HomeMy WebLinkAboutDSD-20-034 - Affordable Housing Issues and OptionsStaff Report
Development Services Department
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www kitch ener. ca
REPORT TO:
Council
DATE OF MEETING:
February 24, 2020
SUBMITTED BY:
Justin Readman, General Manager, Development Services,
519 741-2200 ext. 7646
PREPARED BY:
Karen Cooper, Manager, Strategic and Business Planning,
519 741-2200 ext. 7817
WARD (S) INVOLVED:
All
DATE OF REPORT:
February 19, 2020
REPORT NO.:
DSD 20-034
SUBJECT:
Council Strategy Session — Affordable Housing Issues and Options
RECOMMENDATION: For Discussion
BACKGROUND:
Council received the Housing Needs Assessment on January 27, 2020 and the Affordable
Housing Strategy Advisory Committee had their second meeting on January 29, 2020 to kick off
Phase 3 of preparing the strategy. Building on information in the Housing Needs Assessment,
the Advisory Committee members discussed issues and options and created draft
opportunity/problem statements to address housing issues in Kitchener. Staff work has also
been progressing on the Inclusionary Housing Study and on reviewing city lands to determine
how they can be effectively used to advance strategic objectives.
This report provides information to inform the February 24, 2020 Council Strategy session where
staff are seeking input from Councillors on Phase 3: Issues and Options of the Affordable
Housing Work Program.
REPORT:
Questions for Council to consider at the February 24 2020 Council Strategy session
include:
1. What in your view are the top 3 issues that the Affordable Housing Strategy should
address?
2. What are your ideas for resolving your identified issues?
3. Who should be involved in addressing your identified issues?
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
1. Affordable Housing Issues
The Housing Needs Assessment identified issues across the housing continuum as illustrated
in the following graphic. The household income distribution line shows that the bulk of Kitchener
households face affordability challenges given the recent increases in cost of ownership and
rental housing. Kitchener specific information regarding incomes, affordable costs and actual
costs of housing are included on the graphic.
The key findings of the Needs Assessment and the issues, problems and opportunities were
mapped to corresponding places along the housing continuum. It is clear that action for every
part of the housing continuum to address housing affordability is needed. The focus of the
second Advisory Committee was to discuss issues and opportunities. Detailed notes are
included as Appendix A to this report. In summary main issues for the city to address from the
Advisory Committee perspective include:
• Emergency shelter and supportive housing systems do not meet needs
• Need for an integrated healthcare and housing system
• Evictions and redevelopment
• Diversity in unit/housing types
• Zoning requirements
• Approval processes
• Supply vs need of market units and affordable units
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The key findings of the Needs Assessment and the issues, problems and opportunities were
mapped to corresponding places along the housing continuum. It is clear that action for every
part of the housing continuum to address housing affordability is needed. The focus of the
second Advisory Committee was to discuss issues and opportunities. Detailed notes are
included as Appendix A to this report. In summary main issues for the city to address from the
Advisory Committee perspective include:
• Emergency shelter and supportive housing systems do not meet needs
• Need for an integrated healthcare and housing system
• Evictions and redevelopment
• Diversity in unit/housing types
• Zoning requirements
• Approval processes
• Supply vs need of market units and affordable units
• Parking requirements
• `NIMBY -ism' (not in my backyard) and effect on housing affordability and timeliness of
development
• Collaboration and co-ordination amongst stakeholders
2. Ideas for Resolving Issues
In summary, the opportunities to resolve housing issues as identified by the Affordable
Housing Advisory Committee include:
• Provide emergency shelter beds, housing and services that address specific needs,
provide choice and are safe
• Develop and implement a people centered approach vs a system or program based
approach to support people in leaving homelessness
• Invest in human value and potential and be empathetic - Change adequate services
definition - systems need to adapt to the people they serve - Stigma removed from
service recipients
• Improve service co-ordination for people between governments, agencies and service
providers
• Provide more diverse housing, more affordable housing
• Streamline development review process for affordable housing
• Partnerships between those who help people in need and those that build housing
• Identify, maintain and sustain existing private affordable housing
• Create a sound advocacy plan to attract funding for affordable housing
• Leverage funding for affordable housing with other strategic objectives
• Identify best practices — learn from others who are successful in addressing issues
• Collaborate with the Region to ensure Kitchener affordable housing needs are met
Tools to use in Resolving Housing Issues
The follow graphic summarizes the kinds of tools and resources available to local municipalities
to resolve affordable housing issues:
PlannFinancial Advocacy Partnerships
ToolPr
Research Education Information Direct
Sharing Provision
The Advisory Committee interest focused on Kitchener addressing the following planning,
approval process, financial, advocacy and partnership tools and resources as a priority.
