Business Plan 2019-2021

Parkland Foundation EXECUTIVE SUMMARY The top two priorities of the Parkland Foundation are:

1. Phase Two planning for the Autumn Glen Lodge site consisting of an integrated health and near market housing project similar to projects in the Mountview Housing area (Olds and ).

2. Working in Partnership with The Bethany Group to develop a rural focused integrated housing project, to help seniors stay in their community of choice.

ACCOUNTABILITY STATEMENT This Business Plan was prepared under the direction of the Board of Directors of the Parkland Foundation in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic or fiscal implications of which the Board is aware. This business plan was approved by the Board of Directors June 28, 2018.

PARKLAND FOUNDATION The Parkland Foundation operates pursuant to the Housing Act under the purpose to enable the efficient provision of a basic level of housing accommodations for persons, who because of financial, social or other circumstances require assistance to obtain or maintain housing accommodation.

. Members of the Parkland Foundation include , Town of Bowden, Town of Innisfail, Town of Penhold, Village of , and the Village of Elnora. . The Parkland Foundation operates one 62 unit Seniors Lodge in Innisfail, 5 Seniors Self Contained Apartment Buildings with 86 units in Bowden, Innisfail and Penhold and 2 Family Housing Units in Bowden. All properties are owned by the Province of Alberta through the Alberta Social Housing Corporation. . Currently under construction is the replacement Autumn Glen Lodge, a 90 unit Integrated Seniors Lodge (60 units) and Apartment (30 unit) Complex. . Resident Profile and Waiting Lists - Current Average Age at the Autumn Glen Lodge is 85 and the average stay is 4 years. The Lodge operates at full capacity with a current waiting list of 19 applicants. The average age in the Seniors apartments is 78 and the average stay is currently 5 years. The seniors apartment portfolio currently operates at 100% capacity with a waiting list of 46 for the 86 units available. The highest demand is in the Town of Innisfail. . Staffing Profile and Organizational Structure - the Parkland Foundation employs 19 staff totaling 17.6 FTE in delivery of lodge and social housing services in member communities. The Bethany Group is contract Chief Executive Officer to the Foundation, and provides resources for support to the Board of Directors, Strategic Planning, Finance, Payroll, Human Resources, Capital development and facility maintenance.

Parkland Foundation Business Plan 2019 - 2021 Page 1 of 7 . Financial Profile and Budgets (Audit 2017) The Parkland Foundation operating budget for the Seniors Lodge is $1.1 million with revenues generated from accommodation charges of $883,000, the provincial lodge assistance program of $182,000 and municipal contributions from member municipalities of $155,000 by way of Municipal Requisitions pursuant to the Alberta Housing Act. The social housing operated by the Foundation is through an annual operating budget of $550,000, which is offset with rent recovered based on income and provincial deficit funding through an annual budget approval process. The annual local payroll is $900,000.

INSTITUTIONAL CONTEXT The Parkland Foundation enjoys a positive relationship with The Bethany Group and the other Housing Management bodies that use The Bethany Group as CEO. Parkland Foundation is a member of the Alberta Seniors Community Housing Association. The Foundation is participating in interagency meetings hosted by the Innisfail FCSS in order to build relationships and identify opportunities with community-based organizations.

PLAN DEVELOPMENT The Parkland Foundation had a high degree of continuity after the 2017 municipal elections, with five of six members returning. Activities undertaken by the Board in development of this plan include a business planning session held on June 7, 2018 and CEO/CAO meetings with the communities of Innisfail, Penhold, Elnora and Delburne. Member communities provide the following documents and plans of support of local affordable housing initiatives:

> Town of Innisfail Seniors Needs Assessment 2016 > Town of Innisfail Housing Discussion Paper 2017 > Town of Innisfail Strategic Plan 2018-2021 > Age Friendly Community committee, Town of Innisfail > Strategic Clinical Network, community collaboration with Alberta Health Services in Innisfail > Village of Elnora Hospital Site discussion paper > Ad hoc seniors housing committee with representatives of Delburne and Elnora

