure spending does not address the infrastructure deficit; rebuilding or repairing those assets which have deteriorated over time. • Major transportation infrastructure costs fall on rural shoulders: rural Eastern Ontario is carrying most of the responsibility for the region’s roads and bridges, being responsible for 73% of its roads and 60% of its structures. Included in the total is nearly 4,000 lane-kilometres of provincial roads (and associated bridges) downloaded to local governments in the late 1990s. • Three (3) billion dollar ($3,000,000,000.00) deficit for roads and structures (bridges and culverts) infrastructure, not including any provision for growth of transportation systems throughout the region. Infrastructure is much more expensive to repair or replace now than when it was first build (price increases in some spheres of the economy, including many of the goods and services that municipalities must purchase, have been well above the Consumer Price Index.) Recent infrastructure funding programs from both levels of government have been helpful in addressing a portion of this deficit but multi-year stable funding will be required as part of a long-term program to put infrastructure on a sustainable footing. • Region is in need of a sustainability strategy: municipalities have not, either individually or collectively, been able to implement strategies that would address capital infrastructure needs on a sustainable basis. In other words, reserves, debt financing, and the tax levy are insufficient to provide predictable, sizable revenue streams to support the implementation of the most cost-effective infrastructure strategies.
Together, these data paint a picture of a region which, without a creative response, will have increasing difficulty sustaining local government services in the years ahead. However, there is an increasingly urgent need for all levels of government to begin the process of developing policies and financial strategies which recognize the limitations of the assessment base and its ratepayers enable local governments to better manage costs of service delivery and create more prosperous local economies.
The Integrated Community Sustainability Plan (ICSP) was developed for the Counties and finalized in December, 2012; the cornerstone of the integrated plan was environment, economy, society and culture.
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There were six (6) priorities23 that were the focus of the community consultations for the ICSP:
1. Major waterways and natural environment 2. Sustainable infrastructure 3. Economic development 4. Encourage healthy active lifestyles 5. Support community needs for transit and affordable housing 6. Carbon footprint and greenhouse gas emissions
Many of the municipalities through the development of the ICSP identified youth, employment, needs of the aging and affordable housing, as priorities.
9.1 Continued Partnership
The United Way of Leeds and Grenville has been undertaking a three-year Community Impact Project that has included public conversations which have engaged people about their aspirations, their concerns and how they see their community. The Counties has facilitated these discussions through the provision of space in the common rooms of the public housing portfolio and assisting in sending out the invitations.
The four (4) themes which have emerged from the conversations include:
1. Issues surrounding poverty; complex issues that are inter-related including employment, affordable housing access to healthy food and recreation. 2. Issues surrounding mental health; need to increase awareness to reduce the stigma and provided support for complex. 3. Issues surrounding youth opportunity; lack of employment opportunities need to be engaged. 4. Issues surrounding transportation; this issue is closely related to poverty, but is heightened by the conditions of the rural nature of Leeds Grenville.
The Counties recently partnered with the United Way and the Lanark, Leeds and Grenville Health Unit to deliver Bridges Out of Poverty workshops to the community. The workshops served over 300 community partners that represented the full range of community partner agencies, organizations, elected officials, post-secondary students and businesses, whose daily work connects them to people in poverty. The sessions gave attendees a deeper understanding of the challenges and strengths of those living in poverty.
23 Integrated Community Sustainability Plan. United Counties of Leeds and Grenville; 2012:17-29.
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10 The Plan
10.1 Goals
The HHP focuses on three (3) strategic goals. Each goal includes measureable supporting actions aligned to the provincial objectives and local needs.
Maintain Enhance Involve
Goal 1 - Maintain current affordable housing services and programs. Goal 2 - Enhance services to reflect the changing needs of the community. Goal 3 - Involve all stakeholders in the development and implementation of the plan.
10.2 Homelessness Indicators and Measures
Status of the HHP will be monitored and communicated regularly. Status reports will include details of actions completed, budget implications and progress relating to performance indicators, and measures as described below. The Manager of Housing will report to the Director of Human Services, and reporting to Joint Services Committee will occur quarterly. Review of needs and new actions will be identified bi-annually.
The HHP will implement performance indicators and measures to assess the effectiveness of the actions and outcomes of the plan, and any adjustments that may be required in order to meet the Counties’ Vision Statement and goal of ending homelessness in Leeds Grenville.
Ontario’s Long-Term Affordable Housing Strategy24 has developed the following performance indicators that all Service Managers are required to utilize:
• The Ontario Housing Measure is used in the Poverty Reduction Strategy. It measures the percentage of households with children under 18 with incomes below 40% of the median household income and paying more than 40% of their income on housing. • The Canada Mortgage and Housing Corporation’s annual Rental Affordability Indicator measures changes in the affordability of Ontario’s ten (10) largest rental markets over time.
24 Building Foundations: Building Futures. Ontario’s Long-Term Affordable Housing Strategy. Ministry of Municipal Affairs and Housing; 2012:16.
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• Social Housing Tenant Satisfaction Surveys will solicit social housing residents’ thoughts about their accommodations and inform housing providers, municipalities and the province on how we can do better.
Customer Service Surveys
The Human Services Division has been actively communicating with tenants through the use of surveys to gain an understanding of tenant satisfaction and tenant opinion on issues relevant to social housing. In the Fall of 2010, the Human Services Division conducted a Customer Service Survey that included all social housing tenants, Ontario Works clients and Child Care Fee Subsidy parents. Tenants were also surveyed for current issues, such the implementation of the Smoke-Free Housing Policy, in the Fall of 2011.
Leeds Grenville has also used Tenant Satisfaction Surveys as a part of the operational review of non-profit housing providers. A special survey was conducted with the Counties’ Pilot Project tenants in the years 2009, 2010 and 2011, to measure tenant engagement and satisfaction. Information from these surveys can provide valuable insight into the issues that tenants experience, areas for improvement, and areas of a “job well done”. The results of the tenant surveys have aided in the development of local housing policies and business practices.
Using the measures developed by Ontario’s Long-Term Housing Strategy, and other locally developed measures, Leeds Grenville will conduct an annual assessment as well as a mid-term review in five (5) years’ time of the Housing and Homelessness Plan.
