3.

2. That Administration provide

New Process for assistance to the board of the City of 2
Edmonton Non-Profit Housing
Cornerstones Grant Corporation in preparing its interim
Approvals and final governance reports, using
existing City budget resources.
At the June 23, 2010, City Council
Recommendation: meeting, the following motions were
That the March 1, 2011, Planning and passed:
Development report 2011PHB005 be That Administration provide a status
received for information. report to the September 8, 2010,
Report Summary Executive Committee meeting on the
development of new processes for
This report provides an update of Cornerstones grant applications, as
Administration’s progress in reviewed in the June 9, 2010, Office
responding to a number of related of the City Auditor report
City Council and Executive 2010OCA012.
Committee referrals on Cornerstones
and other housing initiatives. That the City Manager and City Clerk
Previous Council/Committee Action work together to ensure that Council
has an opportunity to provide input
At the July 21, 2010, City Council into the strategy for affordable
meeting, the following motion was housing, including governance,
passed: intergovernmental relations and
1. That Administration prepare a report future steps. (Cornerstones-
to the September 8, 2010, Executive Independent Evaluation and Future
Committee meeting, setting out: Action Plan Report).
a) the details of the City’s Report
relationship with the City of
This report provides a summary of the
Edmonton Non-Profit Housing
Administration’s progress in responding
Corporation, and outlining how
to City Council and Executive
that corporation is currently
Committee motions regarding:
involved in the delivery and
implementation of the City’s
housing initiatives. • The role of the City’s Non-Profit
Housing Corporation in implementing
b) recommendations on how the the City’s housing initiatives and
City of Edmonton Non-Profit governance relationship to the City.
Housing Corporation or other
existing or new City non-profit • Development of new processes for
corporations, committees or delivering Cornerstones grant
agencies could be used to deliver funding programs, including
or implement the City’s housing alignment with the City’s
initiatives into the future. development approval processes.