ENVIRONMENTAL SCAN AND STRATEGIC CONTEXT The primary impacts on our strategic environment are:

> Recovering Provincial Economy > Provincial Fiscal challenges

Parkland Foundation Business Plan 2019 - 2021 Page 2 of 7 > 2017 Provincial Housing Strategy > 2017 Federal Housing Strategy > Aging population and home care shift > Local Demographic Information > Household Income > Market Housing Conditions

STRATEGIC RISKS AND STRATEGIC OPPORTUNITIES The primary impacts on the strategic environment for the Parkland Foundation are:

> Aging population and population growth in the Parkland Foundation catchment area, putting pressure on existing facilities. > Growing demand for services that support Age in Place philosophies and strong desire for seniors to remain in their community of choice > Growing demand for mixed market housing > Limited growth in affordable housing for low income workers, both single and families > Limited growth in affordable housing options for seniors. > Strong collaborative approaches to senior housing and services issues within the catchment area

STRATEGIC PRIORITIES The Parkland Foundation has identified the Strategic Priorities outlined in the Provincial Housing Strategy to guide operations through the next 3 to 5 years: 1. Investing Now and For the Future 2. Integrated Housing and Supports 3. Successful Transitions and Aging in Community 4. Fair and Flexible 5. A Sustainable System The development of this business plan is keeping within the Purpose of the Alberta Housing Act and the obligations of the Board of Directors of the Parkland Foundation pursuant to the Management Body Operations and Administration Regulation.

Parkland Foundation Business Plan 2019 - 2021 Page 3 of 7 OUTCOMES, KEY STRATEGIES AND PERFORMANCE MEASURES

Outcome One: INVESTING NOW AND IN THE FUTURE Housing Accommodations operated by the Parkland Foundation will meet or exceed minimum housing standards and options to meet demands for new housing supply will be explored.

Key Strategies: 1.1 Increase the Supply of Affordable Housing 1.2 Improve and Maintain the condition of existing affordable housing

Performance Measures • The new 90 unit Integrated Seniors Lodge and Apartment Complex in Innisfail is completed and fully occupied by summer 2020, adding a net of 12 new seniors housing units to the Community. Construction tender is to be released June 2018

• Parkland Foundation, working with the Bethany Group completes an analysis, including design and financing options for a Phase 2 project, focusing on near market housing and health care (DSL units). This approach would result in a mixed market, mixed service Campus of Care in the Town of Innisfail

• Funding up to $250,000 annually over 5 years is approved by the Ministry of Seniors and Housing for the items requested under the 5 Year Capital Maintenance and Renewal List for the Seniors Apartments and Social Housing operated by the Parkland Foundation.

• All capital projects are completed in accordance with; approved standards, scope and specifications; on time; and on budget.

• Local caretakers hired to improve responsiveness to operating maintenance issues.

• A strategic assessment of the Bowden R & N housing units will be completed by 2019.

Outcome Two: INTEGRATED HOUSING AND SUPPORTS Residents of Housing Accommodations and services offered by the Parkland Foundation have the tools they need to enable successful occupancies and to live independently with or without community-based services.

Key Strategies: 2.1 Enhance Integration with Community Support Services

Parkland Foundation Business Plan 2019 - 2021 Page 4 of 7 Performance Measures • Connecting with Community Administration and FCSS, a gap analysis will be completed to develop a service package plan for individuals in the community.

• Parkland Foundation will participate in social services/FCSS interagency meetings and activities within the service area.

Outcome Three: SUCCESSFUL TRANSITIONS AND AGING IN COMMUNITY The operations of the housing accommodations and support programs offered by the Parkland Foundation allows the residents to easily access services that enable them to be affordably and safely housed, as well as successfully transition out of the system when necessary or able.

Key Strategies: 3.1 Enable transitions through the continuum of housing and supports 3.2 Support the desire of Albertans to age in their community

Performance Measures • The Parkland Foundation approves The Bethany Group to complete a feasibility analysis with the Town of Innisfail on delivery of meals on wheels from the new facility, including options to enhance services to the community.

