Thompson Housing Authority: Strategic Plan 2012-2017 & 12 Month Action Plan A Social Enterprise to Address Northern Housing Challenges October 5, 2011 Full Strategic Plan Prepared by BEKE Communications
PURPOSE STATEMENT To assist in the provision of affordable housing and related services in Thompson, for local and area residents, from low to middle income families to seniors and individuals in need, service sector employees to the homeless.
MISSION STATEMENT 1. To ensure that there is an adequate supply of housing stock in Thompson; 2. To enhance the affordability of, and accessibility to, adequate housing for Thompson and area residents, particularly those of low and moderate income to those with specialized needs; To maintain and improve the condition of existing housing stock;
3. 4. To stimulate and influence the activities of the housing market to the benefit of Thompson and area residents as a whole; and
5. To encourage and enhance the sense of cooperation and partnership in furthering affordable housing initiatives in Thompson.
GUIDING PRINCIPLES The THA has identified the following principles to guide its members, now and into the future, as they make decisions pertaining to the organization, as well as the community at large: • Integrity • Sustainability • Accessibility • Diversity • Transparency • Compassion • Vision • Coordination • Leadership • Collaboration • Equity • Accountability
POSITION STATEMENT The Thompson Housing Authority (THA), in its early stages of development, has the ability to mould itself to the needs of the community, and as such, is a body that aims to promote a healthy housing environment in the City of Thompson through research, advocacy, capacity building, coordination of services, housing policy development and property development initiatives. The THA provides opportunities for collaboration by encouraging organizational governance representative of a diversity of stakeholder groups.
PRIORITY AREAS 2|Page
Internal Priorities Capitalization and Property Development: The THA will attract resources to support housing initiatives and operational costs. Emphasis will be placed on developing an equity position that allows the THA to acquire and/or manage housing inventory. Organizational Operations and Governance: An initial phase to acquire resources and personnel will be required to ensure the sustainability of THA housing-related initiatives. As internal policies are established, the THA will undertake ongoing evaluations of best practices and governance models. External Priorities Partnering and Capacity Building: The THA will create opportunities for partnership, thus, building capacity and leveraging resources to the benefit of all Stakeholders by serving as an information hub for all housing-related services available to residents. Education initiatives will ensure a firm understanding of legislation and the current housing climate for THA governing members, who will disseminate information to the organizations they represent, and the community at large. Housing Policy Development and Advocacy: In order for members to be prepared to make informed and responsible decisions, filling gaps in research will be a major tenet of its endeavours. A THA Policy Statement will result in advocacy at legislative and policy development levels.
STAKEHOLDER GROUPS Non-profit Organizations (NPO) with an Interest in Housing
NEEDS: Information and avenues for advocacy to be able to meet their social, health, economic or environmental mandate. VALUE PROPOSITION: Enhanced ability to achieve organizational mission. 1. The Thompson Neighborhood Renewal Corporation (TNRC)- founding member of the THA. Established in 2001, the TNRC is a community development organization governed by a volunteer board of directors working to support neighbourhood renewal initiatives by providing assistance to the community through funding and education. One of the TNRC's priority areas is Affordable Accessible Housing with the following commitments: - TNRC is aware and informed on housing related issues. - TNRC will promote housing programs. - TNRC will be a strong advocate for housing. - Enhance the existing housing stock for low-income families. - Provide housing to middle to low-income families. 2. The Thompson Region of the Canadian Mental Health Association, a member of the THA, is part of nation-wide, charitable organization that promotes the mental health of all and supports the resilience and recovery of people experiencing mental illness. 3. Ma-Mow-We-Tak Friendship Centre, a member of the THA, offers support to Aboriginal people who are making the transition from life on the reserve or community to urban life in Thompson. It provides programs and services in relation to the social, educational, cultural and recreational needs of the community. 4. The Thompson Crisis Centre (TCC), a member of THA, provides emergency, nonresidential and transition shelter and support services to all survivors of domestic violence, female or male, whether in or out of shelter. The TCC also focuses on empowerment and prevention through public education and awareness. 5. Thompson Unlimited (TU), an ex-officio member of THA, was purposely created in
2003 through a special 10 year provision for payment of a special annual grant from Vale for the purpose of setting up and operating an economic development and marketing office to promote economic development and diversification of the City of Thompson. Diversifying the local economy is TUâ€™s fundamental function. Housing is inextricably linked to economic development and fostering healthy growth.