ROUTING – City Council | DELEGATION – W. Trocenko

WRITTEN BY – D. Kreuzer | March 1, 2011 – Planning and Development Department 2011PHB005
Page 1 of 3
New Process for Cornerstones Grant Approvals
• Implementation of the
recommendations of the
Independent Evaluation of
Cornerstones and future action plan.
Attachment 1 provides information and
the current status of actions to address
the July 21, 2010, motions of City
Council relating to the City of Edmonton
Non-Profit Housing Corporation
(homeEd). The Housing Branch has
held two strategic information and action
planning sessions with the Board of
homeEd. These sessions focused on a
number of governance and operational
issues identified in the City Auditor’s
Governance and Financial Reviews,
with the homeEd Board confirming the
following high-level outcomes:
• A new Vision and Mandate of
homeEd.
• General Board consensus on the
conceptual outline of the future
state governance model and the
interim transitional governance
model.
• Short, medium and long term
strategic activities, including the
prioritization and development of
a work plan and resourcing to
implement the Audit
recommendations.
The homeEd Board will be seeking a
shareholder meeting with City Council in
March, 2011, to more fully inform them
about the above outcomes, progress to
date and to seek direction on the
transitional and future state governance
models.
The second update (Attachment 2)
relates to Council’s June 23, 2010,
request for a status report on
implementation of the City Auditor’s
Page 2 of 3
recommendations regarding issuance of
development permits and approval of
Cornerstones funding. Attachment 2
outlines the City Auditor’s six
recommendations, with Administration’s
response, action plan and current status
of implementation.
Two of the recommendations were
implemented in 2010, two will be
completed by March 31, 2011, and the
remaining two recommendations will be
completed by year-end 2011.
The third status update (Attachments 3,
4 and 5) relates to the independent
evaluation of Cornerstones and City
Council’s direction that Administration
provide an opportunity for Council’s
strategic input into governance,
intergovernmental relations and future
steps in the strategy for affordable
housing.
Attachment 3 provides an overview of
the Consultant’s Cornerstones
recommendations and Administration’s
progress to date.
Attachment 4 (updated Roadmap)
summarizes the high level plan for
completion of the existing Cornerstones
program, based on total funding of
$149.99 million. At year end 2010, the
City has firm commitments in place for
$120.63 million of the total funds.
Attachment 5 shows Administration’s
preliminary plan for the allocation of the
remaining $29.36 million of available
funding for 2011 and 2012. This plan
will be finalized and brought forward for
Council’s approval following the
March 1, 2011, City Council meeting.
In response to the request for direct
participation of City Council in the
New Process for Cornerstones Grant Approvals
strategic direction setting of housing
matters, the City Manager has
scheduled a one-day Council session on
Cornerstones and future housing
directions for March 1, 2011. In
preparation for that session and in
response to the evolving housing
environment in Edmonton and the
Capital Region, Administration will bring
forward information of current housing
issues to provide context for an
informed discussion. Some of these
evolving issues are outlined in
Attachment 6.
In addition, Administration will provide
an update on the following items:
• “Incentive-based flex-cap” housing
investment protocol.
• Strategies for achieving a more
equitable balance of non-market
housing to market housing.
• High level housing policy discussions
with senior administrators in the
provincial government; other
municipalities; major Edmonton
housing management bodies.
• City involvement with the Capital
Region Board’s Housing Committee
initiatives.
Policy
This report supports Council’s 10-Year
Strategic Goals of:
• Improving Edmonton’s Livability; and
• Transforming Edmonton’s Urban
Form.
Corporate Outcomes
• Complete collaborative communities
that are accessible, strong, and
inclusive with access to a full range
of services
Page 3 of 3
• Attractive and compact physical
design with diverse neighbourhoods
amenities and public open spaces.
Public Consultation
Significant public and stakeholder
engagement has occurred in the
housing policy areas. One of the
primary focus areas for the City’s future
directions for housing will be increased
public and stakeholder engagement to
promote better community acceptance
of future housing project proposals that
include non-market housing units.
Attachments
1. Status of Council Motions Relating to
the City of Edmonton Non-Profit
Housing Corporation (homeEd)
2. Status of Implementing Audit
Recommendations Regarding
Development Permit and
Cornerstones Funding
3. Implementation Status of
Recommendations from the
Independent Evaluation of
Cornerstones
4. March 1, 2011, Roadmap for the
Implementation of the Cornerstones
Plan 2006 to 2010 (Implementation
to 2014)
5. March 1, 2011, Preliminary Plan for
Committing the Remaining
$29.36 million of Cornerstones
Funds for 2011 and 2012
6. Issues Emerging from the Changing
Housing Landscape
 Attachment 1

Status of Council Motions Relating to the City of Edmonton Non-Profit Housing

Corporation (homeEd)

Motion 1: That Administration prepare a report to the September 8, 2010

Executive Committee meeting, setting out:

a) The details of the City’s relationship with the City of Edmonton Non-Profit
Housing Corporation, and outlining how that corporation is currently
involved in the delivery and implementation of the City’s housing
initiatives.

Response: The City of Edmonton is the sole shareholder of homeEd, a private

not for profit company incorporated in 1977. The objective for which homeEd
was established was broadly defined to “develop, provide, operate and maintain
housing accommodation of all kinds.” More specifically, as explained in a 1977
Council report, the principal intent of the Non-Profit Corporation was to secure
Federal government subsidized mortgage loans to build new affordable rental
housing stock for Edmontonians. Such housing was specifically targeted to
mixed income tenancy such that rents fell between the low end of private market
rents and subsidized housing (social housing), within the parameters of the
program’s funding requirements. When the Province of Alberta introduced a
similar non-profit housing program providing mortgage subsidies, homeEd
successfully built projects with said provincial funding.

The governance of homeEd was established with a Board of Directors originally

comprised of the Mayor, two aldermen, a commissioner and two general
managers from the Administration. Board composition changed over the years
until elected officials withdrew from Board participation and now City Council
appoints all seven Board members from the public at large.