• The Parkland Foundation and the Bethany Group will explore the options to embed home care in the new Autumn Glen Lodge under direct contract with Alberta Health Services.

• The Parkland Foundation and the Bethany Group will explore options with Alberta Health Services to integrate Designative Supportive Living spaces into the planning for the Phase 2 addition to the new seniors facility under development in Innisfail.

• The Parkland Foundation and the Bethany Group work collaboratively with Alberta Health Services to address potential seniors housing and service options at the former Elnora Hospital.

• The Parkland Foundation will work with member communities to determine what gaps exist and develop collaborative strategies to provide housing and service options for those communities focusing on a rural delivery model

Parkland Foundation Business Plan 2019 - 2021 Page 5 of 7 Outcome Four: FAIR AND FLEXIBLE The operations of the housing accommodations and support service programs are flexible and responsive to meet resident needs.

Key Strategies: 4.1 Modernize the regulatory framework to support equitable treatment and housing stability 4.2 Improve System access and navigation 4.3 Promote enhanced understanding of and coordinated response to rural and urban needs

Performance Measures • Implement the regulatory changes to the Alberta Housing Act pursuant to the Provincial Housing Strategy and the Lodge Program Renewal Committee for the operations of Autumn Glen Lodge, upon direction received by the Province of Alberta on implementation. • Parkland Foundation is supportive of a closer connection to community housing and rent supplements programs currently administered by the Red Deer Housing Authority in order to improve service to clients and improve accountability back to the local municipalities.

Outcome Five: A Sustainable System The financial operations of the Parkland Foundation are sustainable based on new funding models, including allowing market rental options within the portfolio.

Key Strategies: 5.1 Support operational and environmental sustainability of affordable housing projects 5.2 Partner with other governments to support a sustainable system and meet the housing and support needs of Albertans 5.3 Improve the knowledge of the housing and support needs of Albertans

Performance Measures • Approve the change of Lodge rents to a Rent Geared to Income model and service package once the new facility comes on stream. Accommodation charges will continue to be reviewed and approved annually by the Board of Directors, per the Budget process, but enables seniors housing charges to be based on income and their ability to pay, while generating revenue to make operations more sustainable. • Seniors and Affordable Housing identified in the Parkland Foundation members Intermunicipal Collaboration Frameworks.

Parkland Foundation Business Plan 2019 - 2021 Page 6 of 7 APPENDICES

• Appendix A - Housing Management Body Corporate Profile

• Appendix B - Portfolio Profile

• Appendix C - Financial Budget and Forecasts

• Appendix D - Capital Maintenance and Renewal Program • Appendix E - Surplus Properties

Parkland Foundation Business Plan 2019 - 2021 Page 7 of 7 Waitlist Information as of May 31, 2018

Avg. Building No. Of Vacant Current Current Length of Type Town Waitlist Name Units Units Avg. Age Gender Stay (Years) Autumn Glen Lodge Lodge INNISFAIL 62 1 21 85 FEMALE 41 4 MALE 19 BOWDEN R&N Rural and Native Bowden 2 0 0 24 FEMALE 4 2 MALE 3 Bow Glen Court Senior Self Bowden 10 0 4 78 FEMALE 8 6 MALE 4 Westview Manor Senior Self Bowden 20 0 4 75 FEMALE 14 4 MALE 10 Dodds Lake Manor Senior Self INNISFAIL 32 0 16 76 FEMALE 24 6 MALE 11 Poplar Grove Court Senior Self INNISFAIL 16 0 18 81 FEMALE 14 6 Contained MALE 2 Penhold Royal Senior Self Penhold 8 0 4 77 FEMALE 3 5 Manor Contained MALE 5 Totals 150 1 67 71 FEMALE 108 5 MALE 54 UNSPECIFIED 3 Actual applicants on waitlist: 46 A Snapshot of Renters in Alberta & Innisfail