Provincial, Regional and Municipal Governance and Public Administration
6. Non-member NPO Stakeholders such as: Burntwood Regional Health Authority, Men Are Part of the Solution and the YWCA. NEEDS: To ensure safe, adequate housing for constituents. VALUE PROPOSITION: Enhanced ability to make decisions regarding housing. 1. The City of Thompson, founding member of the THA, is the municipal body responsible for governance, administration and planning in Thompson. 2. Keewatin Tribal Council (KTC), a founding member of the THA, is represented by their specialized department the Keewatin Housing Association. KTC represents eleven member reserves located in Northern Manitoba. The mandate of KTC is to promote, advance and protect the interests of its eleven member First Nations, and is intended to maintain, strengthen, enhance, lobby for and defend the rights of northern Manitoba First Nations people within its jurisdiction. 3. The Manitoba Metis Federation (MMF), a member of the THA, is the official democratic and self-governing political representative for the Metis Nationâ€™s Manitoba Metis Community. The MMF promotes the political, social, cultural, and economic interests and rights of the Metis in Manitoba. Additionally, the MMF delivers programs and services to our community including: child and family services; justice; housing; youth; education; human resources; economic development and natural resources. 4. Manitoba Housing and Renewal Corporation (MHRC), an ex-officio member of the THA, is a crown corporation that provides a continuum of affordable housing services including rental housing, renovation, and homeownership programs. MH promotes independence and self-sufficiency by providing adequate, safe, and secure housing to people in need. MH owns a number of properties throughout the City of Thompson and plays a vital role in meeting the challenges of social development.
Homeowners and Tenants
5. Non-member Governing and Administrative Stakeholders such as Manitoba Keewatinowi Okimakanak (MKO). NEEDS: Obtain safe, suitable housing. VALUE PROPOSITION: Tenants and homeowners have an enhanced ability to access housing services, information about existing housing stock and legislation.
Landlords, Investors, Developers and Business Community
This group includes: All Residents of Thompson NEEDS: Make informed business decisions, house personnel and operate within confines of the law. VALUE PROPOSITION: Data to inform business decisions and operations. This group includes: The Thompson Chamber of Commerce, financial institutions, property owners and managers, real estate brokerages and agents.
PLAN IMPLEMENTATION The following are actions we will take to implement the strategic plan on an ongoing basis: The THA members will appoint a strategy manager on an annual basis, who is responsible for chairing quarterly strategy meetings with the large group. The strategy meetings will include revision of the strategic plan and an assessment of
progress. In September 2011, THA members convened to finalize the 2012-2017 Strategic Plan and form ad hoc working groups responsible for specific priority areas, subsequent goals and action items necessary to implement those goals. The ad hoc working groups formed in September 2011 include Budget & Funding Proposal and Governance Model & Internal Policy. The large group also developed a 12-month action plan, assigning tasks and timelines as required.
2012-2017 STRATEGIC PLAN AND 12 MONTH ACTION PLAN - AT-A-GLANCE CAPITALIZATION AND PROPERTY DEVELOPMENT OBJECTIVES & GOALS (FINANCIAL) 1 CAPITALIZATION: Secure adequate funding to support THA operational costs and housing-related initiatives. 1.1 CORE FUNDING: Secure funding agreements to ensure sufficient financial resources are in place for operational and start-up expenses. 1.2 OTHER FUNDING: Attract funding to support program/service delivery costs and potential property development projects.
2 PROPERTY DEVELOPMENT: Develop an equity position allowing the THA to acquire and/or manage property. 2.1 RESEARCH: Initiate research obtaining information necessary to make sound property acquisition decisions. 2.2 HOUSING CONCEPT: Develop a housing concept intended for a THA-led project.