Management of the Corporation originally was provided by an individual without

Departmental affiliation, although on the City’s payroll, who reported directly to
the Board. In 1995, the Board approved the retention of a Branch Manager in
the Planning and Development Department to manage homeEd, a model that
continued for 15 years until his retirement. The Board requested a governance
review in October 2009 and met with its shareholder at a meeting on July 12,
2010, to discuss a governance review and to clarify the role of the Board and
future directions.

At present, homeEd owns and manages 806 apartment and townhouse units;
658 of which were built under federal or provincial mortgage subsidization
programs and 148 units either built or acquired with the assistance of
Cornerstones funding and Provincial affordable housing grants. homeEd
continues to successfully fulfill its original intent. It provides very favourable
mixed income rental accommodation seamlessly into neighbourhoods throughout

Page 1 of 3 Report: 2011PHB005 Attachment 1

 Attachment 1

the City. It is an excellent example of inclusionary housing wherein tenants

within a housing development pay either a subsidized rent or low end of market
rent, depending on household income.

The City of Edmonton Non-Profit Housing Corporation has capably demonstrated

its ability to deliver and implement City housing initiatives. In addition to
expanding the housing stock with Cornerstones grants, homeEd works with the
City and other agencies to provide housing to “third stage” tenants (stabilizing
after abusive relationships) and “housing first” tenants, coming out of homeless
circumstances. In addition, units from the private sector coming to the City under
the present Inclusionary Housing Strategy are being managed by homeEd in
terms of tenant selection, placement and property management.

b) Recommendations on how the City of Edmonton Non-Profit Housing

Corporation or other existing or new City non-profit corporations,
committees or agencies could be used to deliver or implement the City’s
housing initiatives in the future.

Response: At a meeting with the Shareholder (City Councillors) on July 12,

2010, the homeEd Board presented a proposal for a new governance model
intended to move homeEd forward to achieve mutual housing objectives. The
principle aspect of this proposal of the Board would see the replacement of
Administration presently engaged in management of the Corporation with staff
and services hired by the Board outside of the Administration. In response, the
Shareholder directed the Board to work with Administration to develop a
governance model and policy framework and report to a homeEd shareholder
meeting in November 2010.

At the subsequent meeting of the homeEd Board of Directors on July 22, 2010,
the Housing Branch Manager advised that the City Manager had rescheduled the
next shareholder meeting for the first quarter of 2011. This will also enable the
Administration to benefit from the Council retreat on housing directives scheduled
for March 1, 2011, given the changing landscape emanating from Provincial
directions and evolving perspectives of housing management bodies and other
non-profit providers.

On January 13, 2011 and January 20, 2011, two Strategic Working Sessions with
the homeEd Board were hosted by the Housing Branch. Through these sessions
the Board was engaged in discussions that focused on matters relating to:

• the City’s strategic framework and important outcomes expected by Council;

• sharing information on the broader housing environment, trends, issues,
market reports, and perspectives of other housing providers as the
environment is undergoing change;
• facilitating working sessions to focus on issues important to the Board;
• directions and strategic imperatives of the Housing Branch; and

Page 2 of 3 Report: 2011PHB005 Attachment 1

 Attachment 1

• the potential to map out new directions for homeEd in this context.

These collaborative efforts are being summarized into a report that is being
prepared jointly between the Administration and the homeEd Board for future
review and consideration by the shareholder.

Motion 2: That Administration provide assistance to the Board of the City of

Edmonton Non-Profit Housing Corporation in preparing its interim and final
governance reports, using existing City budget resources.

Response: As described above, Administration is working collaboratively with the

Board to achieve this directive. A report will be prepared to address governance use of
existing City resources, and other relevant matters.

In the interim, Administration remains committed to provide the ongoing management of

homeEd to ensure the housing portfolio remains financially and properly managed. This
will assure the important continuation of providing needed affordable housing to our
citizenry while at the same time professionally maintaining millions of dollars of City
assets. The Housing Branch Planning and Development, Finance and Treasury and
Asset Management and Public Works are participating in these discussions.