Additional Quantitative Analysis
Other statistics to assist in measuring the effectiveness of the local Housing and Homelessness Plan will include:
• Number of households accessing the Homelessness Prevention Benefit. • Number of households in receipt of Ontario Works and Ontario Disability Support Program benefits; may contribute to the measure poverty reduction strategy (40% of income, etc.). • Number of households below the Low Income Cut Off (LICO). • Number of households on the Social Housing Registry. • Number of families assisted in emergency shelters.
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10.3 Outcomes and Actions
Strategic Goal 1: Maintain Current Affordable Housing Services and Programs. Outcome: Environmental sustainability and energy conservation. This aligns with the provincial outcome of: Environmental sustainability and energy conservation. Action: Energy Management Conservation Plan for the public housing portfolio. Supporting Action Responsibility Indicators Timeline Budget Utilize Greensaver or other • Maintenance Energy consumption All multi-residential Reduced utilities costs available programs. Supervisor costs will be reduced units in the public will affect operating housing portfolio will budget. have completed the program by March 31, 2014. Implement recommendations of • Program Energy consumption Will be completed by More dollars the 2009 Energy Audit through Supervisor(s) costs will be 2014-2020. allocated initially to operating budget and asset reduced. implement management plan. recommendations of the audit. Implement recommendations from • Housing Manager Energy consumption Will be completed by More dollars the 2010 “Green Build Canada” • Regeneration costs will be 2014-2020. allocated initially to Charette for 11 Hastings Drive. Manager reduced. implement recommendations of the audit.
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Strategic Goal 1: Maintain Current Affordable Housing Services and Programs. Outcome: Ensure stability and access to housing for low-income families This aligns with the provincial outcome of: Outcomes and Accountability Action: Maintenance of current public housing portfolio. Supporting Action Responsibility Indicators Timeline Budget Move to a set annual criteria to the • Housing Manager Stock is maintained January 2018 Increase to annual Community Housing Capital • Director of Human for future budget to reflect full Reserve based on amortization to Services amortization. ensure funds are available to • Chief maintain the public housing Administrative portfolio. Officer (CAO) • Joint Services Committee (JSC) • Counties Council Develop an asset management • Housing Manager Asset management December 2013 plan and database. plan will identify work to be completed and budget predictions.
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Strategic Goal 1: Maintain Current Affordable Housing Services and Programs. Outcome: Coordination with other community services to improve access to safe and affordable housing for individuals and families. This aligns with the provincial outcome(s) of: Coordination with other community services. Goal of ending homelessness Broad range of community needs Private ownership Action: Continue to leverage partnerships with key stakeholders to support individuals and families in accessing safe, adequate and affordable housing. Supporting Action Responsibility Indicators Timeline Budget Maintain a memorandum of • Housing Manager • Memorandum of • Memorandum of $0.00 understanding with Interval understanding is in understanding is House. place. renewed annually Work closely with Interval House • Case Managers • Reduced time on • January 2014 $0.00 staff to ensure special priority • Supervisors waiting list by “X” in • Review after six (6) clients receive service/supports. • Manager the first year and by months “X” in each following year. • Special priority surveys show. Earmark Homeownership funds • Housing Manager • Negotiate new • In next five (5) years $0.00 for Habitat for Humanity • Case Manager homeownership (funding is provincial) families. agreements.
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Strategic Goal 1: Maintain Current Affordable Housing Services and Programs. Outcome: Improve internal communication and access to services. This aligns with the provincial outcome(s) of: Accountability and outcomes Coordination with other community services. Action: Develop and implement an internal communication strategy. Supporting Action Responsibility Indicators Timeline Budget Promote the use of the 211 • Case Managers • Clients will have access to January 2014 Information System • Supervisors services. Develop training sessions for all • Policy Analyst • Increased knowledge and March 2014 Allocation of a staff in Community and Social • Supervisors awareness of all programs. portion of training Services • Skill to deliver programs. budget Promote cross-training • Housing Manager • Increased awareness. Ongoing opportunities between • IPD Manager • Opportunities for departments collaboration. • Enhanced customer services.
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Strategic Goal 1: Maintain Current Affordable Housing Services and Programs. Outcome: Non-profit and co-operative housing are viable and continue to provide affordable housing. This aligns with the provincial outcome(s) of: Non-profit housing corporations and non-profit housing co-operatives. Action: Support the financial viability and stability of current non-profit and co-operative housing providers, recognizing the end of operating agreements. Supporting Action Responsibility Indicators Timeline Budget Provide technical support for • Technical Fulsome asset December 2014 No additional costs building condition assessment. Coordinator management plan. Provide assistance in budget • CSS Finance Financial documents will December 2014 No additional costs preparation. be completed on time. Provide access to relevant • Policy Analyst Training sessions will be April 2014 No additional costs training. provided annually. Any non-profit or co-operative • Finance Manager Reduction in non-profit’s 2028 - end of No additional costs housing provider that is in a accumulated operating operating deficit position will be allowed to deficits. agreements. keep 100% of their annual operating surplus. Partner with HSC to pilot the • Housing Manager December 2014 Unknown development of a template to • Finance Manager manage the process of ending operating agreements. Develop a new comprehensive • Housing Manager Maintaining RGI targets. Beginning in 2014 operating agreement. • Finance Manager Complete operational reviews to • Policy Analyst Two (2) reviews will be December 2014 None ensure mandatory requirements completed annually on a under the Act are met. rotational basis.
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Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Outcome: Rent supplement agreements will provide options; rent-geared-to-income (RGI) housing will better meet the range of community needs. This aligns with the provincial outcome(s) of: Accountability and outcomes. Goal of ending homelessness. Broad range of community needs. Action: Encourage non-profit and private housing providers to add affordable housing to meet the identified needs of the community to the market place. Supporting Action Responsibility Indicator Timeline Budget Consideration of a new Rent • Housing Manager Complete analysis and June 2014 $0.00 Supplement Program to direct ensure targets are funds in a way that supports the established and aligned to changing needs of the high needs areas. community. Work with non-profit and private • Housing Manager Explore opportunities for Ongoing $0.00 market for possible new build. new rent supplement agreements.
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Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Outcome: Independence of those with disabilities is maximized. This aligns with the provincial outcome(s) of: Accountability and outcomes. Broad range of community needs. Action: Enhance the provision of modified units and personal supports. Supporting Action Responsibility Indicator Timeline Budget Maintain and/or enhance the • Housing Manager The number of March Next five (5) years memorandum of of Dimes units in the understanding with the public housing March of Dimes. portfolio and in the community is maintained or increased. Collaborate with March of • Housing Manager New funding is found Dimes to leverage funding and used. opportunities. Liaise with Accessibility • Housing Manager Committee.
