STRATEGIC BUSINESS PLAN 2020 2022 · Leduc Regional Housing Foundation Strategic Business Plan –...

STRATEGIC BUSINESS PLAN

2020 – 2022

June 27, 2019

www.leducregionalhousing.ca

Leduc Regional Housing Foundation

2020 – 2022 Strategic Business Plan

Table of Contents

Topic Page

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Appendix A – Corporate Profile

Appendix B – Property Profile

Appendix C – Financial Plan

Appendix D – Capital Maintenance Plan

Appendix E – Capital Priorities

Appendix F – Surplus Properties - None

Appendix G – Accomplishments

Leduc Regional Housing Foundation Strategic Business Plan – 2020 to 2022

June 27, 2019 Page 1 of 16

Executive Summary

Leduc Reginal Housing Foundation (LRHF) was established as Leduc Foundation, through a Foundation Charter on March 11, 1963 to own and operate a 32 room lodge in the Town of Leduc. The winner of the Leduc Chamber’s 2018 Non-Profit Organization of the Year, LRHF has taken advantage of funding opportunities to respond to the housing needs of seniors, individuals and families of modest means within the Leduc Region, a priority growth area of the Edmonton Metropolitan Region of Alberta. LRHF now offers housing and services through seven (7) programs in all seven (7) Leduc Region municipalities.

LRHF has worked closely with its seven member municipalities to bring new affordable housing (AH) and programs to the Leduc Region. AH units were built in Leduc, Beaumont, Devon and Calmar from 2007 through to 2015. To date, four (4) Affordable Home Ownership opportunities have been made possible in partnership with Habitat for Humanity (HFH) Edmonton and local home builders. A fifth partnership with HFH and Pacesetter Homes (Qualico), will bring an affordable home to the Town of Devon in 2019. Provincial funding was provided to replace the ASHC owned Linsford Townhouses (42 units) with 64 units, in two phases by 2020.

A unique partnership with the George Spady Society (GSS) and Alberta Health Services introduced the Intensive Support Program to Cloverleaf Manor, Warburg, to assist an under 65 year old, complex need clients in the 13 units on Wing 1.

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

The redevelopment of the Planeview Place site to replace old (1963) units and increase density, continues to be a top priority. A creative funding partnership between the Alberta Government and LRHF Municipal Members will continue to be explored to permit the work to be initiated in 2020.

The majority of LRHF’s owned and managed portfolio was built in the 1980s or earlier; and requires significant upgrading. The Government of Alberta (GoA) funded sprinkler system installation into both seniors’ lodges; Planeview Place was completed in 2019. There is risk of loss of assets and lives, in the Seniors’ Self-contained Apartments that are also lacking sprinkler systems. Updated Facility Condition Inspections are needed to confirm the value in maintaining versus replacing, the aging housing stock. 2020 Provincial budgets have been held at 2019 level ($213,000 deficit).

LRHF’s requirement for increased operating funds was recognized by ASHC through an increase to the 2018 & 2019 Social Housing Budgets which has begun to address deferred maintenance, though the inadequate Capital Maintenance funding continues to put significant pressure on the operating budget. Secure, multi-year funding is needed to permit planning, as well as efficient and effective property management.

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


June 27, 2019 Page 2 of 16

Accountability Statement

The business plan was prepared under the Board of Director’s direction in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic, or fiscal implications of which the Board is aware. Approved by the Board on June 27, 2019.

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

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

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

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

Mission

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


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Vision

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

Values

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

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

workers, colleagues, and the public.

Team Work Working together safely, to achieve operational excellence.