HOUSEHOLDS AVERAGE & MEDIAN INCOMES

3,145 Median Income Average Income $80,000 $74,184

2,350 $60,357 $61,750 $60,000 $48,277

$40,000

795 $20,000

Renters Owners All $0 Alberta Innisfail Alberta Innisfail

AVERAGE PROPORTION OF INCOME AVERAGE MONTHLY HOUSEHOLDS LIVING IN SPENT ON RENT & UTILITIES RENT & UTILITIES OVERCROWDED CONDITIONS

Alberta Innisfail Alberta Innisfail Alberta Innisfail 21% 21% $1,279 $1,092 9% 8%

HOUSEHOLDS SPENDING OVER 30% OF INCOME ON RENT AND UTILITIES

Innisfail 36%

Alberta 36%

HOUSEHOLDS SPENDING OVER 50% OF INCOME ON RENT AND UTILITIES

Innisfail 13%

Alberta 16%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Proportion of Households

rentalhousingindex.ca A Snapshot of Renters in Alberta & Red Deer County

HOUSEHOLDS AVERAGE & MEDIAN INCOMES

5,970 Median Income Average Income $80,000 $74,515 5,190 $74,184

$60,357 $59,381 $60,000

$40,000

$20,000 780

$0

Renters Owners All Alberta Red Deer County Alberta Red Deer County

AVERAGE PROPORTION OF INCOME AVERAGE MONTHLY HOUSEHOLDS LIVING IN SPENT ON RENT & UTILITIES RENT & UTILITIES OVERCROWDED CONDITIONS

Alberta Red Deer County Alberta Red Deer County Alberta Red Deer County 21% 18% $1,279 $1,096 9% 3%

HOUSEHOLDS SPENDING OVER 30% OF INCOME ON RENT AND UTILITIES

Red Deer County 30%

Alberta 36%

HOUSEHOLDS SPENDING OVER 50% OF INCOME ON RENT AND UTILITIES

Red Deer County 15%

Alberta 16%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Proportion of Households

rentalhousingindex.ca AVERAGE & MEDIAN INCOMES The average and median gross income of renter households.

Median Income Average Income $80,000

$74,184

$70,000 $66,457

$61,750 $60,357 $60,000 $57,379 $57,218 $56,328

$50,000 $48,277 $46,045 $44,826 e m o c n I $40,000 s s o r G

$30,000

$20,000

$10,000

$0 Alberta Camrose Innisfail Lacombe Alberta Camrose Innisfail Lacombe Wetaskiwin AVERAGE MONTHLY RENT AND UTILITIES Also known as gross rent, utilities include heat, hot water, and electricity.

$1,300 $1,279

$1,200 $1,138 $1,146 $1,092 $1,100 $1,038

$1,000

$900

s $800 e i t i l i t U $700 d n a

t n e

R $600

$500

$400

$300

$200

$100

$0 Alberta Camrose Innisfail Lacombe Wetaskiwin OVERSPENDING Households spending more than 30% of their before-tax income on rent and utilities are generally considered to be living in unaffordable situations. Households spending more than 50% of their before-tax income on rent and utilities face critical affordability issues and may be forgoing other necessities.

Spending Over 50% of Income Spending Over 30% of Income 100%

90%

80%

70% s d l

o 60% h e s u o H

f

o 50%

n o i

t 43% r o

p 40% o

r 40%

P 36% 36% 35%

30%

20% 19% 16% 15% 13% 12% 10%

0% Alberta Camrose Innisfail Lacombe Wetaskiwin Alberta Camrose Innisfail Lacombe Wetaskiwin HOUSEHOLDS LIVING IN OVERCROWDED CONDITIONS The proportion of renter households living in overcrowded conditions, according to CMHC's National Occupancy Standard.