Planning Tools
• Inclusionary Housing - The City of Kitchener is working on a joint services initiative with
the cities of Waterloo and Cambridge and the Region of Waterloo to complete an
Inclusionary Housing feasibility study along the ION Major Transit Service Corridor and
has retained NBLC to provide advice and complete the financial feasibility review. The
work is proceeding well with the required development industry engagement planned for
March 2020. Staff are proposing that a joint staff report be prepared in June 2020 for the
three cities on the high-level results of the study and to indicate next steps for each of the
area municipalities.
Official Plan Policies - The City of Kitchener participated in a Regional Official Plan
Review affordable housing discussion, along with other local municipalities, to review the
requirement for affordable housing targets in the Regional Official Plan. The Advisory
Committee has also suggested that city and regional policies around tenant displacement
and rental housing replacement be addressed while recognizing that redevelopment is
part of city building.
Lodging House Regulations — Council referred the review of lodging house regulations
to the Affordable Housing Strategy Advisory Committee. The Committee is establishing a
sub -committee to review the topic and to provide their advice.
Approval Process
• Development Review — Kitchener has benefitted from significant growth in new housing
development as shown in the following chart.
The pace of this growth is exceeding the planned forecast. The number of estimated new
dwelling units within site plan, zoning by-law amendment and subdivision applications is
over 24,000 units. With approximately 11,000 units in new proposals in 2019, current
development activity indicates strong developer interest in the construction of new units,
particularly multiple dwellings.
Housing Starts by Intended Tenure 2000-2019
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Source: CMHC Starts and Completions Survey
The amount of development is high but there is a mismatch between what is being
developed and what is needed across the housing continuum.
The amount and pace of growth is a challenge for Development Services to respond to
in a timely manner. A Development Services Review is underway to make the approval
process more efficient and easier to understand. Making a more timely development
approval process is of keen interest to the Advisory Committee.
Financial
City Land — The use of City land is a means to help address housing affordability. Lack
of access to land is a significant barrier for non-profit providers in receiving funding from
the regional, provincial and federal levels of government for transitional, supportive, and
community housing creation in the city.
The development industry has also indicated that city land would be a valuable
consideration in partnerships to create mixed income housing developments.
A review of city land is underway by the Economic Development Division to determine
how city lands could be used to advance city strategic objectives, including affordable
housing.
Incentives — Kitchener has fee waiver and deferral programs for affordable housing. The
Advisory Committee has advised that additional incentives should be considered, for
example around development charges and fast -tracking development review of
affordable housing development applications.
Partnerships and Advocacy
• One of the key outcomes of work on developing Kitchener's economic development
strategy was the business community and public interest in affordable housing.
• Minister Stephen Clark in his recent remarks to the KW Chamber of Commerce stressed
that the provincial government is looking to leverage mutually supportive projects
involving affordable housing, transit and economic development over singular focus
projects.
• Federal funding programs are also seeking to achieve multiple objectives. Historically,
non-profit housing providers have had to apply individually for project funding through
competitive processes.
• The interest in funding initiatives with multiple objectives means new collaborative
partnerships are needed to advocate for funding and to develop multifaceted submissions.