Page 3 of 3 Report: 2011PHB005 Attachment 1


Status on Implementing Audit Recommendations Regarding Development Permit and Cornerstones Funding
Topic Recommendation
1. Zoning Bylaw That the Manager of Current Planning
Definitions Branch coordinate the review and
update of the Edmonton Zoning Bylaw
12800 (with particular attention to but
not limited to the definitions of
Dwelling, Household, Limited Group
Home, Group Home, Boarding and
Lodging Houses, etc.) to ensure that it
aligns with desired outcomes for
regulating the use and development of
parcels of land.
2. Zoning Bylaw That the Manager of Current Planning
Development Branch review the procedures and
Permit Review processes for issuing development
Process permits and ensure there is consistent
compliance with the intent of the
Edmonton Zoning Bylaw 12800
through effective training and
awareness.
3. Cornerstones That the Manager of the Housing
Eligibility Branch coordinate the review of
Criteria eligibility criteria for qualifying for the
Cornerstones Grant Program for
Affordable Housing to ensure that they
align with the desired outcomes for
land use and the affordability of the
proposed units.
Page 1 of 5
Response and Action Plan
Accepted - Comments: Current Planning
has added a review of the listed definitions in
the Zoning Bylaw to its work program.
Planned Implementation: To be completed in
the first half of 2011.
Responsible Party: Manager of Current
Planning Branch.
Accepted - Comments: The issue of
consistency has been discussed with
Development Planners. There will be greater
emphasis on this topic in the Development
Planner training and orientation process
Planned Implementation: Effective
immediately.
Responsible Party: Manager of Current
Planning Branch.
Accepted - Comments: Coordinate the
comprehensive reconstruction of the
accountability framework for all Housing
Branch work processes, including but not
limited to the implementation of
Cornerstones, Edmonton’s Plan for
Affordable Housing 2006-2010. The
approach will include confirmation of housing
work process outcomes, goals, strategies,
and will propose appropriate changes to
established roles and responsibilities,
existing business systems and processes,
evaluation, ranking and weighting criteria,
Report: 2011PHB005 Attachment 2
Attachment 2
Update
Amendments to and updates of
the Zoning Bylaw for definitions
of Dwelling, Household, Group
Home, Limited Group Home and
Boarding and Lodging Houses
have been added to the Zoning
Bylaw Unit program and work
will begin in 2011, with an
anticipated submission to City
Council mid year.
Review of procedures and
process for issuing development
permits (ensuring consistent
compliance with the Zoning
Bylaw) is ongoing and will
continue. In addition to
discussions chaired by Senior
Development Planners these
issues remain topical with the
day to day supervisory function.
A formal system of training
programs has been
implemented.
Working together with the
Corporate Services Department
(formerly Deputy City Manager’s
Office) Transformation
Management Branch resources,
the Housing Branch Manager
has approved a Terms of
Reference to undertake the
review and potential changes to
the accountability framework for
the Housing Branch. This
framework will identify who,
what, when, where, why and