100%

90%

80%

70% s d

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f

o 50%

n o i t r o p o r 40% P

30%

20%

9% 10% 8% 8% 8% 5%

0% Alberta Camrose Innisfail Lacombe Wetaskiwin Appendix A – Housing Management Body Corporate Profile

Organization details

Housing Management Body Name Parkland Foundation

Alberta Housing Act

Societies Act Incorporation type Part 9, Alberta Companies Act

Other (please specify)

Name Position Phone Number Email Address

Connie Huelsman Red Deer County 403.224.3037 [email protected]

Michael Yargeau Town of Penhold 403.506.4743 [email protected]

Robert Aellen Village of Elnora 403.773.353 [email protected]

Jean Barclay Town of Innisfail 403.396.0902 [email protected] Board of Directors Sandy Gamble Town of Bowden 403.224.3582 [email protected]

Tim Wilson Village of Delburne 403.749.3431 [email protected]

Name Position Phone Number Email Address

Mike Leathwood CEO, The Bethany Group 780.679.2010 [email protected] Stakeholder Relations, The Melodie Stol 403.786.2426 [email protected] Bethany Group Director of Finance, The Dave Buist 780.679.2020 [email protected] Bethany Group Senior management team Director of Client Services, The John Davis 780.679.2008 [email protected] Bethany Group Director of Human Resources, Lorraine Kiel 780.679.3055 [email protected] The Bethany Group Director of Facility Services, Glen Blatz 780.679.3033 [email protected] The Bethany Group

The Board operates as a Board of Governance and is responsible for the overall direction and oversight of the Organization. The Bethany Group operates and manages the lodges on behalf of the Board and is responsible to the Board for all administration and CAO functions. Governance structure (including any other organizations associated with the HMB)

List of contracts to provide services on behalf of other organizations / contracts to have services provided by another organization (e.g. with AHS or other HMBs). Appendix A – Housing Management Body Corporate Profile

Organization details

4 Number of full time employees 15 Number of part time employees Number of employees earning minimum wage. N.B. PLEASE DO NOT DISCLOSE IF THIS NUMBER IS 5 OR LOWER Management, Administration, Lodge Attendant, Activities Categories of staff (e.g. management, Coordinator, Housekeeping, maintenance, administration, Food Services, Maintenance housekeeping, catering, resident services etc.).

2017 Annual Employee Turnover (average monthly employment / 6% number of separations * 100)

Are staff unionized? No

Organizational chart

Insert a organizational chart See Tab - Organizational Chart for the HMB

Appendix B – Property Profile

This document should include all properties that the HMB manages, owns, operates or has any connection to through other companies. Tables are provided and these should be completed for each category.

SCHEDULE A PROPERTIES Number of Project Name Address Ownership Building Type Units 4045 50 Ave Parkland Autumn Glen Lodge Innisfail, AB 62 Lodge Foundation T4G 1B2 1804 23 St Bow Glen Court Bowden, AB 10 ASHC Seniors Self Contained T0M 0K0 1706 23 St Westview Manor Bowden, AB 20 ASHC Seniors Self Contained T0M 0K0 27 Robinson Ave Penhold Royal Manor Penhold, AB 8 ASHC Seniors Self Contained T0M 1R0 4035 50 Ave Poplar Grove Court Innisfail, AB 16 ASHC Seniors Self Contained T4G 1B2 5804 50 Ave Dodds Lake Manor Innisfail, AB 32 ASHC Seniors Self Contained T4G 1C7 2112 – 25 Ave Community Housing Bowden, AB 1 ASHC R&N T0M 0K0 2120 – 25 Ave Community Housing Bowden, AB 1 ASHC R&N T0M 0K0 Financial Operating Summary - Lodges (If Applicable)

Organization: 0

Forecasted Projected REVENUE 2017 Actuals 2018 Budget 2018 2019 2020 2021 400000 Rent 830,856.00 855,750.00 877,024.00 885,794.24 894,652.18 939,384.79 410000 Resident Services 53,945.00 72,000.00 71,946.00 73,450.00 74,900.00 76,400.00 420000 Non-Resident Services - - - - - Other Revenue 200.00 - - - - - 430050 ASHC - LAP grant (Lodge Only) 182,585.00 186,250.00 234,000.00 236,340.00 238,703.40 241,090.43 460010 Municipal Requisition (Lodge Only) 155,200.00 155,200.00 155,200.00 155,200.00 155,200.00 155,200.00 Total Revenue 1,222,786.00 1,269,200.00 1,338,170.00 1,350,784.24 1,363,455.58 1,412,075.23