• Kitchener's needs assessment has provided a common understanding of the amount and
types of affordable housing needed across the housing continuum for the city. The need
is at higher levels than contemplated in the recently adopted Regional Housing and
Homelessness Plan. Collaboratively developing a joint Regional Housing and
Homelessness Plan with all of the area municipalities based on local needs assessments
and with an advocacy strategy will enable the Region to attract more funding to the area
and allow co-ordinated priorities to be set that reflect local and regional objectives.
3. Who Should Be Involved in Resolving Affordable Housing Issues
Roles and responsibilities
City of Kitchener
Roles and responsibilities for affordable housing have been a topic of discussion. Staff advise
that the focus of the Housing Strategy will be primarily on actions the City of Kitchener can
take as a local municipality, recognizing that everyone has a role to play in addressing
affordability. The Advisory Committee suggested that the City focus on:
• Advocacy with other levels of government for funding
• Streamlining the development review process
• Providing and securing land for affordable housing
• Supporting affordable housing providers
• Improving and facilitating collaboration with the Region and amongst Kitchener
stakeholders
Region of Waterloo
The Region has significant responsibilities and roles in relation to affordable housing, including:
• Providing policy and strategic direction, including the Regional Strategic Plan, the
Regional Official Plan - including target setting for the provision of affordable housing.
• The Region is designated by the Province as the Service Manager for housing and
homelessness, including responsibility for
o Housing system planning, including needs and demand analyses, reviewing data
and trending in the areas of housing and homelessness and developing the 10 -
Year Housing and Homelessness Plan and the Housing Action Plan;
o Administering the Region's allocation of capital funding and other housing related
grants or incentives from senior levels of government (e.g. Social Infrastructure
Funding, Ontario Renovates);
o Assisting in the development of new affordable rental units through the private and
non-profit housing development sector;
o Administration and funding for the non-profit and co-operative social housing
providers from the 1980s and 1990s;
o Administration of rent supplement subsidies for tenants in many private sector
rental and community housing providers and,
o Ensuring that the minimum number of Rent Geared -to -Income (RGI) units, the
Service Level Standard, as identified by the Province, is available for households
with low and moderate incomes.
o Manages the co-ordinated access waiting list for community housing across the
region.
• The Region currently provides the following incentives:
o Capital Grants — application based grant program through a Request for Proposal
system when funds are available. The grant would help cover capital and
associated costs with developing new affordable and supportive housing units.
o Secondary Suites — continual application based funding administered through the
Ontario Renovates program. The funding helps pay for the cost of creating an
additional dwelling rental unit within a house subject to certain qualifying criteria.
o Funding for home repairs (including installation of accessibility features) is also
offered through the Ontario Renovates Program.
o Rent Supplement — a program for landlords or rental units to make dwelling units
available to individuals on the community housing wait list. If qualified, the Region
enters into an agreement and covers the difference between the typical rental
amount and how much the tenant can afford.
o Regional Development Charge Grants — for those projects that receive Capital
Grants they may be eligible for a grant to offset the payment of the Regional portion
of development charges which is typically at the building permit stage.
o Affordable Home Ownership Program — eligible applicants are provided with a loan
for the down payment on the purchase of a new or resale home. This program is
operated on behalf of the Federal and Provincial governments.
o Others include: lower tax ratio for new apartment units, brownfield incentive
program, and connection with CMHC programs and funding.
o The Region also offers a Renter's Toolkit, assistance in finding a home and a
number of support programs and research.
• The Region is the largest community housing provider in the region
• The Region is a significant land holder and developer of transit and other facilities that
could be leveraged to include affordable housing.
Others
The following groups have specific responsibilities and expertise that the Kitchener can leverage
collaboratively so that everyone contributes to addressing housing issues in the city.
