January 2016 Summary of the Sunshine Coast Housing Committee s Term 2013-2015 Provided to the Sunshine Coast Regional District, District of Sechelt and Town of Gibsons by Matt Thomson Coordinator for the Sunshine Coast Housing Committee M. Thomson Consulting
1. Background... 3 2. Housing Committee Achievements... 3 2.1. Update of the 2006/09 Sunshine Coast Housing Study... 4 2.2. Building Local Capacity... 5 2.3. Working with Other Stakeholder Groups... 5 2.4. Leveraged Existing Resources to Explore New Opportunities... 6 2.4.1. Housing Committee Projects... 6 2.4.2. In Partnership with Sunshine Coast Homeless Advisory Committee... 7 2.5. Researching and Developing a Community Land Trust... 7 3. Lessons Learned... 9 4. Conclusions... 9 Appendix A... 10 2
1. Background In 2013, the Sunshine Coast Housing Committee was struck, with a part-time Coordinator hired to conduct the work of the Committee. The Committee, funded through a Memorandum of Understanding between the Sunshine Coast Regional District, the Town of Gibsons and the District of Sechelt, is composed of a range of stakeholders representing the social service and housing sector, the real estate and development sector and the financial sector, as well as technical and elected representatives of the three local government funders. The Terms of Reference outline the purpose of the Committee: To provide a forum for monitoring, advocacy and information exchange regarding affordable housing needs on the Sunshine Coast. To identify the diversity of attainable type of housing possible with the aim of supporting demographically balanced communities. To facilitate partnerships and education regarding attainable housing on the Sunshine Coast. To educate Sunshine Coast communities on types of housing possible and needed on the Sunshine Coast. Make recommendations to the parties of the MOU on housing matters. Advise local governments regarding decisions to be made on affordable housing. Promote collaboration between local governments, non-profit sector and for profit sector in pursuing funding for affordable housing. Provide a continued forum for the analysis of housing need and responses. Support the region s non-profit sector through advocacy and informationsharing. Continue to monitor the need for a housing authority. 1 This report summarizes the work of the Sunshine Coast Housing Committee over the last three years, including projects (completed and ongoing). A number of reports and documents are cited throughout the report; planners with the Town of Gibsons, District of Sechelt and Sunshine Coast Regional District have copies of all reports. Relevant documentation will also be uploaded to the SCRD website, at http://www.scrd.ca/affordable-housing upon completion of the Housing Committee s term. 1 See Appendix A for the full Terms of Reference. 3
2. Housing Committee Projects In keeping with the Terms of Reference, the Committee has worked on a range of research, policy, and projects aimed to build capacity for housing development over its three-year tenure. This section outlines some of the key work undertaken by the Committee and the Coordinator. 2.1. Update of the 2006/09 Sunshine Coast Housing Study In April 2014 the Housing Committee released the 2014 Sunshine Coast Housing Needs Assessment, providing the most up-to-date community demographic, economic and housing statistics for the Sunshine Coast. This built on previous studies conducted by Eberle Research and Planning (2006 and 2009), used data from the 2011 Statistics Canada Census and National Household Survey, as well as more recent data from other sources (e.g. BC Stats and Greater Vancouver Real Estate Association). An up-to-date housing needs assessment is a pre-requisite for accessing from senior government sources (e.g. BC Housing and CMHC), and represents a vital tool in planning to address housing need. 2 The Needs Assessment identified several key areas of concern for housing on the Sunshine Coast: Home ownership is generally unaffordable even for households earning median income; while couples with children tend to have the highest median income in most Sunshine Coast communities, there remains a significant gap between median dwelling values and median purchasing power for a single family home in all communities except Sechelt. Because of the slow real estate market, rental housing is generally available at a price that lone-parents and individuals earning a median income can afford; however, about one-third of Sunshine Coast renters are currently in core housing need. This is projected to grow from about 840 households in 2011 to between 1,158 and 1,166 households by 2036, nearly 40%. No social housing or purposebuilt rental developments are currently planned to meet this need. The Sunshine Coast s aging population points to a need for greater resources for seniors, particularly low-income seniors, in order to allow these individuals and families to age in place. There are few resources for the homeless population; however, for the first time in the winter of 2013-14, an approach combining the Extreme Weather Emergency Shelter (EWES) funded by BC Housing and a community-funded Cold Weather Shelter meant that shelter beds were available all winter. Usage averaged between 6 and 8 individuals per night, many of whom used the shelter all winter long. This chronically homeless population indicates the need for additional supportive, low-barrier housing for the Sunshine Coast. 2 The full report (and other housing-related materials) can be accessed here: http://www.scrd.ca/affordable-housing 4