EXPENSES 500000 Taxes and Land Leases 510000 Utilities 104,902.00 150,350.00 160,000.00 153,350.00 156,400.00 159,550.00 520000 Operating 45,000.00 52,400.00 59,361.00 53,450.00 54,500.00 55,600.00 520000 Food (Lodge Only) 158,950.00 139,950.00 141,084.00 142,750.00 145,600.00 148,500.00 530000 Operating Maintenance 66,946.00 27,400.00 45,000.00 27,950.00 28,500.00 29,050.00 540000 Charitable Costs 550000 Human Resources 764,596.00 831,950.00 825,000.00 849,750.00 875,242.50 919,004.63 560000 Administration 77,465.00 73,200.00 75,000.00 78,750.00 82,687.50 86,821.88 Total Expenses 1,217,859.00 1,275,250.00 1,305,445.00 1,306,000.00 1,342,930.00 1,398,526.50

Net Excess (Deficiency) from Operations 4,927.00 (6,050.00) 32,725.00 44,784.24 20,525.58 13,548.73

OTHER EXPENSES 590000 Interest costs 591000 Other ------592000 Amortization

Net Excess (Deficiency) 4,927.00 (6,050.00) 32,725.00 44,784.24 20,525.58 13,548.73

Lodge Annualized Cost Pressures Year Account (list) Program (list) Description/Explanation Financial Operating Summary - Social Housing

Organization: 0

2017 Actuals 2018 Budget 2018 Forecasted Community Municipally Community Municipally Seniors Self Community Municipally Rent REVENUE Seniors Self Contained Housing Owned Seniors Self Contained Housing Owned Contained Housing Owned Supplement 400000 Rent 508,030 11,960 416,906 10,496 519,384 12,227 410000 Resident Services 69,284 41,980 59,582 420000 Non-Resident Services Other Revenue 110 Total Revenue 577,424 11,960 - 458,886 10,496 - 578,966 12,227 - -

EXPENSES 500000 Taxes and Land Leases 510000 Utilities 160,174 5,809 144,374 4,465 192,255 6,973 520000 Operating 43,100 400 43,623 441 32,300 1,171 530000 Operating Maintenance 142,766 5,178 97,951 989 132,886 3,550 550000 Human Resources 137,790 4,998 124,210 6,503 142,100 5,154 560000 Administration 44,278 1,606 37,638 4,182 41,495 1,505 Other Expense - Total Expenses 528,108 17,991 - 447,796 16,580 - 541,036 18,354 - -

Net Excess (Deficiency) from Operations 49,316 (6,031) - 11,090 (6,084) - 37,930 (6,127) - -

Social Housing Annualized Cost Pressures Year Account (list) Program (list) Description/Explanation for 2019 variance from 2018 Financial Operating Summary

Organization:

Projected 2019 2020 2021 Seniors Self Community Municipally Rent Seniors Self Community Municipally Rent Seniors Self Community Municipally Rent REVENUE Contained Housing Owned Supplement Contained Housing Owned Supplement Contained Housing Owned Supplement 400000 Rent 416,906 10,496 416,906 10,496 416,906 10,496 410000 Resident Services 41,980 41,980 41,980 420000 Non-Resident Services Other Revenue Total Revenue 458,886 10,496 - - 458,886 10,496 - - 458,886 10,496 - -

EXPENSES 500000 Taxes and Land Leases 510000 Utilities 144,374 4,465 144,374 4,465 144,374 4,465 520000 Operating 43,623 441 43,623 441 43,623 441 530000 Operating Maintenance 97,951 989 97,951 989 97,951 989 550000 Human Resources 124,210 6,503 124,210 6,503 124,210 6,503 560000 Administration 37,638 4,182 37,638 4,182 37,638 4,182 Other Expense Total Expenses 447,796 16,580 - - 447,796 16,580 - - 447,796 16,580 - -

Net Excess (Deficiency) from Operations 11,090 (6,084) - - 11,090 (6,084) - - 11,090 (6,084) - -

Social Housing Annualized Co Year Appendix D: Capital Maintenance and Renewal $ 1,029,000 Total Requests

HMB: Note: Input your 12 digit project number and building information is automated Note: include any energy savings or environmental considerations or opportunities associated with this project.