• Development Industry — build housing, building innovation
• Non-profit Providers — serve needs of people, service innovation
• Federal and Provincial governments — provide funding
• Health Care — support integration of healthcare and housing for vulnerable people with
medical issues
• Universities and Colleges — provide student housing/ land for student housing
• Major Employers — contribute to affordable housing development for workers/community
Next Steps:
Staff will use the information from the Council Strategy Session, the work of the Advisory
Committee and upcoming public engagement to further inform the development of options.
The Advisory Committee will review possible options to address opportunities and problems,
suggest aspects of the housing continuum to pursue at the local level and suggest quick wins
during the upcoming March 12, 2020 Advisory Committee meeting.
The Advisory Committee will then assist in developing draft goals and strategic actions at its
April meeting. The draft Affordable Housing Strategy will be provided to the Community and
Infrastructure Committee on June 8 and to Council on June 28, 2020.
STRATEGIC PLAN:
2019-2022 Strategic Plan — Caring Community Theme
Strategic Plan Goal: Enhance people's sense of belonging... by helping to make housing
affordable.
Strategic Plan Action: Create an Affordable Housing Strategy for Kitchener by 2020 in
collaboration with Waterloo Region, community groups and the development industry.
FINANCIAL IMPLICATIONS:
None at this time
COMMUNITY ENGAGEMENT:
Development of the Affordable Housing Strategy has significant engagement components. An
engagement plan is being developed with the Advisory Committee, along with engaging with
the committee themselves as community collaborators. The Advisory Committee is putting
special effort into ensuring people with lived experience provide their expertise and insight into
the development of the Affordable Housing Strategy. A number of tactics to INFORM,
CONSULT, COLLABORATE and EMPOWER will be used.
INFORM - This report has been posted to the City's website with the agenda in advance of the
committee/council meeting.
PREVIOUS CONSIDERATION OF THIS MATTER:
DSD -20-007 — Affordable Housing Strategy — Needs Assessment
DSD -19-134 — Affordable Housing Strategy — Work Program Overview
CAO -19-010 — City of Kitchener 2019-2022 Strategic Plan
CSD -17-034 — Development Incentives for Affordable Housing Implementation
CSD -17-018 — Development Incentives for Affordable Housing — Phase 2
CSD -15-085 — Development Incentives for Affordable Housing Discussion Paper
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Attachments:
Appendix A: Affordable Housing Strategy Advisory Committee Meeting 2 — Workshop Notes
Appendix B: Councillor Worksheet
Appendix C: Staff Presentation to February 24, 2020 Council Strategy Session
Appendix A: Affordable Housing Advisory Committee — January 29, 2020 Workshop Notes
Workshop No. 1 — Housing Continuum
• Housing Needs Assessment
• Update from Council Discussion
• Update on Key Findings and Conclusions
• Comments? Has Anything Been Missed?
• How Should Priorities be Determined?
• Each table should record suggestions that we can collect and summarize for the whole group
Table 1
Key Question
o How are we serving community members who experience mental health, addictions and
illnesses?
o If we focus on the needs of people we can better respond to homelessness and the complete
needs they experience.
Shelters are over capacity and are providing housing in Fall/Winter as temporary spaces.
o Evictions/family/women/ children
o Consider how ... are supporting job growth
o Can we consider how to build capacity to help people live independently, Job... daily life.
Table 2
13 Key findings
- The continuum is so wide- do we need to focus on one part. It is hard to get head around that. Determine
what is the most immediate need to one or three items. Also the one(s) we pick is it a real solution or a
band aid solution
- So little has been done to date.
- Just starting is a good start compared to past few years
- Table agreed all 13 finding are important but which ones do we focus on or start with remains a question.
- Should we support generalized affordable housing ideas
- All 13 are legit but if there is no supply, that drives up cost
- Inventory is low Le 18 offers on one unit
- There appears to be no end — people are coming to Kitchener/WR
- Years ago — rent then buy townhome then buy a home and now prices are too high
- Families with kids are surviving here because in part Federal tax credit up to $16k but singles are really
feeling the affordability issue
- Renovictions- nothing built since the 1960s — buildings are falling apart — no reinvestment in the building
there are life safety issues.