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Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Outcome: Improved emergency after-hours services. This aligns with the provincial outcome(s) of: Accountability and outcomes. Broad range of community needs. Action: Enhance provision of emergency housing services. Supporting Action Responsibility Indicators Timeline Budget Renegotiate the agreement • Housing Manager • Served in our community as Ongoing program with Red Cross for emergency tracked by voucher system after-hours support. and reports. • Community Homelessness Prevention Initiative Reporting. Communicate to Police. • Housing Manager • Served in our community as Ongoing tracked by voucher system and reports. Implement additional short- • Director of Human • A family shelter in Brockville 2013-2014 term stay shelter units. Services opened September 1, 2013 • Housing Manager utilizing CHPI one-time funds. • Plans are underway to open a shelter in Prescott for youth, partnering with Connect Youth, October 1, 2013. • A shelter with two (2) units that can accommodate two (2) singles will be opened in Brockville, September 15, 2013.
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Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Outcome: Improved knowledge of services available to aboriginals in Leeds Grenville. Gaps are identified and possible opportunities are explored. This aligns with the provincial outcome(s) of: Broad range of community needs. Action: Develop partnerships with Ontario Aboriginal Housing Services. Supporting Action Responsibility Indicator2 Timeline Budget Make contact and establish a • Housing Manager • Partnership is 2014 working relationship with established. Ontario Aboriginal Housing • Gaps are identified. Services.
Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Outcome: Meet the housing needs of the changing demographic population. Ensure stability and access to housing for low- income families and individuals. This aligns with the provincial outcome(s) of: Accountability and outcomes Goal of ending homelessness A broad range of community needs Action: Assessment of current public housing portfolio for regeneration and revitalization opportunities. Supporting Action Responsibility Indicators Timeline Budget Assess the Social Housing • Policy Analyst • Assessment/review of January – February portfolio based on demand; • Housing Manager waiting list and bring 2014 and ongoing including the consideration of • Director of Human forward a senior’s designation. Services recommendations/tar • JSC gets. • Council
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Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Implement any • Housing Manager • RGI units re-allocated Ten (10) years recommendations of the in alignment with assessment. demand. • Reduction on housing waitlist. Target affordable housing and • Housing Manager • Ability to provide Ongoing; This has regeneration opportunities in • Director of H.S. housing where the started – 2025 demonstrated high need • JSC demand is. areas. • Council • Reduction in move- out costs. • Integrated communities. Flexibility in meeting overall • Housing Manager • Reduction in vacancy April 2014 targets; rent supplement, • CSS Finance Manager • Cost savings non-profits and RGI public • Regeneration housing units. Manager
Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Outcome: Stability on the housing continuum. This aligns with the provincial outcome(s) of: Goal of ending homelessness Action: Engage and advocate with provincial, federal and municipal governments to access increased funding. Supporting Action Responsibility Indicators Timeline Budget Advocate for increased • Director of H.S. • New funding Ongoing to January funding for housing programs • JSC 2014 through our political partners.
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Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Outcome: Stability on the housing continuum. This aligns with the provincial outcome(s) of: Goal of ending homelessness Action: Engage and advocate with provincial, federal and municipal governments to access increased funding. Supporting Action Responsibility Indicators Timeline Budget Consideration of market • Housing Manager • Reduction in move April 2014 tenants being allowed to stay • CSS Finance Manager outs in current units. Replace with • Regeneration • Reduction in vacancy rent supplement. Manager • Cost savings Complete a cost-benefit • Housing Manager to New funding. April 2014 analysis for increasing advocate for Ministry legislated utility charges and to review legislation allowances. Utility charges as it relates to utility and allowances are prescribed costs. in O.Reg 298/01 and are not reflective of actual costs related to utilities. There have been no changes to standard charges and allowances since 2000.
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Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Outcome: Increase in customer self-esteem and self-sufficiency for customers of Ontario Works and Housing. This aligns with the provincial outcome(s) of: Accountability and outcomes Goal of ending homelessness Coordination with other community services A broad range of community needs Action: Enhance customer services and supports. Supporting Action Responsibility Indicators Timeline Budget Develop and deliver a • Housing Manager • Client time on assistance is Workshop delivery This will be part of series of workshops • IPD Manager reduced. beginning in 2014. the operating (including life skills, • Client time in Social Housing is budget. housekeeping, budgeting, reduced. job skills, and tenant • Eviction rate decreases. insurance). • Increased awareness and knowledge and support. Assist in completing • Case Managers • Customer Satisfaction applications. All printed materials will • Customer Satisfaction January 2014 use simplified language, format and translation will be provided as required. Streamline the application • Policy Analyst • Customer Satisfaction April 2014 form Develop and implement • Housing Manager • Reduction in unit vacancy. January 2014 policy and procedures for • Director of H.S. • Reduction of time on wait list. unit sharing. • JSC • Creative/strategic ways to • Council maintain portfolio.
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Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Conduct customer satisfaction survey of tenants every two (2) years Work with MMAH in • Housing Manager 2014-2015 N/A regards to unit sharing • Director of H.S. strategies – flexibility. • JSC • Council Consideration of the • Housing Manager 2014-2020 Annual capital conversion of single • Regeneration budget homes for duplexes. Manager • Director of H.S. • JSC • Council
Strategic Goal 2: Enhance Services to Reflect the Changing Needs of the Community. Outcome: Hidden homeless will be quantified. Data will support and substantiate the need and demand. This aligns with the provincial outcome(s) of: Accountability and outcomes Goal of ending homelessness A broad range of community needs Action: Develop a performance measure to track and report on housing need and demand within the community. Supporting Action Responsibility Indicators Timeline Budget Create a tool to measure, monitor • Policy Analyst Tool is created and reliable 2014 and report on housing and figures are being reported. homelessness numbers. A baseline is determined.