Estimated Cost To Condition of Initial Year 12 Digit Environment sustainability (Climate HMB Code Building Name Building Address Municipality Postal Code Building Ownership Program # of Units Category Major Expense Type Description Of Work Complete The Priority Ranking (Level 1, 2 or 3) Facility (FCI) or Constructed Project Number Change) Work Good, Fair, Poor PLF Dodd's Lake Manor 5804 ‐ 50 Avenue Innisfail T4G1C7 Alberta Social Housing Corporation Seniors Self Contained 31 January 1, 1982 1645‐2755‐2120 Capital Maintenance Roofing Replace Shingles and Eavestroughs $ 80,000 Priority 2 ‐ Immediate Needs Fair

Dodd's Lake Manor Dodd's Lake Manor 5804 ‐ 50 Avenue Innisfail T4G1C7 Alberta Social Housing Corporation Seniors Self Contained 31 January 1, 1982 1645‐2755‐2120 Capital Maintenance Building Envelope Replace Windows and Blinds $ 120,000 Priority 2 ‐ Immediate Needs Fair

Dodd's Lake Manor Dodd's Lake Manor 5804 ‐ 50 Avenue Innisfail T4G1C7 Alberta Social Housing Corporation Seniors Self Contained 31 January 1, 1982 1645‐2755‐2120 Capital Maintenance Heating, Ventilation and Plumbing Replace Boilers, MUA and Recirculation Pumps $ 100,000 Priority 2 ‐ Immediate Needs Fair

Bow‐Glen Court Bow‐Glen Court 10804 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 10 January 1, 1983 1616‐2755‐2247 Health And Safety Building‐Exterior and Interior Replace Flooring in Common Areas $ 20,000 Priority 1 ‐ Life, Health and Safety Needs Fair

Westview Manor Westview Manor 1708 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 19 January 1, 1976 1616‐2755‐0032 Health And Safety Building‐Exterior and Interior Replace Flooring in Common Areas $ 20,000 Priority 1 ‐ Life, Health and Safety Needs Fair

Penhold Royal Manor Penhold Royal Manor 27 Robinson Avenue Penhold T0M1R0 Alberta Social Housing Corporation Seniors Self Contained 8 January 1, 1982 1656‐2755‐2189 Capital Maintenance Building‐Exterior and Interior Replace Flooring in Common Areas $ 20,000 Priority 2 ‐ Immediate Needs Fair

Westview Manor Westview Manor 1708 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 19 January 1, 1976 1616‐2755‐0032 Capital Maintenance Building Envelope Replace Windows and Blinds $ 75,000 Priority 3 ‐ General Needs Fair

Westview Manor Westview Manor 1708 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 19 January 1, 1976 1616‐2755‐0032 Capital Maintenance Building‐Exterior and Interior Replace Awnings $ 20,000 Priority 3 ‐ General Needs Fair

Bow‐Glen Court Bow‐Glen Court 10804 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 10 January 1, 1983 1616‐2755‐2247 Capital Maintenance Building Envelope Replace Windows and Blinds $ 75,000 Priority 3 ‐ General Needs Fair

Penhold Royal Manor Penhold Royal Manor 27 Robinson Avenue Penhold T0M1R0 Alberta Social Housing Corporation Seniors Self Contained 8 January 1, 1982 1656‐2755‐2189 Capital Maintenance Roofing Replace Shingles and Eavestroughs $ 30,000 Priority 3 ‐ General Needs Fair

Bow‐Glen Court Bow‐Glen Court 10804 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 10 January 1, 1983 1616‐2755‐2247 Capital Maintenance Heating, Ventilation and Plumbing Replace Boilers, MUA and Recirculation Pumps $ 60,000 Priority 3 ‐ General Needs Fair