Topic Recommendation
4 a) That the Manager of the Housing
Cornerstones Branch strengthen the process and
Application procedures for qualifying applicants for
Evaluation the Cornerstones Grant Program by:
Process including staff from the Current
Planning and Assessment and
Taxation Branches, as well as the
Finance and Treasury Department
in the evaluation process, with a
Page 2 of 5
Response and Action Plan
applications & templates, targets &
benchmarks, checks & balances and sign-
offs or approvals by designated experts from
across the Corporation. The accountability
framework will include provisions for ongoing
monitoring and reporting. The approach will
also propose changes to existing
organizational and staff reporting protocols,
a realignment of Branch functions and a key
new leader will be recruited to the Housing
Branch.
Planned Implementation: Work has been
initiated to recruit internal City expertise to
lead this exercise. This early effort is
sponsored by the General Manager of the
Planning and Development Department.
Discussions are now underway with Human
Resources and the Deputy City Manager’s
Office to assist in the delivery of this work.
Target completion date: Second Quarter
2011 to coincide with numerous other
housing related program reviews and
readjustments.
Responsible Party: Manager of the Housing
Branch.
Accepted - Comments: The parameters to
include other experts in the review
processes, and the approvals and sign-off
protocols will be important components of
the comprehensive reconstruction of the
Housing Branch accountability framework.
Planned Implementation: In progress – see
recommendation No. 3 above.
Responsible Party: Manager of the Housing
Report: 2011PHB005 Attachment 2
Attachment 2
Update
how for the administration of
Cornerstones initiatives,
including any linkages and
alignment to the Current
Planning processes (e.g. land
use zoning, development, permit
issuance).
Implementation of the approved
Terms of Reference began in
October 2010. The current state
analysis is completed as
planned. The future state
analysis is in progress with an
initial focus on short-term quick
wins and specific activities to
address the Audit
Recommendations. The long-
term housing future state work
will require further inputs and
direction from the Council off-site
session March 1, 2011.
Branch organizational changes
are in progress within the
parameters of the existing
budget capability. Further
recommended adjustments
await Council’s deliberations
from the March 1, 2011 off-site
session with City Council.
Formal parameters as to role
participation in processes are a
component of the accountability
framework, in preparation as
described above in
Recommendation 3.
For all new Cornerstones
applications, the Housing Branch

Topic Recommendation
view to achieving the desired
outcomes of the program as
approved by City Council, and the
safety and protection of proposed
residents.
b) That the Manager of the Housing
Cornerstones Branch strengthen the process and
Approval procedures for qualifying applicants for
Granting the Cornerstones Grant Program by:
Process signing off Cornerstones Grant
approvals only after reviewing key
supporting documents and ensuring
that the required procedures have
been followed and the interests of
the grant funding agencies are
protected.
5. Cornerstones That the Manager of the Housing
Funding Branch ensure that payment of funds
Parameters to the qualifying applicants is based on
clearly specified and transparent
funding parameters and that the
funding is contingent on compliance
with all applicable legislation, such as
the Safety Codes Act.
Page 3 of 5
Response and Action Plan
Branch.
Accepted - Comments: Current Planning
staff will be available to contribute to the
Cornerstones Grant Program application
review process.
Planned Implementation: effective
immediately
Responsible Party: Manager of the Current
Planning Branch.
Accepted - Comments: Considerable work
has been underway since January of 2010,
between the Housing Branch, the
Government of Alberta, Housing
Management Bodies, and Not-For-Profit
Housing Providers to redefine the decision
making environment which allocates
government funding to subsidize non-market
housing in Edmonton. City Council has
requested a comprehensive City-Wide
review be completed with a view of being
more strategic in how government funds are
used to achieve non-market housing targets.
City Council stated outcome is to move
towards healthy, diverse, inclusive well
designed communities. Housing
concentrations/ratios is part of this
discussion. A new “lens” is proposed that
will change how applications for non-market
housing capital funds are considered. This
approach requires considerable
Report: 2011PHB005 Attachment 2
Attachment 2
Update
now requires participation of
Finance & Treasury, Community
Services, Planning and
Development, Asset
Management & Public Works
and Corporate Services
Departments.
Now a requirement of the
Housing Branch. This has been
implemented.
The Protocol now under
development will provide
parameters that clearly outline
how government capital funds
for non-market housing are to be
allocated. These guidelines will
be transparent. The Protocol in
combination with other strategic
plans (The Community Plan) and
guidelines will further clarify
funding priorities, locations, and
alignment with Council’s vision
for the City.
As the Plans and strategies
evolve, the Managers of Housing
and Current Planning will ensure
these parameters align and
comply with applicable
legislation, such as the Safety
Codes Act.