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Strategic Goal 3: Involve all Stakeholders in the Development and Implementation of the Housing Plan. Outcome: Additional affordable housing options will be available. There will be a common understanding in the private market of what “affordable housing” is. This aligns with the provincial outcome(s) of: Accountability and outcomes Goal of ending homelessness The private market A broad range of community needs Action: Optimise land use incentives and other resources to support housing opportunities and develop linkages to the private market. Supporting Action Responsibility Indicators Timeline Budget Develop partnerships with the • Housing Manager New development. 2015 with Unknown private market and non-profit for • Regeneration Manager development of new affordable/RGI housing the Official Plan. developments. Create a land availability registry • GIS Coordinator Annual Report. 2014 - ongoing through the GIS system. • Housing Manager Encourage secondary suites / • Counties Planner Increase in building garden suites. permits for garden suites. Work with partner municipalities to • Counties Planner New builds. 2015 waive development fees and building permit fees. Lobby and encourage infrastructure • Counties Planner New builds. 2015 loans for new development and renovations.
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Strategic Goal 3: Involve all Stakeholders in the Development and Implementation of the Housing Plan. Designate developments and • Planning Services Number of affordable 2015 - ongoing allocate a portion for affordable Manager housing builds. housing for all new developments.
Strategic Goal 3: Involve all Stakeholders in the Development and Implementation of the Housing Plan. Outcome: Improved coordination and shared knowledge of services for customers. Community at large will understand and have knowledge of the Housing and Homelessness Plan and all housing programs. More holistic approach to service delivery. This aligns with the provincial outcome(s) of: Accountability and outcomes Goal of ending homelessness The private market A broad range of community needs Action: Partner with Community Partners to deliver housing services. Supporting Action Responsibility Indicators Timeline Budget Create a Housing Table. • Assessing stabilized housing. Establish a Hoarding Coalition. • Housing Manager with • Eviction rate decreases. • 2013/2014 – CHPI One- Lead of Leeds Grenville • Pride of home. ongoing Time Grant Mental Health. • Safety issues decrease. Funds • Increased knowledge. Pursue the delivery of services in • Housing Manager • March 2014 Social Housing common rooms. • IPD Manager
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Strategic Goal 3: Involve all Stakeholders in the Development and Implementation of the Housing Plan. Develop and implement a Social • Housing Manager • Plan is developed and • January 2015 Housing Communication Plan implemented. • Ongoing task including media releases, • Increase interaction with newsletter, website and annual community partners. progress report. Liaise and develop partnership with • Housing Manager • Broader stakeholder January 2014 LHINs. • Director of H.S. involvement. • Better understanding of each other’s roles. Host a housing forum. Work with Connect Youth and • Housing Manager • A concrete measure will • 2014 - ongoing other youth organizations to • Connect Youth be developed. develop a mechanism to quantify and develop a strategy to support homeless youth. Share a common definition of • All • Great understanding of • 2014 “affordable housing”. what “affordable housing” is.
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11 Stakeholder Consultation
11.1 Focus Groups and Key Informant Interviews
A series of housing and homelessness focus groups and key informant interviews were held from October 1, 2012, through to December 15, 2012, in a variety of locations throughout the Counties. The purpose of the sessions was to present the Housing and Homelessness Plan requirements to the community partners and engage the community in identifying housing needs and potential solutions to such.
One hundred and eighty-eight (188) invitations were sent out to various types of organizations (i.e. children, youth and senior services, addictions service, mental health services, disabilities services, violence/assault services, EMS, Fire and Police, religious organization, private housing developers, municipal CAOs and planners, food banks and non-for-profit housing providers and co-operatives) to learn about housing and homelessness from different lenses.
Table 11-1 summarizes the eight (8) sessions held in which 59 participants from public and private organizations attended.
Table 11-1 Housing and Homelessness Focus Groups, 2012 Attended Stakeholder Group Method Date(s) Location(s) in Total Partners in Serving The Counties Focus Group October 1, 2012 Children and Youth 9 Office Key Informant Connect Youth – Youth 6 December 12, 2012 Interviews SGDHS Partners in Serving Seniors and those The Counties Focus Group 9 October 1, 2012 Challenged with Office Disabilities Key Informant Kemptville Seniors 9 December 5, 2012 Interviews Seniors Group Partners in Providing The Counties Focus Group October 3, 2012 Emergency Services 4 Office Partners in Housing The Counties Development (Private Focus Group 11 October 4, 2012 Office Sector and Municipal) Partners in Serving those Dealing with The Counties Addictions, Violence / Focus Group 7 October 4, 2012 Office Assault, and Mental Health Issues
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Attended Stakeholder Group Method Date(s) Location(s) in Total Not-for-Profit Housing Week of November Focus Group Various Providers 4 25, 2012 Survey Closed Schools Survey -- Survey Monkey December 15, 2012 Survey Closed All Partners Survey -- Survey Monkey December 15, 2012 Hand distributed Survey Closed Food Bank Clients Survey -- and December 15, 2012 Survey Monkey Hand distributed The Counties’ Survey Closed Survey -- and Customers December 15, 2012 Survey Monkey Source: United Counties of Leeds and Grenville
The premise from much of the discussions with stakeholders dealing with clients with addictions and mental health is that housing is a determinant of health. In addition, equally important is getting people into permanent housing as quickly as possible and bringing in supports to help them deal with any issues they are facing (i.e. addictions, mental health, etc.).
Some of the key pressing issues reported by this group include the following:
• Lack of emergency housing in Leeds Grenville; have to resort to transporting youth to shelters in other areas. • Men and women with serious mental illness/addictions leaving treatment centres have difficulty with the affordability of housing. • Even in a supportive housing environment, adequate and safe does not translate into affordable. People leaving treatment end up residing in shared housing to make housing affordable but they may compromise the treatment plan. • Individuals experiencing domestic violence have challenges navigating the shelter system and remain in unsafe situations. • Ensure family reconnections are maintained. • Adopt “housing first” approach.
In the discussions related to the youth, the participants described situations that relate to the cycle of poverty and interplaying factors such as employment, no stable address, and family conflicts and in addition;
• Identified as a gap, on the street to unstable housing. Youth end up on the streets with no options available in Leeds Grenville. • Unstable housing for youth is primarily a result of family conflicts.
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• Agencies have challenges remaining connected to the youth to provide additional support because they don’t have a contact number. • Youth shelters should come with increased support, similar to a group home setting. • Couch surfing isn’t the best situation for a stable environment. Families for which the youth go to ‘couch surf’ often are unstable as well. “Couch is provided but the youth are very hungry and other needs are not being met”. • Youth face instability of not knowing where they are going to sleep every night. This impacts work and school functioning capacities. • Youth trying to obtain employment face challenges such as not having an address or telephone number to put on a resume. In addition, they may not be able to afford cell phone cards, limiting employment opportunities.