2.2. Building Local Capacity The Coordinator s work with the Committee has also built local capacity for developing new housing, ensuring that Committee members have an awareness of the steps required to develop affordable housing, of available funding sources, and of potential challenges or barriers to new development. The Coordinator was able to gather knowledge from the broader housing sector by participating in a number of conferences and workshops over the three-year tenure. These include attendance at: BC Non-Profit Housing s Ready, Set, Build Workshop: Hosted in Surrey, in Spring 2013, this workshop outlines the key steps required to develop non-profit housing as well as potential sources of funding and financing BC Non-Profit Housing Association Conferences: Hosted annually in the Fall, these conferences provide an opportunity for non-profit housing providers, municipal planners, representatives of financial organizations, and other stakeholders in housing sector to convene, share knowledge, innovative approaches and lessons learned on housing development and maintenance. The Coordinator attended in 2013, 2014, and 2015 Canadian Alliance to End Homelessness Conference (2014): The Coordinator attended the CAEH Conference in 2014 (held in Vancouver) where housing and service providers from across the country to share best practices and opportunities for addressing homelessness. The Committee and Coordinator also worked with a non-profit development consultant, Catalyst Community Development, to outline appropriate models for partnering with other organizations to develop affordable housing opportunities and conducted a financial feasibility assessment on one property in Sechelt to assess the possibility of developing housing on that site (see Section 2.4 for more details). 2.3. Working with Other Stakeholder Groups The Sunshine Coast Housing Committee has worked extensively with other stakeholder in the region to identify and address key housing needs on the Sunshine Coast and raise awareness of these issues. The Coordinator has collaborated on and met with the Sunshine Coast Homeless Advisory Committee, the SCRD s Sustainability Roundtable and the Seniors Planning Table, other multi-sectoral committees whose work touches on housing issues. Additionally, the Committee has explored opportunities for housing developments with several organizations representing the private, public and non-profit sector on the Sunshine Coast, including Sunshine Coast Community Services Society, School District 46, the Baris Foundation, and Click Modular Homes. While none of these partnerships has yet resulted in new housing development, the process of working with these 5
organizations has allowed the Committee to identify appropriate partnership models and also conduct a financial feasibility assessment to better understand the cost burden of developing new housing. The Committee has also informally advised both the Town of Gibsons and the District of Sechelt around affordable housing options with regards to new developments in those jurisdictions (e.g. best practices in amenity contribution policies, affordable housing requirements in new developments, etc.). 2.4. Leveraged Existing Resources to Explore New Opportunities The Committee has worked both independently and in partnership with other organizations to access funding that either provides direct service support and or to scope the partnerships and financials required to develop new housing. 2.4.1. Housing Committee Projects Identifying Appropriate Partnership Frameworks in Creating a Community Land Trust In 2014 the Committee accessed a $5,000 VanCity contribution, administered through Community Futures. This was matched by approximately $2,000 in Committee funds allocated for consultants. A non-profit development consultant, Catalyst Community Development, was hired to conduct this work. The purpose of the project was to work with different landholders on the Sunshine Coast to identify opportunities for developing new affordable housing through innovative partnerships. Three local organizations, Sunshine Coast Community Services Society, School District 46 and the Baris Foundation, partnered for this project, which outlines long term site ownership, operations, management and governance considerations involved in any partnership. 