Topic Recommendation
6. Cornerstones That the Current Planning and Housing
Managing Branches effectively manage public
Inquiries inquires and expectations by
addressing serious concerns and
providing awareness of relevant
Bylaws, policies, procedures and
criteria, both for the issue of
development permits and approval of
Cornerstones funding.
Page 4 of 5
Response and Action Plan
collaboration between stakeholders. The
funding parameters will need to be
transparent and understood by all.
Consideration for funding approvals will
need to be contingent on meeting the
legislative, regional and municipal policy and
program requirements; land use bylaws,
housing policies, Safety Codes Act, etc.
Planned Implementation: Underway – initial
report presented to Executive Committee on
April 21, 2010. Although work is in progress,
the ability to complete this effort will be
contingent on the goodwill and collaboration
that will be needed between the
stakeholders. If this broader effort is not
successful, the City will develop transparent
funding parameters for those areas of
accountability that are within the municipal
domain.
Target completion date: March 2011.
Responsible Party: Manager of the Housing
Branch.
Accepted - Comments: Within the Housing
Accountability Framework initiative, staff
needs to exercise discretion in determining
when issues and concerns need to be
elevated for a senior management response.
Coordinated/joint working sessions with staff
and team leaders will be conducted to raise
awareness and promote a common
understanding of these expectations. The
Current Planning Branch will review its
approach to responding to public inquiries on
active applications including drafting a public
inquiry protocol in consultation with
Corporate Communications and Law
Branches.
Planned Implementation: Further work
needs to be completed to define a program
and timeline to complete these working
sessions.
Report: 2011PHB005 Attachment 2
Attachment 2
Update
The detailed funding parameter
will be addressed as a
component of the accountability
framework short-term future
state analysis in the First
Quarter 2011.
Note: Zoning Bylaw changes will
also impact this work.
The role of the Interdepartmental
Housing Team has been
expanded to include
representation from Community
Services, Current Planning and
Policy Planning. Several
meetings have taken place to
explore opportunities and
processes to improve
communication between
branches, departments,
communities and stakeholders.
As a result of input from the
interdepartmental Housing Team
and input received through the
Housing Accountability
Framework initiative, the
following are in progress to deal

Topic Recommendation Response and Action Plan
Target completion date: First Quarter, 2011.
Responsible Party: Managers of the Housing
and Current Planning Branches.
Page 5 of 5 Report: 2011PHB005 Attachment 2
Attachment 2
Update
with expectations with public
inquiries and communication
issues:
1. Parameters are in place to
have those responsible (at
the lowest level) respond to
public inquiries.
2. Escalation guidelines are
being developed to ensure
that public inquiries are
escalated as appropriate.
3. POSSE improvements are
being developed to ensure
the electronic tracking of
files between Current
Planning and Housing
Branches.
4. A point person will be
identified in each Branch for
collaboration between
Branches on Housing
related issues.
5. Alignment of accountabilities
between Branches is being
refined through the Housing
Accountability Framework
initiative.
6. Branch Managers are taking
an active role in monitoring
these changes and
improvements.
7. Formal documentation will
result from the Housing
Accountability Framework
initiative.

Implementation Status of Recommendations from the Independent Evaluation of Cornerstones
Consultant’s Recommendations
Recommendation 1 • Produce a plan update for remainder of
Cornerstones Plan Cornerstones funding
• Plan needs to align with corporate
initiatives
• Evaluation framework
Recommendation 2 • Produce annual Cornerstones Reports
Annual Reporting • Report accomplishments since
inception to date in first report
• Subsequent reports highlight annual
accomplishments
Recommendation 3 • Develop Terms of Reference for
Housing First Initiative Affordable Housing – Housing First
Initiative
Page 1 of 2 Report: 2011PHB005 Attachment 3
Attachment 3
Current Actions and Status
• Attachment 4 provides the updated
Cornerstones Roadmap indicating $149.99
million in total anticipated funds and $149.99
million in total planned commitments for the
five-year Cornerstones Plan period. There are
hard commitments prior to 2010 year end for
$120.63 million of anticipated funds.
Attachment 5 provides a listing of specific
planned project, unit and funding commitments
for allocating the remaining $29.36 million of
Cornerstones in years 2011 and 2012.
• The plan aligns with initiatives such as transit-
oriented development; revitalization of
neighbourhoods; arts and cultural policy; Smart
Choices; walkability; and diversity and
inclusion.
• A “values index” assessment tool is under
development to quantitatively and qualitatively
assess the value for money Cornerstones
financial contributions. This assessment tool
will be completed by year end-2011.
• An annual status report on City Council’s
housing initiatives for 2010 (Councillor
Leibovici) will be finalized by March, 2011.
• The March 1, 2011 Council off-site session will
ensure City Council has direct participation in
the production of the Terms of Reference for
future directions.
•
 Attachment 3