- #9 is not worded or takes into consideration that renoviction is required to bring more units on stream and
improve the building condition (gentle density).
- Include the idea of 1-2 people living in large single detached dwellings. Plus new zoning to allow 3 units
coming in late 2020
Table 3
Who are we talking about?
o What is Affordable Housing?
o Who needs it
What is the definition of affordable housing?
o Developers, renters, government
What is the focus of this group?
0 Priorities
- Chronic Homelessness
0 Where does this stand
- How do we build in partnership
0 Paying for support to tenants
- 80s, 90s lots of incentives
- Inventory went down
- What holds developers back?
- What is in it for developers?
- Bonusing? No longer available
- A Councillor — when meeting with developers and asking if they are willing to build affordable housing,
they say no.
Table 4
- Market trends
o How are we defining `affordable' going forwards?
o Cutting down on bureaucracy would improve Affordability
- Important to look at the whole system
- Understanding is important
o Addressing it is so complex
o Could fail before we start
o Solution — finite pot of money
o The group is not going to solve these problems
- Problem is broad and deep
0 Need to pick specific places to start, as opposed to 5% improvement across the continuum
- Identify bottle necks in the system and go for it
- Triage — Q: how do we address a humanitarian crisis
o Save lives
o Complex needs
- Triage trumps long term affordable home ownership
- Short term and Long term
- Diversity needs at the left side of the continuum
- `Cheap cheap' housing
o Regulatory environment
o Takes longer to get project approved then built
0 2.5x in queue than being built
o Bureaucratic and political will
- Developers can build more - housing system is blocking
- There are other communities who have busted through bureaucratic framework
0 25-30% fees, DCs, lending — bureaucratic
0 50-60% building materials
A big problem — if we can reduce the cost (efficiencies, bureaucracies) it will not reduce the cost on the open
market.
Missing link
- investor (dehumanized it) v consumer (live, rent out, speculators).
Bottlenecks
- the 250 -750 really complex cases of people who are homeless
building a building is easy but support $8 million = 750 people enormous gap - how to secure additional
funding to support the enormous gap
City's role
- identify/provide land
- advocate and stewardship
- development champion
Table 5
- Intrigued about Inclusionary Zoning — what does this mean in the long term, how affordable? It is quite
vague and less factual. What does it mean and what costs come with that?
- Key finding 13. Not sure who is responsible for what aspects of affordable housing. What are the two
roles? Need a strategic view of where affordable housing should be.
- Key finding 11. Agreement with this statement. Most agencies don't have the skillset to manage things
like capital planning (as an example)
- Money and land is stopping agencies from doing more. Can't pool cash to develop based on grants.
System is focused on annual income related admin.
- Cities own an incredible amount of land. Thinking of those sites can be unlocked and leased at low rates
for non -market housing
- Should service sector look at mergers to increase capacity?
- Do we need a coordinated list of individuals?
- Key finding 9. An important piece — how do we maintain affordable housing that is already in place and
keep at maintained and affordable
- Falling behind in two steps - Loss of units and not building enough
- Renovictions — landlords often harass people in affordable units get them to leave in order to renovate
unit and rent at a higher rate.
Table 6
- Inventory- empty buildings and vacant lots
- Egalitarianism — removal of stigma in working group
o Compensation for serving on Advisory Committees.
o Check privilege at the door
o Everyone's voice is equal, everyone talks and everyone listens
o Bringing life experience to the table
- Qualitative data — people's experiences
- Bringing in qualitative data (missing from the report)
- Medians and averages
- 2 problem areas of immediacy
o Minimum wagers, Ontario works, ODSP
o Living expenses and shelter costs
■ Street check, just living expenses
o system is not built
o ODSP + OW is not enough/dynamic
- lobbying other levels of government
- There needs to be a bridge between homelessness and shelter
- Stop the creation of homelessness
- Competition for funding - All fighting for the same money - Too silo'd
- See return on investment on investing in affordable housing, what data is available "do we know?"