Dodd's Lake Manor Dodd's Lake Manor 5804 ‐ 50 Avenue Innisfail T4G1C7 Alberta Social Housing Corporation Seniors Self Contained 31 January 1, 1982 1645‐2755‐2120 Health And Safety Elevators Upgrade Elevator $ 190,000 Priority 3 ‐ General Needs Fair

Bow‐Glen Court Bow‐Glen Court 10804 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 10 January 1, 1983 1616‐2755‐2247 Capital Maintenance Building‐Exterior and Interior Replace Outer Doors $ 12,000 Priority 3 ‐ General Needs Fair

Bow‐Glen Court Bow‐Glen Court 10804 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 10 January 1, 1983 1616‐2755‐2247 Capital Maintenance Building Envelope Replace Siding/Paint Stucco Portions $ 25,000 Priority 3 ‐ General Needs Fair

Penhold Royal Manor Penhold Royal Manor 27 Robinson Avenue Penhold T0M1R0 Alberta Social Housing Corporation Seniors Self Contained 8 January 1, 1982 1656‐2755‐2189 Capital Maintenance Building‐Exterior and Interior Replace Outer Doors $ 12,000 Priority 3 ‐ General Needs Fair

Penhold Royal Manor Penhold Royal Manor 27 Robinson Avenue Penhold T0M1R0 Alberta Social Housing Corporation Seniors Self Contained 8 January 1, 1982 1656‐2755‐2189 Capital Maintenance Building Envelope Replace Siding $ 30,000 Priority 3 ‐ General Needs Fair

Westview Manor Westview Manor 1708 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 19 January 1, 1976 1616‐2755‐0032 Preservation Building‐Exterior and Interior Install dropped Ceiling in Common Area $ 15,000 Priority 3 ‐ General Needs Fair

Westview Manor Westview Manor 1708 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 19 January 1, 1976 1616‐2755‐0032 Capital Maintenance Building Envelope Replace Siding/Paint Stucco Portions $ 25,000 Priority 3 ‐ General Needs Fair

Westview Manor Westview Manor 1708 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 19 January 1, 1976 1616‐2755‐0032 Capital Maintenance Suite Renewal Suite Renewal/Upgrades $ 20,000 Priority 2 ‐ Immediate Needs Fair

Bow‐Glen Court Bow‐Glen Court 10804 ‐ 23 Street Bowden T0M0K0 Alberta Social Housing Corporation Seniors Self Contained 10 January 1, 1983 1616‐2755‐2247 Capital Maintenance Suite Renewal Suite Renewal/Upgrades $ 20,000 Priority 2 ‐ Immediate Needs Fair

Dodd's Lake Manor Dodd's Lake Manor 5804 ‐ 50 Avenue Innisfail T4G1C7 Alberta Social Housing Corporation Seniors Self Contained 31 January 1, 1982 1645‐2755‐2120 Capital Maintenance Suite Renewal Suite Renewal/Upgrades $ 50,000 Priority 2 ‐ Immediate Needs Fair

Penhold Royal Manor Penhold Royal Manor 27 Robinson Avenue Penhold T0M1R0 Alberta Social Housing Corporation Seniors Self Contained 8 January 1, 1982 1656‐2755‐2189 Capital Maintenance Suite Renewal Suite Renewal/Upgrades $ 10,000 Priority 2 ‐ Immediate Needs Fair Appendix E: Surplus Properties

Note: Input your 12 digit project number and HMB: building information is automated Legal Address

Initial Year 12 Digit Building/Property Type (Drop Tax Assessed Value / Condition of Facility HMB ID Building Name Building Address Plan Block Lot Municipality Postal Code Building Ownership Program # of Units Vacant/Occupied Plan & Rational or Other Information Constructed Project Number Down List) Estimated Market Value (FCI) or Good, Fair, Poor

PLF Bowden R&N 1 2112 ‐ 25 Avenue 7810671 20 26 Bowden T0M0K0 Alberta Social Housing Corporation Rural and Native 1 June 1, 1988 1616‐2722‐6025 Single Family Dwelling Occupied fair 2112,2120 single family homes. Sell and build more appropriate housing