City Council Motion • That the City Manager and City Clerk • Draft agenda for a City Council off-site session
work together to ensure that Council is being developed in consultation with the City
has an opportunity to provide input into Manager, City Clerk and Community Services.
the strategy for affordable housing,
including governance,
intergovernmental relations and future
steps.

Page 2 of 2 Report: 2011PHB005 Attachment 3

 Attachment 4

March 1, 2011 Roadmap for Implementation of the Cornerstones Plan 2006 to 2010 (Implementation to 2014)

(pursuant to the January 4, 2010 AHP Municipal Block Funding Conditional Grant Funding Agreement 2009-2010 between the Province and the City)
ANTICIPATED FUNDS (by source): Units Dollars Totals
City Funding:
Cornerstones ($5M per year from 2006 to 2010) $25,000,000
Secondary Suite Renovation Program (SSRP) $3,500,000
Affordable Housing Program (AHP) and prior years' carry forwards $3,370,000
Low-Income Housing Capital Assistance Program (LIHCAP) and prior years' carry forwards $2,022,218
Fee Rebate for Affordable Housing Program (FRAHP) $875,000
Total City Funding $34,767,218

Non-City Funding:
Provincial Block Funding to Edmonton for Housing ($45.26M for 2007/08, $34.32M for 2008/09 and $30.03M for 2009/10) $109,604,390
Provincial and Federal funding for City Fixed-Rate Rent Supplement Program $2,500,000
Interest Earned on Unexpended Provincial Block Funding for Housing to Edmonton 2007/08 to 2009/10 $2,239,124
Provincial funding for City FRAHP $875,000
Total Non-City Funding $115,218,514

Total Anticipated Funds (2006-2010) 149,985,732

PLANNED COMMITMENTS (by delivery method):
New Construction Affordable Housing (two delivery methods to provide 1,102 units with $70.49M Cornerstones funding):
a) Affordable Housing Project Units 939 $53,849,909
b) Inclusionary Affordable Housing Units 163 $16,644,704
Fixed-Rate Rent Supplement (subsidy to landlord and subsidy direct to household) 817 $13,017,200
Existing Units Purchased/Renovated for Affordable Housing 240 $17,061,661

Secondary Suites (construction or upgrading of 528 Secondary, Garage and Garden Suites with $12.68M in Cornerstones funding):
a) Upgrading of Existing Suites accessory to Existing Homes (39% of 528 funded suites) 204 $5,024,520
b) Building of New Suites accessory to Existing Homes (39% of 528 funded suites) 204 $4,998,000
c) Building of New Suites accessory to New Homes (9% of 528 funded suites) 70 $1,435,000
d) Building of New Garage and Garden Suites (13% of 528 funded suites) 50 $1,225,000
Transitional Housing (delivery through Homeward Trust Edmonton) 159 $11,854,182
Land Purchases for Affordable Housing (Boyle Renaissance, Rowland Road Demonstration Project, Mount Royal Hotel) 183 $22,907,746
FRAHP (Fee Rebate for Affordable Housing Program) (144 units receive FRAHP-only Cornerstones funding) 158 $831,345
Other Priorities including Administration (0.9% of total Provincial Block Funding for 2007/08 to 2009/10) 0 $975,332