5677 Ebbtide Affordable Rental Housing Development Preliminary Feasibility Study Building on the previous project, the Committee and Sunshine Coast Community Services applied for a Seed Funding Grant of up to $20,000 from Canada Mortgage and Housing Corporation. This funding was used to develop financial feasibility assessment, also conducted by Catalyst Community Development, for one of the properties identified in the Partnerships project. The feasibility assessment outlined a number of considerations for 9 rental condominiums on a property near downtown Sechelt. The report looks at zoning and regulatory considerations, design feasibility; and financial assumptions in order to build a financial model that includes cash flow project, an estimate of feasible land rent, grant funding analysis and financial analysis conclusions. The report ultimately concludes that a significant capital grant component ($400,000- $500,000) would need to be raised to make the project financial feasible, though with narrow margins. Additionally, the net affordable stock added to the market would be relatively minimal (9 units). The report also outlines alternative scenarios for purchasing individuals townhouse or condominium units. 6
2.4.2. In Partnership with Sunshine Coast Homeless Advisory Committee Housing Homeless Populations on the Sunshine Coast: Options, Opportunities, and Obstacles In 2014 the Sunshine Coast Homeless Advisory Committee (SCHAC) applied for and received $10,000 in grant funding from CMHC to conduct a research and feasibility study on developing new supportive housing and permanent shelter beds for homeless individuals on the Sunshine Coast. Innovative Housing Consultants Inc. conducted this study for the Sunshine Coast Association for Community Living. The Coordinator was involved in this process and helped facilitate the study in partnership with SCACL and SCHAC. The report examines the feasibility of developing new supportive and shelter beds in Sechelt, outlining financial feasibility of both a new build development and the purchase of an building and/or home. The report recommended purchasing existing facility space (e.g. a building or home) near the downtown core of Sechelt, as new builds are less likely to be funded than existing structures that are renovated/repurposed. This report is currently the baseline for ongoing discussions with BC Housing regarding more supports for homeless individuals on the Sunshine Coast. Federal Funding for a Shelter Outreach Worker SCHAC also applied for and received, through Sunshine Coast Community Services, $40,000 for a Shelter Outreach Worker for the winter of 2014/15. This Outreach Worker provided extensive support services to shelter clients, including connecting them to existing services (e.g. income assistance, mental health services, food programs, etc.) and helping them find and maintain housing. The Committee and Coordinator provided support during this application, including assistance in scoping and writing the proposal. 2.5. Research and Development a Community Land Trust Early on in the Committee s work, the lack of a dedicated agency or organization working on broader housing issues on the Coast was seen as a challenge. While a number of non-profits and government agencies (e.g. SC Lions Housing Society, Sunshine Coast Association for Community Living, Sunshine Coast Community Services Society, Vancouver Coastal Health) provide housing for specific demographic groups (e.g. seniors, women and children fleeing violence, individuals with developmental disabilities, etc.), no agencies were currently attempting to serve a broader population of families and individuals for whom housing costs are a challenge on the Sunshine Coast. Additionally, with no housing providers actively pursuing new housing developments during much of the Committee s tenure, the Coordinator was directed to research and identify appropriate housing models that could be used to develop housing that would serve a broad range of housing needs on the Sunshine Coast. The Coordinator identified the Community Land Trust (CLT) model, a housing model widely used in the United States to deliver affordable housing. CLTs provide both rental and affordable ownership housing in American communities, and it was determined that this model could be 7
applied to provide both conventional affordable housing (i.e. subsidized or below market rental) as well as shared equity ownership. 3 In October 2015, the Sunshine Coast Affordable Housing Society was incorporated under the BC Societies Act. In December 2015 the Society approached the Town of Gibsons to identify suitable and feasible pieces of land to examine for affordable housing development in partnership with Click Modular Homes. 