The focus groups identified the following issues for seniors in Leeds Grenville:
• Difficulty for seniors knowing where to turn for assistance if they want to sell their homes but do not want to leave their community. • Newer buildings in Leeds and Grenville are not suited for senior needs; too large and not affordable. • Need for more available affordable housing options and remove hidden costs (heating/utilities). • Need to look closely at overall cost of living compared to senior incomes. • Assisted living is needed but in a supervised setting. • Retirement homes are not subsidized. • Seniors with mental health issues can risk losing their housing if they are hospitalized for an extended time period. In addition, there are increased problems such as unit damages and increased risks of seniors leaving the stove on. • Need support to building better community-assisted supports that enable individuals to stay in their home.
The community focus groups identified the following issues for planners:
• Developers and planning stakeholders spoke about making a strong business case for affordable housing; this includes a density bonus for new construction. Offer incentives and concessions to developers if they include affordable housing. • Of clear importance is the need to think out of the boundaries and ensure planning is inclusive for rural experiences. People in rural areas require different solutions to homelessness and housing insecurity than people in the urban centre. • Specific to rural areas; issues were raised with regards to accommodating aging parents, conversion of homes or granny suites on the property. • Costs of multi-units in a rural setting will drive up the cost of the units, wells/sewers, etc. “Mallorytown small water regulation; makes sense to think about the water on top of land with seniors and kids.”
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• Mentioned was the need for more supply of geared-to-income and affordable housing and need to think about different ways to provide this affordability beyond the traditional social housing approach. • Entry level housing into the housing market for young families is increasingly becoming an issue. There are fewer post-war, war-times homes available to be purchased at an affordable cost. In addition, working-poor families are being squeezed out of the housing market. “Families cannot afford to pay $300,000.00 for homes. Subsidized families are not able to own houses. Builders are building houses that are too large so that they can make money. How do you get builders to build houses that are 1,000 sq. ft.”? • Planning is complex; high density at the high transit notes. Offsets to be considered include changing zone, reducing taxes, fees, etc. Consider permitting a mall/store in a neighbourhood that connects housing more closely to services. • Suggested is a ten-year deferral on development charges; 100% down to 25% so that affordable housing can be put out in the market for purchase in North Grenville. • Required is sustainable models that prevents abuse of the affordability of selling the house (i.e. not large increase in re-sale of housing).
Key Findings
Four (4) common issues that were raised by the various focus group stakeholders were:
1. Population groups (youth, seniors, individuals with mental illness) face increased barriers and have different issues related to accessing housing based on unique factors. 2. People, regardless of demographics, need to feel safe and secure. Nearly every group talked about safety, eviction, mental health and crime faced in their various housing situations and engagement with clients. 3. People need help knowing where to go to get support with their housing. 4. There is a need for tailored housing options.
Proposed Priority Actions from the Focus Groups
Based on the variety of responses from the diverse focus group stakeholders, there were several commonalities and the feedback confirmed support for priority actions in the following ways:
• Individual life skills and training for tenants who have difficulty maintaining their tenancy. Examples include assisting persons with money management skills, employment skills, budgeting and general life skills. • A range of financial incentives from municipal government are required to build affordable housing. The range of financial incentives include local development charges relief. • Identify areas where there is appropriate land to build and where the affordable housing is required.
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• Create approval processes that support the builders (i.e. user friendly for builders). • Amendment of by-laws; waive fees. • Emergency financial assistance such as rent banks and utility banks to help prevent people from becoming homeless. • Partnerships and cooperation among the public, non-government, non-profit and private sectors are required to create new units. • Increase community acceptance of affordable housing. • Explore new housing initiatives and funding programs (i.e. private partnerships to build affordable housing units). • Increase the number of rent supplement agreements.
11.2 Community Partner Surveys
Community Partner Surveys were conducted through three (3) key informant interview sessions with the following groups:
• Youth representing Connect Youth • Seniors representing Kemptville and District Home Support; and • Clients of Operation Harvest Sharing Food Bank
Overview of Common Themes from the Community Partner Surveys
• Issues of homelessness emerged as a growing trend attributed to poverty, financial crisis, family conflict, lack of appropriate and affordable housing, support services, crime, including addictions and mental health services and income. • The homeless population is diverse; youth, women, seniors, people with mental health and addictions, young families, and people transitioning from the justice system. • Gaps were identified between the need and supply of shelter beds, transition and supportive housing, low-income housing, in addition to a need for homeless outreach services, employment programs and addictions treatment services. • Improved navigation is required for families and individuals seeking support. • Improved coordination and navigation is required among providers at both the agency level and system level. • Consider the “No Wrong Door” approach to address the provision of shelter services and to provide permanent housing solutions as a means of eliminating homelessness. • Partnerships, agencies and other key government and community funders must play a role toward the development of emergency shelters and supportive housing for the homeless and those at risk of homelessness. • Develop approaches and solutions that fit for the United Counties of Leeds and Grenville.
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11.3 Customer Service Surveys
The findings of the Customer Service Survey must be regarded as indicative and directional rather than “statistically” quantifiable.
Approach
Customer surveys were administered as follows:
• Sent to various food banks in Leeds Grenville for distribution to people who access their services. • Mailed to customers who have accessed Home Ownership funding, Ontario Renovates funding and housing services. • Mailed to all housing tenants in social housing, including non-profit tenants. • Link on the Leeds Grenville website including a link insert notice to Ontario Works clients. The link was also provided to all of the service providers who received an invitation to the focus groups for distribution to people who access their services.
Overview of Common Themes of the Customer Service Survey Report
• Safe, affordable and stable housing is an essential need in improving the quality of life for individuals, especially women fleeing violence, seniors, and the homeless or at risk of homelessness. • Challenges that people faced included not being able to ‘financially’ afford even subsidized housing, but that is not all. Mental health issues, disability, family breakdown, poverty, unstable employment and no fixed address were contributing factors to housing insecurity and instability. • People repeatedly articulated that social assistance and minimum wage rates were not adequate to live in stable and good quality housing. • Risk of losing housing is exacerbated by additional costs such as utilities (i.e. heat and water), which leaves little money to spend on groceries. • Seniors articulated vulnerability in maintaining their housing due to financial pressures they faced. • The homeless and those at risk of being homeless lack awareness of supports and services in place to assist them. • Social networks (friends and family) play a crucial role in supporting the homeless and those that are vulnerable.