PARTNERING AND CAPACITY BUILDING OBJECTIVES & GOALS (PEOPLE AND LEARNING) 3 PARTNERING AND CAPACITY BUILDING: Create a value proposition by providing opportunities for collaboration, filling gaps in research and coordinating services. 3.1 COLLABORATION: Provide a platform for organizational partnering and collaboration through regular meetings and working group projects. 3.2 RENTAL LIST: Create and distribute an updated rental list on a quarterly basis that serves as an overview of rental properties, landlord information, number of units, rental rates and vacancies. 3.3 COORDINATION OF SERVICES: Create an information hub for all housing-related services and programs.
4 COMMUNITY, BOARD AND PERSONNEL EDUCATION: Undertake internal and external housing education initiatives on an ongoing basis. 4.1 COMMUNITY EDUCATION: Develop a "Housing Education Series" to be conducted quarterly at "open meetings" during the regularly scheduled meeting times intended for Board, Staff and Community attendance. 4.2 INTERNAL PRESENTATIONS: Members and/or guests will make presentations at meetings, regarding housing-related services offered by the organization they represent. 4.3 PERSONNEL TRAINING: Ensure personnel visit other municipality's housing authorities in order to generate familiarity with various organizational models, build external relationships and enhance operational efficiencies.
HOUSING POLICY DEVELOPMENT AND ADVOCACY OBJECTIVES & GOALS (INITIATIVES AND SERVICES) 5 HOUSING POLICY DEVELOPMENT AND ADVOCACY: Advocate housing policy recommendations to various levels of government. 5.1 RESEARCH: Conduct studies necessary to develop a THA Housing Policy Statement including City of Thompson Zoning Bylaw recommendations.
6 ADVOCACY: Advocate housing-related policy recommendations to various levels of government derived from the THA Policy Statement. 6.1 POLICY RECOMMENDATION: Develop a THA Housing Policy Statement including City of Thompson Zoning Bylaw recommendations to be submitted to various levels of government.
OPERATIONS AND GOVERNANCE OBJECTIVES & GOALS (M ANAGEMENT) 7 OPERATIONS: Develop processes and operations as needed to fulfill THA initiatives. 7.1 WORK SPACE and PERSONNEL: Locate suitable work space, equipment and personnel necessary to conduct THA business. 7.2 STRATEGY MEETINGS: Conduct quarterly strategy meetings to ensure implementation of the THA objectives and goals.
8 ORGANIZATIONALGOVERNANCE: Manage and govern in alignment with best practices. 8.1 RESEARCH: Conduct an investigation pertaining to best practices among housing authorities to be adopted in the THA by-laws.
2012-2017 STRATEGIC PLAN AND 12 MONTH ACTION PLAN - DETAIL CAPITALIZATION AND PROPERTY DEVELOPMENT OBJECTIVES & GOALS (FINANCIAL) 1 CAPITALIZATION: Secure adequate funding to support THA operational costs and housing-related initiatives. 1.1 CORE FUNDING: Secure funding agreements to ensure sufficient financial resources are in place for operational and start-up expenses. THA Member Goals
Measure: Funding Secured Measure
1.1.1 CORE FUNDING: Develop a budget for THA start-up Budget competed costs (ie. office, human resources, equipment etc.) 1.1.2 CORE FUNDING: Create a list of potential core funders List completed that would consider 3-year funding agreements. 1.1.3 CORE FUNDING: Develop core funding proposal Template completed template. 1.1.4 CORE FUNDING: Create and present a 3-year funding proposal (2012-2014) to Thompson City Council to support Presentation completed operational and start-up expenses from the Municipal Revenue Fund. 1.1.5 CORE FUNDING: Conduct an evaluation of contributions Commitments from and in-kind resources available from THA member organizations. Members
1.2 OTHER FUNDING: Attract funding to support program/service delivery costs and potential property development projects. THA Member Goals 1.2.1 OTHER FUNDERS: Create a list of potential project funders, identifying local, provincial and federal opportunities. 1.2.2 OTHER FUNDERS: Develop project funding proposal template. 1.2.3 OTHER FUNDERS: Task THA members with developing relationships with potential funder on behalf of the THA and submit proposals (ie. Vale, Manitoba Hydro, Neighbourhoods Alive, Manitoba Housing and Renewal Corporation, Northern Sector Council Thompson Urban Aboriginal Strategy etc.).