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

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

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

1.1. Corporate Profile

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

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

Seniors’ Lodge Program (Supportive Living)

Supportive Living Rent Supplement

Seniors’ Self-Contained Apartments

Community Housing

Private Landlord Rent Supplement (PLRS)

Direct to Tenant Rent Supplement (DTRS)

Affordable Housing

The Administration Office for LRHF is located at:

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

The Administration Office is ideally located in close proximity to a number of the properties that are owned and managed by LRHF. Housing and administration services moved into the space in 1993 to accommodate the provision of services for the region’s non-market housing that was being consolidated under LRHF’s administration. A 3200 square foot office building was purchased in November 2006. The construction and subsequent delivery of Affordable Housing beginning


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in 2007, required expansion of the office space to 4500 square feet, which was completed in late 2010.

The maintenance of LRHF’s assets is completed through a centralized operation out of the Ron Oleksiw Maintenance Shop (2011) located on the Planeview Place site in Leduc. The Maintenance Department, under the direction of the Asset Manager, is responsible for the preventative, demand and planned maintenance for all properties owned and managed by LRHF. A small fleet of maintenance vehicles is utilized to transport staff to the 22 sites throughout the region. Items budgeted to be completed through external contracts and some capital projects may be completed by the Maintenance Department if time and skill sets permit.

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

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

Alberta Network of Public Housing Agencies (ANPHA)

Alberta Urban Municipalities Association (AUMA) - Associate Member

Canadian Housing & Renewal Association (CHRA)

Continuing Care Safety Association (CCSA)

Leduc Downtown Business Association (LDBA)

Leduc Region Community Connection Centre (LRCCC)

Leduc Regional Chamber of Commerce

Rural Municipalities of Alberta (RMA) - Associate Member

LRHF staff are members of the following organizations:

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

Alberta Public Housing Administrators’ Association (APHAA)

Chartered Institute of Housing (CIH), Canada

Leduc Region Non-Profit Executive Directors’ Group

Lodge Activity Coordinators Association of Alberta ( LACAA)

Corporate Profile details can be found in Appendix A.


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1.2. Property Profile

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

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

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

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

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

set at least 10% below market.

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

4500 square foot Administration Office

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

Gaetz landing – 2100 square feet

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

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

1.3. Client Profile

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

As of May 31, 2019, LRHF houses or provides rent supplement to, 766 households serving 1,091 people. Just over half of those served (51%) have pension as their primary income source which is consistent with the fact that 46% of our units are seniors’ housing. 14% of our households have employment income as their primary source (down from 15% in 2018). Alternately, Income Support and AISH pension are identified by another 30% of households (up from 27% in 2018).

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


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28% of the units (735) turnover on an annual basis creating a steady flow of move-out/move-in and suite preparation for LRHF staff.

The Waiting List is dynamic representing tenants and residents we are yet to serve, though may be supported and/or engaged in the programing available. As of May 31, 2019 there were 405 (402 in 2018) households waiting for housing or financial assistance with their rent. Supportive Living applicants for Leduc account for 16% of the Wait List; seniors waiting for a seniors’ apartment comprise 24%. The largest portion of the Wait List (60%) is made up of single adults and families waiting for either housing or financial assistance with their rent. The Waiting List is one tool that informs the housing need of the Leduc Region, however, it does not represent the full housing need and which types of housing are needed to serve all seniors individuals and families of modest means within the Leduc Region.

A satisfaction survey was conducted with the Tenants and Residents in May of this year with results that suggest the Tenants and Residents are very satisfied with the property management and services being provided.

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

LRHF’s Board of Directors and Senior Management Team have historically met with community and government representatives to participate in a mini-retreat in the spring of each year. In 2019 the Board of Directors held the third Municipal Conversation that engaged the Member Municipalities represented by Council Members, Administration, Family & Community Support Services (FCSS), and Planners, to review the housing and service needs that influence the planning and delivery of non-market housing within the Leduc Region - “What does Affordable Housing look like in you Community?” The outcome of the full discussion has informed LRHF’s strategic direction for the 2020-2022 Business Plan.