Some of the Common Themes Identified Through the Survey Responses are:
• High rent costs. • High utility costs.
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• Loss of employment creating housing insecurity. • Better wages to help people afford their housing. • Social assistance allowance not enough to “make ends meet”, not sufficient.
11.4 Community Consultations
Community Consultations Common Themes
Partnerships • Critical to develop relationships with community partners. • Ground level front-line workers make the connections but often get lost at the higher level. • Housing table is a great idea; need representation from private sector developers finance people; champions. • Link between housing and health, co-operative living; share information. • Service clubs may be a missing link as well as churches, legal clinics, police, fire. • Linkages with LHIN may need to come at a higher level. • Partnerships with the United Way as they are studying poverty in the local communities. • Churches are a resource and are willing to partner; they provide meals/lunches; fix-it resource for community members. • Engagement with private sector (i.e. skills opportunities). • Cross ministry boundaries; need to humanize housing. • Housing does not fit in one sector; it fits in small part in many sectors.
Seniors • Elderly people living in their homes but cannot live alone; suggests that others could live there and provide each other with support. • In some communities like Elgin, there are empty houses that could be adapted to fit the needs but there is always red tape. • Agreement that there should be aging in place concept. • Seniors designation great idea; sometimes difficult to live with younger people as different issues.
Funding • Agencies have strict criteria for funding; need to think outside the box so more dollars can be directed to programming. • Developmental Services talked about lack of funding; lack of group homes and costs to maintain. • Where are the dollars to implement a ten-year plan? • Many agencies are fighting for the same dollars.
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Issues • Transportation has been identified as a barrier as many communities have no amenities; people don’t have a car. • Leeds and Grenville has a diverse, vast area. • Community is not always aware of what programs are available. • Needs to be more accountability in the system; developers or landlords do not always want to rent due to rent not being paid/damage, etc. There should be some type of compensation. • Stop “ghettoizing”; putting all low income in one area; needs to be more of a mixed neighborhood. • Homelessness is hidden; people that are homeless do not have a voice. • Community wants database information on how to access funding and programs. • Transitional housing is almost non-existent. • The ten-year plan needs to have timelines, smaller chunks. • A few members in the community thought the vision and guiding principles were too passive; needed stronger words. • Need more specifics (i.e. build 200 units). • What does lobby mean and who should do it?
Remedies • Front-line staff should receive more training in how to deal with clients/tenants with mental health issues. • Agreed with the idea of a community inventory. • Preventative proactive approach to hoarding. • Community appreciated and likes the Service Manager Rent Supplement Program. • Programming needs to be mobile; go to the people. • Partner with hotels to book an entire floor and provide counselling. • Convert large buildings to boarding houses. • New subdivision, need a certain number of units to be affordable. • Should be incentive to encourage affordable housing. • Municipal by-laws (i.e. renovating basements) for separate residences. • Convert existing stock to affordable (i.e. second and third floor units over commercial buildings in the downtown core). • Shelter amounts are often paid directly to clients; rent should be paid to landlords. • Landlords should be provided with security deposits for damages; first and last month’s rent. • Rent Supplement is a great program as integrated into community, but costly. • Community gardens; developments fees; waive for non-profits. • Tax incentives for developers. • Board governance training.
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12 GLOSSARY
Term Meaning
Aboriginal People A collective name for the original people of North America and their descendants. The Canadian Constitution (the Constitution Act, 1982) recognizes three (3) groups of Aboriginal peoples — Indians, Métis and Inuit. These are three (3) separate peoples with unique heritages, languages, cultural practices and spiritual beliefs. (Ministry of Aboriginal Affairs, Ontario).
Abuse One or more incidents of physical or sexual violence, controlling behaviour, or intentional destruction of or intentional injury to property, or words, actions, or gestures that threaten an individual or lead an individual to fear for his/her safety.
Affordable Housing Housing which would have a market price or rent that would be affordable to those households with incomes at or below the Household Income Limits established by the Province under the Housing Services Act.
Aging in Place The ability to live in one’s own home and community safely, independently, and comfortably, regardless of age, income, or ability level. (Centers for Disease Control and Prevention)
Arrears An unpaid or overdue debt or an unfulfilled obligation such as rent or utility bills.
Benefit Unit A benefit unit under the Ontario Works Act, 1997 or the Ontario Disability Support Program Act, 1997 (Housing Services Act, 2011) means a person and all of his or her dependants on behalf of whom the person applies for or receives basic financial assistance (Ontario Works Act, 1997) and/or means a person and all of his or her dependants on behalf of whom the person receives or applies for income support (Ontario Disability Support Program Act, 1997).
Brownfields Initiative Means real property, the expansion, redevelopment, or reuse of property which may be complicated by the presence or potential presence of a hazardous substance, pollutant or contaminant.
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Term Meaning
Canada Mortgage Canada's national housing agency working with community and Housing organizations, the private sector, non-profit agencies and all levels of Corporation (CMHC) government to help create innovative solutions to today's housing challenges, anticipate tomorrow's needs, and improve the quality of life for all Canadians. CMHC is Canada’s premier provider of mortgage loan insurance, mortgage-backed securities, housing policy and programs, and housing research.
Condominium A building or complex in which units of property, such as apartments, are owned by individuals and common parts of the property, such as the grounds and building structure, are owned jointly by the unit owners; a unit in such a complex. (The Free Dictionary).
Consolidated A municipal government responsible for administering local services for Municipal Service Ontario Works, child care, social housing, land ambulance, and Manager (CMSM) community health. The United Counties of Leeds and Grenville is the CMSM for Leeds Grenville, including ten (10) townships and three (3) separated cities and towns.
Co-operative Housing Co-op housing is owned by the co-operative corporation and governed by boards of directors democratically elected from among its resident members. Co-ops are usually funded under a government housing program and provide housing to low and moderate income families.