Target: $80,000 Target
Start Date, End Date
Measure: Funding Secured
Start Date, End Date
Number of proposals submitted
2 PROPERTY DEVELOPMENT: Develop an equity position allowing the THA to acquire and/or manage property. 2.1 RESEARCH: Initiate research obtaining information necessary to make sound property acquisition decisions. THA Member Goals 2.1.1 RESEARCH: Conduct an investigation pertaining to financing options, opportunities for entry, available grants and partnership structures. 2.1.2 RESEARCH: Compile a report of all existing data including CMHC rental market reports, Mayorâ€™s Taskforce on Housing Report 2006, MLS reports, Census Canada etc. 2.1.2 RESEARCH: Conduct a study evaluating existing housing stock, housing condition, demand and challenges to meeting demand. 2.1.3 RESEARCH: Conduct a study evaluating various housing models'/designs' success in other communities and applicability in Thompson.
Measure: Research Projects Complete
Target: 3 Start Date, End Date
2.2 HOUSING CONCEPT: Develop a housing concept intended Measure: for a THA-led project. Proposal Complete
Target: Within 3 years
PARTNERING AND CAPACITY BUILDING OBJECTIVES & GOALS (PEOPLE AND LEARNING) 3 PARTNERING AND CAPACITY BUILDING: Create a value proposition by providing opportunities for collaboration, filling gaps in research and coordinating services. 3.1 COLLABORATION: Provide a platform for organizational partnering and collaboration through regular meetings and ad hoc working group projects. THA Member Goals 3.1.1 Create a Budget and Funding Proposal ad hoc working group. 3.1.2 Form a Governance Model and Internal Policy working group.
Measure: Meeting Attendance Measure
Target: 75% Attendance Start Date, End Date
3.2 RENTAL LIST: Create and distribute an updated rental list on a quarterly basis that serves as an overview of rental properties, landlord information, vacancies, rental rates and number of units. THA Member Goals
Measure: Rental List Publication Measure
Target: Complete within 12 months Target
3.2.1 RENTAL LIST: Contact Landlords on a monthly basis and Updated List 4/annum track vacancies, rental rates and number of units. 3.2.2 RENTAL LIST: Distribute list to THA members and other Distribution Numbers 50 stakeholders.
Start Date, End Date Ongoing Monthly Ongoing Monthly
3.3 COORDINATION OF SERVICES: Create an information hub Measure: Housing Resources Target: Complete within 8 for all housing-related services and programs. Available months THA Member Goals
3.3.1 COORDINATION OF SERVICES: Create a housing resource centre with up-to-date information regarding available Set-up complete programs, housing data and current legislation. 3.3.2 COORDINATION OF SERVICES: Provide referrals for landlords, tenants and homeowners in need of housing-related Number of Referrals services.
Start Date, End Date
4 COMMUNITY, BOARD AND STAFF EDUCATION: Undertake internal and external housing education initiatives on an ongoing basis. 4.1 COMMUNITY EDUCATION: Develop a "Housing Education Series" to be conducted quarterly at "open meetings" during the Measure: Education Series regularly scheduled meeting times intended for Board, Staff and Conducted Community attendance.
Target: Year 2
4.2 INTERNAL PRESENTATIONS: Members and/or guests will make presentations at regular THA meetings, regarding Measure: Informational housing-related services offered by the organization they Presentations Conducted represent.
Target: Ongoing in 2012
THA Member Goals 4.2.1 INTERNAL PRESENTATIONS: Choose topics and create a schedule of presentations to be made at THA meetings by members and/or guest representatives of organizations with housing mandates. Presentations may include: Residential Tenancies Branch, Manitoba Housing and Renewal Corporation, Employment and Income Assistance etc.
Number of presentations
4.3 PERSONNEL TRAINING: Ensure personnel visit other municipality's housing authorities in order to generate familiarity Measure: Housing Authority with various organizational models, build external relationships Visits and enhance operational efficiencies.