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

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

If for any reason the Board is unable to complete an annual review and update of this Strategic Business Plan, a new planning process will be initiated and completed no later than December 31, 2022, to thoroughly review the status of LRHF’s operation at that time, including external trends and influences. A subsequent Strategic Business Plan for the period 2023 – 2026 will be completed and approved.


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3. Environmental Scan A comprehensive environment scan is conducted as part of the strategic planning process, to examine external factors and trends that influence LRHF’s development. The environment scan includes a review of existing research from other sources regarding population and demographic trends, as well as an examination of trends in seniors and other affordable housing. Highlights of the 2019 environment scan are:

Political - Regulatory/Legal

2019 Alberta Provincial election resulted in the UCP Party being voted in to lead the Government. New relationships are being built to garner adequate support to achieve our Mission. Budgets have been frozen though the full impact of changes in direction on LRHF’s operating and capital budgets are yet to be fully determined.

The Carbon Tax program and therefore rebate, has been cancelled which is expected to reduce the cost of utilities to LRHF, and eliminate the small source of income to tenants. There is a Federal Carbon Tax initiative that is expected to be implemented in January 2020.

Minimum wage ($15) was established by the previous provincial government; a new student wage rate is being introduced by the new provincial government.

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

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

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

Recent Provincial Legislation changes (employment standards, OH&S) have created significant workload and communication requirements.

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

The Supportive Living Rent Supplement Pilot Program (2010), which had been extended to 2015, will come to a conclusion with the utilization of the funding. The one (1) household currently being supported in Discovery Place, Devon, may be able to be supported with a monthly supplement until 2020.

Economic

EIA retail development – increase in the supply of entry level jobs

Minimum wage ($15); cost of supplies & services increasing

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

Income level increases are minimal with the slow rebound of the economy

Interest rates are favourable for borrowing

Climate change and Carbon Tax initiatives impacting construction & operations.

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

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


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Changes to the global economy and the resulting impact on Alberta’s economy, has created more hiring opportunities for the Foundation in terms of attracting and retaining high quality, well trained staff members. Their willingness to stay once the economy recovers is yet to be seen.

Rental apartment vacancy rate reported by CMHC for the Edmonton CMA, has decreased from 7.0% in October 2017 to 5.3% in October 2018. The vacancy rate in the City of Leduc dropped from 4.7% in October 2017 to 1.7% in October 2018.

Rent for an average 2-bedroom apartment increased 2.5% (October 2017 – October 2018) to $1,246/month comprising 49.8% of the gross monthly income of a full-time (2000 hours), worker making minimum wage (October 2018 $15.00), down from 54% last year. Rents in the City of Leduc are ~ $100 less per month

CMHC reports a decline in housing starts from May 2018 through May 2019 in the Edmonton CMA including the City of Leduc.

Social/Cultural

Younger generations have different approach to work and expectations.

Extended life span, activity levels and expectations of those 65 and older (particularly “baby boomers”) is resulting in a need to respond in a different way.

“Tiny Home” rage may translate into efficient suite outfitting

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

Opioids and other drug addictions create the need for supported housing options.

Marijuana (Cannabis) legislation is impacting on the living environments.

Cultural diversity increasing - cultural inclusion needed

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

Evidence of an aging population in Canada, Alberta, and the Leduc Region mount.

Front edge of the “baby boom” generation reached age 65 in 2011. There may be a significant impact as early as 2020 for organizations such as LRHF, who have seniors moving into self-contained apartments with an average age of 72 years. The front edge of the baby boomers may seek supportive living accommodation by 2029 since the average age of the time of move-in is 84 years of age.

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

Demand for affordable housing for individuals in the Leduc Region is strong though the affordable housing rental rates (not affordable for many) are a barrier to accepting housing. Rent supplements have been used to bridge the rental rate gap. The need for deep subsidy / social housing is increasing due to the Leduc Region’s, challenged economy.

