Innovation Event TACKLING THE EOA MONSTER: WHO IS DOING WHAT AND - - PowerPoint PPT Presentation

Innovation Event

TACKLING THE EOA MONSTER: WHO IS DOING WHAT AND HOW?

September 22, 2015

From Program to Partnership

Maria Varlokostas, Manager, Social Housing, City of Toronto, Social Housing Unit September 22, 2015

City of Toronto Social Housing Portfolio

• City oversees ~93,000 units of social

housing, including 69,000 rent- geared-to-income (RGI) units

• Social housing is delivered by 247

housing providers (TCH, private non-profit, co-op)

• The annual budget for social

housing is $434.5 Million

• 93,515 households are on the

waiting list for RGI housing

Private Non-Profits Facing Expiry

• Former federal non-profits provide

9,300 units or 10% of units under City administration.

• Non-profit housing projects

developed under the National Housing Act in the late 70s and 80s

• These include ~1700 rent

supplement units and ~860 internally-funded RGI units.

• Projects begin to expire in 2015.

Federal Housing Co-ops Facing Expiry

• There are about 100 federally

funded co-ops in Toronto with 7,200 total units.

• About 2,300 of these units are

internally subsidized.

• These co-ops are administered by

The Agency for Co-operative Housing or CMHC.

• Projects began to expire in 2014.

Impact of EOA in Toronto

• 16,500 units of affordable housing stock at risk:

– 9,300 units in non-profits under City administration – 7,200 units in federal co-operatives

• Potential loss of internal RGI subsidy:

– ~700-800 units in non-profits – ~2,300 units in federal co-ops

• Loss of public investment and its benefits

Toronto Context for EOA

• Providers will have options:

– Most providers will be viable and in a better position at expiry – “Hot” development environment = demand for land & properties – Increasing property values improve options – Competitive rental market with higher-income renters

• City has some tools to preserve affordability:

– City of Toronto Rent Supplement agreements will continue – Some providers have ongoing obligations to the City (leases, loans etc) – Rental Housing Protection by-law limits demolition/conversion

Our Approach to Address EOA

• Adopted a strategic direction to develop a new partnership

model based in mutual interests in consultation with housing providers facing EOA Steps include:

• Analysis of portfolio
• Clarifying the City’s goals and interests
• Consulting with providers to identify their

goals and document issues and opportunities

• Investigating options for a toolbox of

supports and incentives

City of Toronto Interests

• Offers a range of housing types

and affordability options

• Protects and invests in assets
• Builds capacity of community

partners

• Fosters integration and

partnerships

• Encourages ongoing

improvement and innovation Our Housing Stability Service Plan sets out the City’s interests in supporting a social housing system that focuses on achieving positive housing stability outcomes for people, and

9

Housing Providers Interests

– Capital renewal and development – Refinancing/financial viability – Services for tenants – Affordability assistance – System navigation – Governance capacity – Status post-expiry

Continue, renew, expand Mission

Housing providers identified many interests at our consultations:

• Objectives, Principles, Outcomes

Policy Framework

• May vary depending on requirements and contributions, and

allow access to different incentives and benefits

Partnership Levels

• Defines City and Housing Provider roles & contributions

Roles/Contributions Toolbox New Partnership Model – Draft Framework

New Partnership Model – Toolbox ideas

Toolbox

Loan Guarantees Asset Management Property Tax Exemption Market/My Choice Rental Access to Financing Tenant Supports Development Supports Training Access to Land Partnership Facilitation Housing Allowances Community Development

Challenges in moving forward

• Getting to “yes” on City interests

– Navigating multiple City divisions – Agreement on future role of EOA portfolio – Managing budget pressures and priorities (e.g. Toronto Community Housing)

• Choosing the approach

– Individual, one-off agreements or a program/framework approach – Implications for ongoing administration – How to create status

• Working out who goes first

– City needs to know provider plans to develop responses – Providers want to know what City can offer before finalizing plans

How EOA Is Changing Our Thinking

• Redefining social/affordable housing

– Moving beyond legacy programs

• New relationship model to use with other providers

– Based in City of Toronto housing stability goals

• New roles for the City as Service Manager

– Transitioning from funding-focused role to facilitator/enabler role

• Opportunities for capacity development and innovation

– Focus on improving capacity and outcomes across the portfolio

Transforming Social Housing in Toronto

The City is undertaking multiple change strategies:

• Raising the Bar: Improving social housing outcomes
• Capital Repair Financing Strategy
• Toronto Community Housing Mayor’s Task Force

and Service Manager Assessment

• My Choice Rental/Wait List Review
• Housing Allowance Framework

Advocacy for Change

• Closing the Housing Gap campaign:

– To persuade the federal and provincial governments to continue funding social housing at existing levels and provide new, long-term funding for social housing capital repairs

• LTAHS Review submission:

– Request to Province to develop a new regulatory framework to enable and encourage housing providers to continue as affordable housing after

• perating agreements expire

Next Steps

• Next Steps for EOA include:
• Work with housing providers to assess viability and explore
• ptions post-expiry
• Further discussions with City Divisions and external

partners to develop options

• Continue mutual interests discussions with housing

providers

• Follow-up report to Council in 2016

Thank you

Contact information: Name: Maria Varlokostas Telephone #: 416-338-8224 E-mail: mvarlok@toronto.ca