2.6. A Strategic Plan to Develop Affordable Housing on the Sunshine Coast Through the summer and fall of 2015, the Coordinator hosted workshops across the Sunshine Coast seeking community input on priorities and directions for future housing action. This community consultation built on a previous review of Official Community Plans and zoning bylaws across the Sunshine Coast to identify potential barriers to affordable housing. A workshop for local government was hosted in May, while community workshops were hosted in June and September/October. Five community workshops were held in Gibsons, Sechelt, Elphinstone, Roberts Creek and Madeira Park. These workshops served to inform and educate the community on housing issues (e.g. outcomes of the Needs Assessment, which local groups are working on housing issues, etc.), one of the goals set out under the Committee s Terms of Reference. The results of the initial policy review and the community consultations are presented in the Strategic Plan to Develop Affordable Housing on the Sunshine Coast, which includes policy options for local governments and three key strategic directions for non-profits and the community. 3 CMHC defines shared equity as: Shared equity tenure arrangements make homeownership easier and more accessible for people with low incomes. Typically, this strategy is used by a not-for-profit organization, often with support from the municipality, to provide access to affordable housing in areas where high prices keep lower-income households out of the ownership market. More information can be found here: http://www.cmhcschl.gc.ca/en/inpr/afhoce/afhoce/afhostcast/afhoid/fite/sheq/eqco_001.cfm 8
3. Lessons Learned Because much of the work done by the Committee involved building local capacity to address housing issues, there were a number of lessons learned, largely in the realm of non-profit housing development. 1. Partnership is Most Successful with a Clear Champion to Drive the Process While the Committee worked with a range of interested partners on collaborative opportunities, the Committee was often reliant on existing non-profit organizations to access grants or funding opportunities outside the Committee s core funding. The development of a non-profit entity dedicated to housing development was a direct outcome of learning this lesson. Having a dedicated organization or body that can drive a development process (the Sunshine Coast Affordable Housing Society, acting in the capacity of a Community Land Trust) means that now funds can be directly accessed by the Society, and those funds can then be leveraged toward other partnership opportunities. 2. The Cost of Land Remains a Barrier In developing a financial feasibility assessment for property in Sechelt, it became clear that even with reduced lease costs, the value of land can be prohibitive in developing affordable housing. It is therefore important for any society exploring new housing development to: Fully explore all opportunities for land donation/subsidized lease with local governments and other key partners; Be prepared for a significant capital fundraising drive; and Leverage all opportunities for community donations and volunteer efforts, while at the same time developing a financial plan that is not reliant on sweat equity (e.g. significant volunteer time and the building commitment of tenants themselves). 3. The Process of Housing Development is an Iterative and Long-Term Process In an initial exploration of three potential partnerships to acquire/lease land, the Committee identified only one property/owner that was willing and ready to move to the stage of developing a financial plan. Eventually, the income from a development on this property in combination with a high capital fundraising requirement meant development on this land under the proposed lease model was not feasible. While these challenges do represent setbacks in the development of real affordable housing, each step along the way represents capacity built in the local community, and a better understanding of the development process as a whole. It is vital that any nonprofit board pursuing affordable housing development opportunities understand the process of project development, and these initial steps have laid the foundations for future successful projects. 9
4. Conclusions Overall, the process of striking the Committee and working together, across sectors, to identify and address housing issues on the Sunshine Coast has been invaluable. Dedicated funding provide a group the ability to make clear progress on an issue without overburdening volunteers. Additionally, providing a clear timeframe for action (three years in the case of the Committee) ensures that succession and sustainability planning are a priority from the outset. This type of limited time, community-based Committee could be a template for addressing other issues on the Sunshine Coast. The general process followed by the Committee over its three-year mandate could be described as follows: Preliminary work: Development of funding model, Terms of Reference, etc.; Committee recruitment and initiation: Advertised for and selected appropriate Committee members; Education and issue identification: Coordinator provided background information on the issue to Committee members, and the Committee worked to prioritize issues/needs in that sector. The Coordinator also conducted ongoing outreach with the community via attendance at other committees, through