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

Technology

Impact on entry level jobs – job qualification and skills

Artificial intelligence changes impacting staffing options

Improves inventory and date information


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Job loss due to automation and the introduction of artificial intelligence

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

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

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

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

Competitors

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

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

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

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

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

Internal

S = Strengths

Committed Board Members

Experience of Senior Team

Strong municipal/FCSS support

Collaboration within Leduc Region

Housing delivered well

Long range maintenance plan

Financial stability & reserves

Serve all age groups

Service & client care by employees

W = Weakness

Being able to provide services in the outlying areas

Inexperienced workforce due to turnover

Reliance on Government funding

Loss of knowledge with retirement of staff

Community knowledge and awareness of programs and services

Availability of tenant support services


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External

O = Opportunities

Partnerships with other organizations

Mixed income model

Training & education

National Housing Strategy Grant

Management of LTC properties

Innovative financing options

Planned Giving Program

Legacy / Memorial Program

T = Threat

Sustainability of public funding (Provincial and Municipal)

Political Changes

Lack of autonomy to do what’s needed

Not in charge of our own ship

Complacency

Cut to operating funding

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

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

4.1. Clients & Services

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

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

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

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

Opportunities:

- Implementation of the Provincial Affordable Housing Strategy is intended to include funding for Tenant Support Workers

- Partnerships with community agencies; Leduc Region Community Connection Centre

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

the congregate living environment with hospitality services


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Priority Initiatives:

1. Increase supply of affordable housing in the Leduc Region. 2. Formalizing supports & resources to tenants through employment of a Tenant

Resource Worker and/or partnerships with community agencies. 3. Embrace the Eden Alternative philosophy for service delivery 4. Community Engagement – within sites, between tenants and community

Priority Initiative

Performance Measure

2018 Results 2019

Forecast 2020 Target 2021 Target

2022 Target

supply of Affordable Housing

Increase the number of households assisted

RS

Linsford Units -14

RS Funding held

Linsford Units +36 PP Redev.

Funding

RS PP

Redevelop.Phase 1

RS PP

Redevelop

Phase 2

Tenant Support Resources RW=Resource Worker

Reduce eviction rate for RTA non-compliance

City FCSS staff in-house, LRCCC,

United Way $ George Spady

Improved Regional

Collaboration

Regional TRW,

Define Client Functionality

GoA Funded TRW

Regional Collabora

tive System

Eden

Principles Engaged Residents

Implemented with staff, Residents

Milestone 1 – first 5

steps Lodge

Milestone 1 – first 5 steps all

Staff/Res PP Main Street

Milestone 1 – first 5 steps Community

Hub

Milestone 1 – last 5

steps

Community

Engagement

Site Cohesiveness & Connection to Communities

City of Leduc FCSS - LRHF

BBQ

Tenant Meetings Tenant & Resident Survey

Site Safety Socials

Cross Housing Connections

FCSS - LRHF BBQ

Tenant & Resident Survey

4.2. Human Resources

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

Expected Outcome: consistently retain, adequately trained and satisfied staff

Challenges: - Aging workforce – average age of employees is 50.4 years (June 2019).

- Long term employees retiring in the next two years – loss of knowledge

- High unemployment rate (6.7% June 2019) up from 6.2% one year ago

- Abundance of entry level positions within the Leduc Region

- Employee retention (2018 turnover – 29.7%)

- Limited advancement opportunities within LRHF

- Level of staff engagement

- Member municipality’s salary rates.

Opportunities - Located within the Edmonton Metropolitan Region of Alberta, attract

employees coming to work within the Region.


June 27, 2019 Page 12 of 16

- Partnerships with high schools, colleges and universities to generate

awareness of career opportunities and work experience available in the

housing industry.

- Internal cross department communication & collaboration

- Tangible recognition to encourage staff retention

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

- Employment for LRHF tenants.