- Intergenerational poverty — missing terminology
- Lived experienced talking to developers.
Workshop No. 2 — Issues and Opportunities
• Issues — With your tablemates please identify the main housing and homelessness issues the
city should address
• Problem Statement Creation — With your tablemates please draft problem/opportunity
statements for your top 3 to 5 identified issues
• Please record your issues and problem/opportunity statements for us to collect
Table 1
- We lack an integrated healthcare and housing system. This creates inefficiencies and a cycle that is very
expensive and leads to negative outcomes for clients
- Creativity is requiring to avoid evictions when short term problem solving and supports could lead to
housing stability (i.e someone losing housing due to incarceration, healthcare long term stay, addition
treatment)
- We need a streamlined approval process across all municipalities to provide affordable housing
- Diversity in unit/housing type is essential (single family, accessible unites, unique supportive housing)
- Flexibility with zoning requirements for affordable housing and social services (i.e parking)
Table 2
We need more supply of units to market
o Need relative affordable housing units and that will take pressure off affordability (prices won't
rise as fast)
o Need more affordable units- what is affordable? - $1,00 for 1 bedroom?
■ We struggled with is $1,400 the right number
■ People renting units to others are receiving multiple applications to rent the unit — this is
unheard of - again not enough units
- There is a supply issue with relative affordable units and real affordable units
o Can't control land costs
o Parking costs are high (reduce parking requirements)
o Less time for approvals
o Delay or exempt DC costs — defer to later
o Delay or exempt property tax increases
- Every little bit of saving adds up — 10 cents here, 25 cents there and 2 cents — all add up
- Consider parking requirements- relax current rules
o If a 3rd unit is added can the person borrow a parking spot from existing neighbor who does not
have car or has room
o Look ahead 30 years — people may not require as many cars
o Tony Seba — Youtube video cars changing in 5 years
- We are having problems with "Not in my backyard" — demolish home and rebuilding more units. Perfect
example is people don't use their balconies
- Stop allowing balconies — not used and costly to build and repair.
Table 3
- Problem statement: working in partnerships between those in need and those that build
- Opportunity: could inclusionary zoning help?
- How do we support building owners with hard to house?
- Time to change old neighbourhoods
Table 4
- Opportunity — identify existing private affordable housing and maintain and sustain this supply. Processes
of how people are evicted and they don't know how to access support
- Opportunity — Get more money/land to supply affordable housing units (province, feds, region, city)
- Private developers are not going to solve this.
- Creative partnerships that cross subsidize each other and sustain itself with a mixed income model. With
contributions from multiple levels of government (take profit out)
- Create a list of individuals that require supports and centralize administrative components (i.e proof of
income) to reduce silos.
- For profit — Montreal requires 20% affordable and 20% family units for projects over a certain unit type.
Table 6
1. Inadequate emergency shelter (beds and service) that spans needs, choice, safety that individuals need
2. People feel poor, powerless, nobody listens, disenfranchised, invisible. Investing in human value and
potential. We need to be empathetic.
a. Make this the last generation that is homeless
b. Social return on investment.
3. Changing the definition of adequate services
a. Stigmatizing the service provider not the service receiver
b. Systems need to adapt to the people they serve
c. People don't understand politics
i. Government needs to provide solutions
d. Accessing Federal fund is hard for people wanting to start
4. We don't know best practices
Look at how other municipalities have been successful
Workshop No. 3 — Public Engagement
Please distribute yourselves as you wish amongst the following engagement tables
• Lived Experience
• Non -Profit Providers
• Developers
• Renters
• Owners
• Public
Please discuss:
• Goals, Objectives and Draft Tactics in reaching your audience,
• How to involve your audience
• How you would like to be involved in the engagement process.