Start Date, End Date
February 2012, Ongoing
HOUSING POLICY DEVELOPMENT AND ADVOCACY OBJECTIVES & GOALS (INITIATIVES AND SERVICES) 5 HOUSING POLICY DEVELOPMENT AND ADVOCACY: Advocate housing policy recommendations to various levels of government. 5.1 RESEARCH: Conduct studies necessary to develop a THA Housing Policy Measure: Reports completed Statement including City of Thompson Zoning Bylaw recommendations. THA Member Goals 5.1.1 RESEARCH: Undertake a study intended acquire data pertaining to existing housing stock, current demand and challenges to meeting housing demand. 5.1.2 RESEARCH: Undertake a thorough investigation of municipal approaches and practices that promote a healthy housing environment, including but not limited to tax incentives, land banking, secondary suites, inclusionary zoning etc.
Start Date, End Date
6 ADVOCACY: Advocate housing-related policy recommendations to various levels of government derived from the THA Policy Statement. 6.1 POLICY RECOMMENDATION: Develop a THA Housing Policy Measure: Statement including City of Thompson Zoning Bylaw recommendations Recommendations Drafted to be submitted to various levels of government.
Target: Year 2
OPERATIONS AND GOVERNANCE OBJECTIVES & GOALS (M ANAGEMENT) 7 OPERATIONS: Develop processes and operations as needed to fulfill THA initiatives. 7.1 WORK SPACE and PERSONNEL: Ensure a suitable work space, equipment and personnel necessary to conduct THA business. THA Member Goals
Measure: Operations Target: Complete by Set Up March 2012 Measure
Start Date, End Date
7.1.1 Enhance contract with the TNRC to include administration, research and human resources. 7.1.2 Create ad hoc selection committees to recruit qualified personnel as needed.
Agreement in place Personnel hired
7.2 STRATEGY MEETINGS: Conduct quarterly strategy meetings to ensure implementation of the THA objectives and goals.
Measure: Strategy Meetings Conducted
8 ORGANIZATIONAL GOVERNANCE: Manage and govern in alignment with best practices. 8.1 RESEARCH: Conduct an investigation pertaining to best practices and governance models among housing authorities to be adopted in the THA bylaws.
Measure: Target: Ongoing Recommendations to THA Members
APPENDIX A: STRATEGIC PLANNING TERMS 10 | P a g e
Strategic Planning Term
Definition How people want to behave with each other in the organization. Value
Core Values/Guiding Principles
statements describe actions that are the living enactment of the fundamental values held by most individuals within the organization. What are our guiding principles, as a group, to adhere to no matter what?
Core Purpose/Mission Statement Vision Statement (5+ years)
The organization's core purpose. Why do we exist? Where you are headed — your future state — your Big, Audacious Goal. Where are we going? A characteristic(s) of an organization that allows it to meet their
customer's need(s) better than their competition can. What are we best at in our market? Your strategies are the general methods you intend to use to reach your vision. A strategy is like an umbrella. It is a general statement(s) that
guides and covers a set of activities. You can develop strategies for your whole organization, a department, a specific set of activities, or a guiding statement for a year. No matter what the level, a strategy answers the question "how." Long-term, broad, continuous statements that address all areas of your
Long-Term Strategic Objectives (3+ years)
organization. If you have a five-year vision, these would be three- to fouryear intermediate guideposts on the way there. What must we focus on to achieve our vision? Short-term Goals that convert the Strategic Objectives into specific performance targets. Effective Goals clearly state what, when, who and
Short-Term Goals and Action Items (1 year) are specifically measurable — they are Specific, Measurable, Attainable, Responsible person, Time bound (SMART). What must we do to achieve our long-term Strategic Objectives? Metric and non-metric measurements essential to the completion of an organization's goals. Each organization narrows the possible list down to Key Performance Indicators (KPIs)
a manageable group of KPIs that make the most difference to performance. KPIs are linked to Goals. How will we know we have achieved our Goals?