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

2. Develop and implement a comprehensive HR Strategy.

Priority Initiative

Performance Measure

2018 Results

2019 Forecast

2020 Target 2021 Target 2022 Target

Core Value Alignment

Staff aligned with LRHF Core Values & Eden Principles

43% of staff 80% aligned





HR Strategy

Comprehensive HR plan

Research HR Policy Updates - Legislative

Staff Development

Plan Code of Conduct Software Upgrade

Employee Survey

HR Strategy Complete

with Comprehensive Communication

Plan

Employer of Choice

Designation, Increased Retention

Rate

Evaluate HR Strategy

Effectiveness Employee

Survey

4.3. Governance, Risk & Financial Management

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

Expected Outcome: long term sustainability and growth of LRHF.

Challenges: - Annual appointment of majority of Board Members - Changes to priorities from new provincial government - WCB Poor Performance – claims and severity

- Maintaining Certificate of Recognition (COR) with changes to legislation - Provincial budget cycle - Provincial funding

Opportunities: - Multi-year appointment (in principle) of Board Members - Multi-year funding to permit longer term planning - Access private funding and/or grant sources - Board Committees supported with Community Members - Access to CMHC Funding through National Housing Strategy - Planned Giving and/or legacy programs


June 27, 2019 Page 13 of 16


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

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

3. Regulation & Land Use supporting Affordable Housing

4. Solidify a strong Board Governance Framework

5. Community Supported Funding

Priority Initiative

Performance Measure

2018 Results

2019 Forecast 2020 Target 2021 Target 2022 Target

Long term Funding Model

Financially Self-sustained operation

Approved Deficit Budget

Pay down AH Debt,

PP Capital Funding

Linsford Mobile

Subsidy, Budget for legislative

compliance

Multi-Year GoA Budget

Leverage existing AH

Advocacy Improved awareness of organization

Updated LRHF

Website, Council Present.

Chamber 50/50,

Non-Profit of the Year

Social Media Launch,

Municipal Conversation 3,

Minister Pon Visit

Municipal Conversation

4, Community Awareness Strategy- Branding

Municipal Conversation

5, Community Awareness

Strategy - Did you know campaign

Muni Conversation

6

Habitat for Humanity Partnership

Affordable Home Ownership

Commit #4 = $61,000

Leduc

Commit #5 = $61,000

Devon

Restore Support

Restore Support

Construction Partnership

Board Governance

Comprehensive Structure

Review scope & content

Code of Conduct &

Ethics, Terms of

Reference, Governance

Review

Board Officers job descriptions,

Board Meeting

focus schedule,

Recruit New ED

Board Policy Review

Governance Review

Community Supported Funding

Legacy / Memorial Program

Planned Giving

Program

4.4. Asset Management

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

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

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


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


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

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

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

4. Redevelop of Planeview Place, Supportive Living site, Leduc.

Priority Initiative

Performance Measure

2018 Results 2019 Forecast 2020 Target 2021

Target 2022

Target

Asset Plan

Accurate information to inform Define maintain , replace

YARDI Mobile Advanced

Maintenance

YARDI Fixed Asset

Integration

GoA VFA information integration

Collaboration with

GoA

Projected Maintenance Plans

Safety & Security

Mitigate Risk of loss of life or assets

Cloverleaf sprinklers – no

pump

Planeview sprinklers

operational, Smoke Free

Buildings

Cloverleaf Sprinklers operational

Upgrade security &

key control

Upgrade security &

key control

New AH Linsford Redevelopment

42 units replaced + 22 new

Development Permit

Ground Break

Linsford Gardens -42, +28

Linsford Gardens

+36

Park to City of Leduc

-

Redevelop Planeview Place

Replace 1963 section

Enhanced Municipal

Requisition Funding

Minister Visit Funded Design

Funded Phase 1

Complete

Funded Phase 2

Complete

5. Financial Budget and Forecasts (Appendix C)

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

Supportive Living (SL)

Affordable Housing (AH)