Crowding The Canadian National Occupancy Standard (CNOS) has been developed by the Canada Mortgage and Housing Corporation (CMHC) to help determine the number of bedrooms a dwelling should have to provide freedom from crowding. The CNOS is based on the number, age, sex and inter-relationships of household members and states that: • no more than two people shall share a bedroom; • parents or couples may share a bedroom; • children under five (5) years, either of the same sex or opposite sex may share a bedroom; • children under 18 years of the same sex may share a bedroom; • a child aged five (5) to 17 years should not share a bedroom with a child under five (5) of the opposite sex; • single adults 18 years and over and any unpaired children require a separate bedroom.
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Term Meaning
Domiciliary Hostels Privately owned residences that provide permanent housing to vulnerable adults, including seniors, who require some personal care and assistance with daily living. Funding is provided under the Province’s Domiciliary Hostel Program.
Home Ownership This is a non-profit financial corporation dedicated to making Alternatives (HOA) homeownership possible for low and moderate income families through providing them with second mortgages.
Household An individual who lives alone or two (2) or more individuals who live together in the same dwelling and who do not have a usual place of residence elsewhere.
Household Income Household Income Limits are the prescribed income levels to be eligible Limits (HILS) to receive rent-geared-to-income for each unit size in each service area. Household Income Limits are prescribed in the Housing Services Act, 2011 O. Reg. 370/11 Schedule 2.
Housing and A legislated requirement under the Housing Services Act, 2011 s. 6 that Homelessness Plan each Service Manager establish a plan to address housing and (HHP) homelessness.
Housing First A more recent approach for dealing with homelessness that emphasizes placing homeless individuals into housing first and then providing additional services as required.
Housing Services Act, Replaced the Social Housing Reform Act, 2000 effective January 1, 2012. 2011 (HSA) It maintains the administrative and funding responsibility for housing with Service Managers within a more flexible framework.
Housing Starts An economic indicator that reflects the number of privately owned new houses on which construction has been started in a given period. This data is divided into three (3) types: single-family houses, townhouses or small condos, and apartment buildings with five (5) or more units. Each apartment unit is considered a single start. The construction of a 30-unit apartment building is counted as 30 housing starts.
Leeds Grenville The geographic area encompassing the ten (10) member municipalities of the United Counties and the separated municipalities of Brockville, Prescott, and Gananoque.
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Term Meaning
Local Priority Rules Under the Housing Services Act, 2011, Service Managers may establish local priority rules in some areas of administering rent-geared-to- income assistance. Local priority rules are intended to provide flexibility to Service Managers in order to address local housing issues.
Low Income Cut Offs Income levels at which families or unattached individuals spend 20% (LICO) more than average on food, shelter and clothing.
Market Housing Private rental or owned housing where pricing (i.e. rents and prices) are set in the open market.
Member Municipality One of the ten (10) lower-tier municipalities which are part of the upper tier government of the United Counties of Leeds and Grenville.
Ministry of Responsible for programs that help to build communities that are Community and resilient, inclusive and sustained by the economic and civic Social Services contributions of all Ontarians. Programs include Ontario Works and (MCSS) Ontario Disability Support Program, Community and Developmental Services, and the Family Responsibility Office.
Ministry of Municipal Works with municipal partners and community stakeholders to develop Affairs and Housing policies and standards that promote safe and strong communities, (MMAH) thriving economies and a range of housing choices.
Modified Unit A unit that has been modified so as to be accessible to an individual with a physical disability or so as to allow an individual with a physical disability to live independently. Modifications can range from wheelchair accessibility to strobe light alarms for hearing impaired individuals.
Non-Profit Housing Owned and operated on a not-for-profit basis by community-based, non-profit corporations and provides housing for low and moderate- income households. Most non-profit housing communities are a mix of rent-geared-to-income and market rent.
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Term Meaning
“No Wrong Door” The No Wrong Door philosophy is about working together, innovative Approach thinking and new ways of sharing information to achieve the best possible client outcomes. The vision for No Wrong Door is: Client- centred, accessible and coordinated services.
Official Plan A statutory document that communicates the strategic direction and priorities of the municipality.
Ontario Disability Provides financial assistance to people with disabilities to help pay for Support Program basic needs such as food and shelter and provides employment (ODSP) supports to people with disabilities who can and want to work.
Ontario Early Years Resource centres for parents and caregivers where they can access Centre (OEYC) information about early childhood development, participate in early learning activities, learn about programs and services available, talk to early years professionals and network with other parents and caregivers.
Ontario Non-Profit Founded in 1988, represents over 760 non-profit housing providers in Housing Association Ontario. Services of the Association include housing research and (ONPHA) analysis, representation of the non-profit housing sector to all levels of government, and housing information and specialized education.
Ontario Works (OW) Provides temporary financial assistance to cover food and housing costs and employment assistance to help recipients prepare for and find a job.
Operating Agreement An agreement between a housing provider and the Service Manager under which funding is provided to the housing provider.
Partner Municipality Refers specifically to the City of Brockville, the Town of Prescott, and the Town of Gananoque, which are party to the Joint Services Agreement with United Counties of Leeds and Grenville.
Provincial Policy The statement of the Ontario government’s policies related to land use Statement (PPS) planning and development; it is used by municipalities throughout the province to develop their official plan.
Public Housing Housing built under a federal public housing program and originally owned wholly by the province through the Ontario Housing Corporation (OHC). Ownership of all public housing was transferred to municipalities under the Social Housing Reform Act, 2000.
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Term Meaning
Residential Overseen by CMHC, the RRAP was designed to help low-income Rehabilitation Canadians, people with disabilities and Aboriginals live in decent, Assistance Program affordable homes by providing funding for improvements, repairs or (RRAP) renovations to the units.
Rent Supplement A program whereby the Service Manager enters into a service agreement with private landlord(s) for privately owned rental units. Under the rent supplement agreement, tenants pay rent-geared-to- income directly to the landlord and the Service Manager subsidizes the difference between the market rent for the unit and the rent-geared-to- income amount payable by the tenant directly to the landlord.
Rent-Geared-to- Rent calculated and charged based on the gross monthly income of a Income (RGI) household; rent-geared-to-income is approximately 30% of gross monthly income.
Secondary Suites Additional dwelling on a property that normally accommodates only one dwelling. A secondary suite is considered “secondary” to the primary residence and normally has its own entrance, kitchen, bathroom and living area. An example of a secondary suite might be a basement that has been renovated to accommodate another household and does not share entry or any other living spaces with the primary residence.