print media and radio, by presenting to local governments about progress and findings of various projects and eventually by conducting community engagement sessions. Education and Issue identification were an ongoing activity during the three years of the Housing Committee; Outreach and engagement: Met with other stakeholders, who were not on the Committee, to ensure that the Committee was not missing important information about activity in this sector. This was an ongoing for the duration of the funding term; Project identification and implementation: The Committee worked with the Coordinator to identify specific areas where projects can push the agenda (e.g. updating Housing Needs Assessment, developing partnership frameworks for affordable housing, Strategic Plan etc.). The Coordinator worked to implement the research or project activity. Other outside resources may be brought to bear on this (e.g. grant funding). Depending on the project(s), project identification may occur annually or multiple times per year; Sustainability Planning: Worked concurrently with project identification and implementation, the Coordinator identifyied long-term opportunities for financial sustainability, for once the funding term is complete. For some issues the funding term may be enough to achieve all goals, but in other sectors (e.g. housing) a longer time frame is necessary; and Implement the sustainability plan: Coordinator and Committee ensured that the long-term supports are in place prior to the end of the funding term. The above steps could be applied to a range of issue areas, (e.g. agriculture, seniors issues, etc.). Following this model, the Housing Committee is now transitioning. The 10
incorporation of the Sunshine Coast Affordable Housing Society means the Society will now be acting as a champion for the development of new housing opportunities on the Sunshine Coast. The Society also plans to continue convening the Sunshine Coast Housing Committee on a quarterly basis, in order to serve as a knowledge repository and network. 11
Appendix A Terms of Reference for Sunshine Coast Housing Committee Purpose To provide leadership and coordination for the region in the area of attainable and affordable housing. Authority Responsibilities Membership This Committee and its membership will be established by the Memorandum of Understanding (MOU) between the Sunshine Coast Regional District, the Town of Gibsons, the District of Sechelt. This set of Terms of Reference will guide the Committee s work. To provide a forum for monitoring, advocacy and information exchange regarding affordable housing needs on the Sunshine Coast. To identify the diversity of attainable type of housing possible with the aim of supporting demographically balanced communities. To facilitate partnerships and education regarding attainable housing on the Sunshine Coast. To educate Sunshine Coast communities on types of housing possible and needed on the Sunshine Coast. Make recommendations to the parties of the MOU on housing matters. Advise local governments regarding decisions to be made on affordable housing. Promote collaboration between local governments, non-profit sector and for profit sector in pursuing funding for affordable housing. Provide a continued forum for the analysis of housing need and responses. Support the region s non-profit sector through advocacy and information-sharing. Continue to monitor the need for a housing authority. 2 representatives from non-profit housing providers 1 representative of Social Planning Council 1 representative of financial services sector 2 representatives of development and building sector 1 representative of real estate sector 12
1 staff representative for each of the MOU signatories 1 elected official from each of the MOU signatories Members identified in the first five bullets are to be appointed by consensus from all parties of the MOU. Chair, voting and quorum Decisions of the committee shall be by consensus The chair is one of the members, and will be elected as chair by the committee members. The Committee will establish a process for meetings, recommendations and decisions and the Terms of Reference be amended as required to incorporate these processes. Until such time as amendments are incorporated decisions and recommendations will be approved by a majority of those attending the meeting. Quorum will be half of the number of members on the Committee. Reporting responsibilities A yearly report combined with a plan for the upcoming year will be provided to each of the MOU parties for approval. Support The committee will be supported by a paid coordinator. Funding details are included in the MOU. Meeting Schedule The Committee will meet at least quarterly The Committee will organize at least one affordable housing forum event for elected officials, stakeholders and interested community members to highlight relevant information regarding affordable housing needs. Meetings of the Committee shall be recorded and made available to MOU parties and the public. 13