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APPENDIX B: THA MEMBER HOUSING STOCK Member Organization
Housing Stock and Tenure
Thompson Neighbourhood Renewal Corporation
• • •
Housing Coordinator Housing advocacy Our Home Kikinaw Project (OHK)
• • •
Thompson Region of the
Canadian Mental Health Association
City of Thompson
Housing Resource Centre Homeless Shelter Management (emergency
housing) • • •
THA funder Planning District Planning Governance
by Keewatin Housing Association (KHA)
• • •
Property Management Property Acquisition Housing Resource Centre
• • • •
Manitoba Metis Federation (MMF)
Thompson Crisis Centre
Homeless Shelter Management and Administration 24 beds •
Keewatin Tribal Council (KTC) represented
Our Home Kikinaw Project: 5 homes in 5 years 1 home complete and 2nd family selected Affordable Home Ownership Project Mortgage Holder and Builder
• • • •
Emergency housing Transitional housing Housing referrals Property Management
Housing resource centre Housing-related advocacy
• • • •
79 units total 67 single-family dwellings (owned by KHA), 10 X 2 bedroom homes, 55 X 3 bedroom homes, 2 X 4 bedroom homes, 24-unit apartment block, 8 X 2 bedroom apts, 4 X 1 bedroom apts
(owned by KTC and managed by KHA) 28 additional units planned 36 emergency beds (30 day max stay) 6 transitional suites, 2 X 1 bedroom apts, 4 X 2 bedroom apts
Owned by MHRC; leased/managed by Thompson Crisis Centre •
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• Ma-Mow-WeTak Friendship Centre Thompson Unlimited (TU)
• Manitoba Housing and Renewal Corporation (MHRC)
• • •
Housing referrals •
Economic Development Investor Relations
Social and public affordable housing Grants RRAP Subsidies
65 units total 55 plus 10 unit apt block, 8 X 2bdrs, 2 X 3 bdrs.
Project 1748 town houses on Brandon, 6 units X 4 bdrs.
Project 7583; 34 townhouse units, 22 X 3 bdrs, 6 X 4bdrs, 6 X 5 bdrs.
Project 7509 singlefamily units 4 X 3 bdrs.
Project 1012; 10 townhouses units, 6 X 3 bdrs and 4 X 2 bdrs.
1 single-family dwelling, 3 bdr.
APPENDIX C: Internal and External Assessment Internal External Strengths
Existing Partnerships among public, private and non-profit sectors within Thompson and the northern region.
Strong housing demand for rental properties is desirable to investors of single-family and multifamily dwellings.
Primary Stakeholders are represented among THA members.
Existing partnerships among organizations within Thompson, as well as with surrounding communities.
Diverse backgrounds and interests are reflected among THA members.
Diversification, future investments and
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Administrative support provides structure, as administered by the TNRC in the last year. Continuity is achieved by standing monthly meetings. A Common Vision is shared by THA members.
economic growth in Thompson and Northern region including hydro-electric dam projects, the Churchill River Diversion, Thompson Economic Diversification Working Group and Thompson Unlimited. Thompson's transition from a mining community to a service "hub" presents opportunities for investment, employment and capacity building. The upcoming City boundary expansion positions Thompson for future growth and development. Training and employment initiatives on-reserve are building the northern region's skilled labour force. The Aboriginal population being the fastest growing population in Canada indicates the workforce is also growing. A commitment to the Thompson Sustainable Community Plan provides direction for sustainable growth into the future. Continued promotion and success of the Thompson Aboriginal Accord ensures collaboration and inclusivity.
Lack of commitment is clear through inconsistent attendance at meetings.
The economics of building new housing are not favourable due to high costs, labour shortages, long supply lines, geographical isolation and short construction season. As a result, new housing starts are limited to highend single family dwellings and multi-family rentals.
Unclear direction of the THA is symptomatic of a new organization. Lack of funding to implement initiatives and provide additional support. No staff to support initiatives.
Thompson continues to face a reputation as a single-industry economy, along with associated risks. The foreclosures and CMHC-owned apartment blocks of the early 1970's remain in the memories of residents. In addition, poor ratings from the CMHC have deterred banks from lending in Thompson.
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Boundary limitations, causing scarcity of land, has hindered growth in the past. Employment and Income Assistance rental rates are insufficient to access safe and adequate housing. Diminishing affordable housing stock has resulted in extremely low vacancy rates which amplify social, labour retention and student success rate challenges. Lack of transitional housing hinders progress of individual recoveries and transitions to mainstream society.
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