Separated Single-tier municipalities in the Province of Ontario. In Leeds Grenville, Municipality it specifically refers to the City of Brockville, Town of Prescott, and Town of Gananoque
Service Area Geographic area for which the Service Manager is responsible for funding and administration of social housing. The service area for Leeds Grenville is all social housing within the United Counties of Leeds and Grenville.
Service Manager Means a municipality, agency, board or commission designated as a Service Manager under section 11 of the Housing Services Act, 2011. The United Counties of Leeds and Grenville is the designated Service Manager in Leeds Grenville.
Social Housing Rental housing developed with the assistance of government and subsidized by government for people with low to moderate-incomes, seniors, or people with special needs who can live with supports, in the community.
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Term Meaning
Social Housing Introduced in October 2000, provides legislative authority to devolvep Reform Act, 2000 and reform social housing programs in accordance with key policy (SHRA) directions.
Social Housing Is responsible for the application process and determining eligibility for Registry rent-geared-to-income assistance, applying established occupancy standards to households waiting for accommodation, establishing and administering a centralized waiting list for all rent-geared-to-income units within the service area. The Social Housing Registry is a function of the Housing Department.
Social Housing Introduced in 2009, a capital grant program that funds the repair and Renovation and regeneration of eligible social housing projects. Retrofit Program (SHRRP)
Special Priority A priority status for households in which one or more members has been abused by another individual, the abusing individual is or was living with the abused member or is sponsoring the abused member as an immigrant, and the abused member intends to live permanently apart from the abusing individual.
Supportive Housing Housing that includes support services that must be provided in order for the member(s) of the household to live independently.
The Counties The Corporation of the United Counties of Leeds and Grenville (*legal name)
Upper-Tier A county, region, or district is referred to as “upper tier” government; Municipality the United Counties of Leeds and Grenville is considered an “upper-tier” municipality comprised of ten (10) townships and three (3) separated towns and cities.
Vacancy Rate A numerical value calculated as a percentage of all available rental units.
Visitability Visitability is a movement to change home construction practices so that virtually all new homes — not merely those custom-built for occupants who currently have disabilities — offer a few specific features making the home easier for mobility-impaired people to live in and visit.
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13 REFERENCES
1. Accessibility for Ontarians with Disabilities Act, 2005. Province of Ontario. 2. Bridges out of Poverty. Strategies for Professionals and Communities; 2006. 3. Bringing New Life to Public Housing, United Counties of Leeds and Grenville; 2011. 4. Building Condition Assessment and Capital Fund Study, United Counties of Leeds and Grenville. The Stonewall Group. Jp2g Consultants, Inc.; 2005. 5. Theobald, D.E. Bringing New Life to Public Housing. A Plan to Regenerate Public Housing in the United Counties of Leeds and Grenville; Cherry Hill Consulting; 2011. 6. Financial Sustainability of Local Government on Eastern Ontario; 2012. 7. French Language Services Act, 2009, Province of Ontario. 8. Housing and Homelessness 10-Year Plan Development Customer Survey, United Counties of Leeds and Grenville; 2013. 9. Housing and Homelessness Dialogue, Leeds and Grenville; 2013. 10. Housing Services Act, 2011, Province of Ontario. 11. Operational Plans: • Elizabethtown-Kitley • Leeds and the Thousand Islands • Rideau Lakes • Augusta • Prescott • Gananoque • Brockville 12. Service Manager Annual Information Returns (SMAIR), United Counties of Leeds and Grenville; 2012. 13. Social Housing Reform Act, 2000, Province of Ontario 14. Survey of Family Expenditures (FAMEX), Statistics Canada; 1996.
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14 BIBLIOGRAPHY
1 Carter T, Polevychok C, Friesen A, Osborne J, Gunn A, Wolfe C. Housing for Manitobans: A Long-Term Plan; 2009:8. 2 Carter T, Polevychok C, Friesen A, Osborne J, Gunn A, Wolfe C. Housing for Manitobans: A Long-Term Plan; 2009:11. 3 Gaetz S, Donaldson J, Richter T, Gulliver T. The State of Homelessness in Canada, Toronto: Canadian Homelessness Research Network; 2013:16. 4 Gaetz S, Donaldson J, Richter T, Gulliver T. The State of Homelessness in Canada; 2013:4. 5 Ministry of Municipal Affairs and Housing. Building Foundations: Building Futures: Ontario’s Long-Term Housing Strategy; 2012:5. 6 Census of Canada. Statistics Canada; 2001, 2006, 2011 7 Ontario Population Projections Update, 2011 – 2036 Ontario and Its 49 Census Divisions, Spring 2013 Based on 2006 Census. Province of Ontario; 2013. 8 Accessibility for Ontarians with Disabilities Act, 2005. Province of Ontario; Chapter 11, Section 29(1). 9 Census of Canada. Statistics Canada; 2006 10 Socio-economic and Housing Trends Analysis Report. Housing and Homelessness Resource Centre Date Profile; 2013:15. 11 Census of Canada. Statistics Canada; 2001 and 2006. 12 1000 Islands Region Workforce Development Board. Local Labour Market Planning Report; 2013:11. 13 1000 Islands Region Work Force Development Board, Local Labour Market Planning Report; 2012:15-16. 14 1000 Islands Region Work Force Development Board. Local Labour Market Planning Report; 2012:36. 15 1000 Islands Region Work Force Development Board. Local Labour Market Planning Report; 2012:8. 16 Housing Services Corporation for the OMSSA Housing and Homelessness Resource Centre; 2013. 17 Lapointe L. Where’s Home? The Need for Affordable Rental Housing in Ontario; 2012:3. 18 Canadian Mortgage and Housing Corporation, Rental Market Report, Fall, 2012. 19 Ontario Provincial Policy Statement; 2005:8-9.
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20 By-Law 05-26 to Provide for the Enactment of Municipal Housing Facilities by By-laws in Leeds Grenville. The United Counties of Leeds and Grenville; 2005. 21 South Grenville Homelessness Task Force Facilitated Community Discussions. United Way of Leeds and Grenville; 2012. 22 Census of Canada. Statistics Canada; 2006. 23 Integrated Community Sustainability Plan. United Counties of Leeds and Grenville; 2012:17-29. 24 Building Foundations: Building Futures. Ontario’s Long-Term Affordable Housing Strategy. Ministry of Municipal Affairs and Housing. 2012:16.
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