June 27, 2019 Page 15 of 16

Operating Budgets for the GoA portion of the portfolio reflect the need to address the historically deferred maintenance. The 2020 - 2022 budget requests are consistent in intent to previous budgets with significant funding being requested for operating and capital maintenance. A reduction in revenue reflects the vacancies required to refurbish the aging units. The Supportive Living facilities can be maintained within the funding envelope, however, a change to the Lodge Assistance Program that would see funding provided based on the number of units rather than low income seniors served, would support under sized and low occupancy facilities like Cloverleaf Manor more appropriately. Eight (8) of the nine (9) affordable housing buildings are no more than nine (9) years old and only beginning to require updating. Yule Meadows Manor, constructed in 1978, is the only older building. Funding has already been provide to replace the roof and windows with the boiler system replace in 2016. Additional work is being done to update kitchen and bathroom cabinets and on-going painting and carpets. Budget and forecast information has been provided in Appendix C for each LRHF program steam in the government requested format using a 2.2% expense increase (based on Alberta Consumer Price Index – May 2019) in the forecasts. 6. Capital Maintenance Plan – Appendix D

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

Planeview Place, Leduc (121 suites) – owned by LRHF The original 32 room U-Shaped lodge was built in 1963 with three (3) residential additions/expansions completed in 1985, 1998, and 2004 and the addition of the Recreation Complex in 1989. While the 1963 original room sizes are inadequate (40% are 216 sq. ft.) the building has been maintained to a very high standard. The size of rooms, presence of asbestos and opportunity to enhance the role of the facility in the community, require replacement of 81 suites and densification (+66 new suites) as soon as possible.


June 27, 2019 Page 16 of 16

Redevelopment Master Plan - A Redevelopment Master Plan was completed in April 2017 by Najfeldt Architect Inc. that considered the current status of each phase of the site and the best approach to replace and enhance the services being provided to the citizens of the 7 municipalities within the Leduc Region. Community Partnerships - Partnerships are being explored to engage community agencies to reside and deliver their programs on-site. We are looking at daycare, pre-school, youth centre, and service groups such as Parent Link, and the Leduc Art Club. A collaboration would create opportunities for cross-generational interaction between young and old (average age of senior who moves into Planeview Place is 84 years), provide a central location for the agencies to work from and create a cost effective arrangement for both parties. Funding was requested through the Government of Alberta’s Major Capital Project Funding Process in 2017 and will be advocated for again in 2019 to support the project being successfully funded. Reconsideration of the project by the Board of Directors and the member municipalities has resulted in their willingness to support a Provincial-LRHF cost share arrangement to see the redevelopment initiated before the end of 2019. Further dialogue will take place by early fall to move this initiative forward. New Construction Affordable Housing The purchase of land and original building design for Maddison Manor in Devon, Shkola Suites in Calmar, and Gaetz Landing in Leduc, will accommodate future development as the needs of each community grows. Funding through leveraging the existing assets, as well as provincial capital grant programs is needed. In addition, the expansion to the west end of the City of Leduc through the annexation of Leduc County land, creates an opportunity for LRHF to bring affordable housing to this part of the Leduc Region. Discussions have been initiated with the City of Leduc’s Long Term Planning Department regarding availability of land in their West Area Structure Plan. Cost estimates for expansion in order of current perceived need are as follows:

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

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

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

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

Affordable Home Ownership LRHF has partnered with Habitat for Humanity Edmonton and home builders to bring affordable home ownership to the Leduc Region. Four (4) home ownership opportunities were brought to the City of Leduc over the past few years. LRHF has provided funding ($61,000) for a fifth (5th) affordable home ownership initiative, committed through 2019 Habitat Day in the Capital Region on April 25th, 2019. Pacesetter Homes Inc. have agreed to partner with Habitat for Humanity Edmonton to deliver the affordable home ownership half duplex in the Town of Devon, on July 25th, 2019.

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