Please pass on your notes to us for us to summarize for the group
Lived Experience
Engaging with people with lived experience
- Go out and talk to them
o Non -judgement
o On the street
o Pit count
o They may have apathy towards participation
o Where?
o No trust
o St. Johns Kitchen — asked about night drop in
o Questions have to be meaningful and easy to answer
- Being careful of creating the "token poor person"
o People feel uncomfortable
o Being careful to not embarrass
- Valuing all input
- Locating at key locations, and key events
- Recently housed peoples
- People experiencing chronic homelessness
- Families that are trying to make ends meet
Non -Profit Providers
Goals
- Relationship building, now with region
- Develop relationship with City of Kitchener (who is who in the city) and in non-profit housing
- Non -profits want to understand what city's purpose is and what does city want to achieve with non -profits
- Raise awareness + understanding of what non profits are doing
- Understand the diversity within the non-profit sector — where each fits in best practices/or continuum
- Ask questions, listen to answers from housing and service providers
- How to determine KPL and their application- what is a good benchmark — how to achieve that
- What kind of relationships do other cities have with non -profits
- Raise awareness and understanding of challenges non -profits are working under and implications
- Who is doing what, of whom and when
- What are opportunities for partnerships to meet resident's needs
- Need options and choice for each person, deal with people holistically no silo by silo
Challenge
- Housing services Act — lists all no -profit providers (registry)
Developers
How to engage developers?
- How did we (Developers) get here now?
o Wanted to inform on projects/ hurdles and how that impacts affordability
Renters
- Renters — broad spectrum, different levels of vulnerability
o Different subsets to engage — identifying these subsets
- Cost of rent is broad concern — even households with two incomes are struggling
- New influx of student to DTK — new renter populations to consider
- Subsets
o low-income /very low income
o Seniors
o Students
o Moderate -higher income renters
- Potential Avenues
o Non-profit groups already doing this engagement (e.g. social development centre)
o Series of events to reach different groups leveraging existing efforts
Engagement fatigue as an issue
o What are we going to give back to participants?
Variety of engagement options to reach different people — e.g different time commitments, online/not
online
Owners
How to Engage Owners?
- Ability to reach out to owners through taxes and utility bills — mail is an option or online, facebook.
- Can't assume everyone is aware there is an affordable housing issue
- Good thing is the community already has an idea on this issue — this is positive
- Some residents might be willing to add tax increase solely to combat affordability issues
- Engagement is a must — i.e zoning to allow 3 units
- Some residents like Cedar Hill are tired of hearing about affordable housing — however we all agree
owners need to be informed
- We need education on affordable housing
- Housing First doesn't always work — person may not live in the unit
- Situations in some downtown locations where 1 person rents, when significant other arrive, land lord
raises the rent 100% - not legal and renters (immigrants) won't speak up
- Government initiative like Shelley Drive — home built and offered to people who could afford — federal
government project
- Promote 2 families living under one roof as a duplex but promote it i.e. parents and one part and
child/family living in other part but under one roof
Why engage Owners?
- Educate we don't have enough units
- Too many people moving in to this area
- Bidding wars for rent- thus more units
- Owners need to understand the issue and maybe they will create a duplex to add more units
- Will rent lower if more units come to market
- Incentives to owner of duplex provided the new unit is prescribing to offset affordable housing i.e max rent
not market rent
Public
Confusion of what terms mean - Need to inform definition of affordable housing
Affecting more people - People will want to have a say
Goal: what is it
Inform —consult- collaborate — empower
Housing situation — we're working on it
Facts — indicate why it is important
- A challenge for our City of Kitchener
- Economic impacts
- Inform — inclusive neighbourhoods - Not nimby
- Not as much on consult yet as most will not get to solutions
- Focus on getting up base of info/awareness to launch into the solutions - Consult/collaboration phase
- Document more the input from committee but focus on lived experience
- Use neighbourhood associations to distribute
- Links to existing city, region's non-profit, support sector services
- Translate
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