Page 1 of 2 Report: 2011PHB005 Attachment 4

 Attachment 4

Total Planned Commitments (2006-2013) 3,187 147,824,598

$0

EMERGENT ISSUES CONTINGENCY $161,134

TOTAL PLANNED COMMITMENTS PLUS EMERGENT ISSUES CONTINGENCY $149,985,732

Page 2 of 2 Report: 2011PHB005 Attachment 4

 Attachment 5

March 1, 2011 Preliminary Plan for Committing the Remaining $29.36 million of Cornerstones
Funds for 2011 and 2012

No. of Commitment Total Expenditure

Priority 2011 Projects Units Year Funding Year
Métis Capital Housing Corporation Seniors (Boyle Renaissance Phase II) 90 2010 $5,600,000 2010-2011
RT7 Demonstration Project (Norwood) Mixed Housing 80 2010 $2,000,000 2011
CRHC Parkdale (balance of $5M City commitment) 0 2010 $0 2012
RA7 project (King Edward Park) 11 2010 $500,000 2011
Office Bldg Conversion (Central McDougall) 7 2010 $500,000 2011
Mt. Royal Hotel Artists Co-op (The Quarters) Demolition 0 2010 $300,000 2010
Internal resource for financial expertise to Housing Branch 0 2010 $200,000 2011
Cornerstones Consulting Fees 0 2010 $200,000 ongoing
Habitat for Humanity FRAHP only (Anderson Gardens) 47 2010 $349,210 2011
Five Corners Tower 1 (The Quarters) Mixed Housing 40 2010 $1,148,590 2011
South Woods Village (Hazeldean) 20 2010 $1,160,000 2011
Habitat for Humanity Demonstration Project (possible Surplus School Sites) 0 2010 $2,000,000 2011

Projects Under Development

Surplus School Sites Book costs for Land 0 2010 $4,700,000 2012
Transit-Oriented Development (Boyle Street) Mixed Housing 0 2010 $2,000,000 2012
Baranow Estates II (Baranow) 51 2010 $1,000,000 2012

Secondary, Garage and Garden Suites

Existing Suites in Existing Homes 105 2011 $2,825,800 ongoing
New Suites in Existing Homes 104 2011 $2,622,514 ongoing
New Suites in New Homes 48 2011 $1,063,074 ongoing
New Garage and Garden Suites 42 2011 $1,028,648 ongoing

Future Priority Projects that Remain Unfunded

Windup of Cornerstones Fixed-Rate, Fixed-Term Rent Supplement Program 0 2011 $0 ongoing
Extension of Cornerstones Secondary Suites Program 0 2011 $0 ongoing
CRHC Housing Portfolio Strategy (e.g. Lendrum, Londonderry, others)
Potential Mixed Housing 0 2011 $0 ongoing
Future Surplus Schools Sites 0 2011 $0 ongoing

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 Attachment 5

No. of Commitment Total Expenditure

Future Priority Projects that Remain Unfunded (cont’d.) Units Year Funding Year
Five Corners Tower 2 (The Quarters) Mixed Housing 0 2011 $0 2012
Rowland Road (The Quarters) Mixed Housing 0 2010 $0 2012
Goodridge Neighbourhood Area Structure Plan 0 2011 $0 2013
Community Housing Strategy 0 2011 $0 2013

Emergent Issues Contingency 0 2011 $161,134 2011

TOTALS 645 $29,358,970

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 Attachment 6

Issues Emerging from the Changing Housing Landscape

In addition to the numerous housing initiatives and activities outlined in the Planning and
Development Department Report 2010PHB008 (and the preceding five attachments thereto),
the Housing Branch is further involved in other housing related discussions as summarized
below:

1. Review of present approaches and future recommended directions for inclusionary

affordable housing. The existing approach of attaining 5% of comprehensive
development units, through Direct Control rezonings, at 85% of market value for
affordable housing was initiated at a different time in the real estate cycle.
Alternative strategies need to be developed, given the current housing economy,
elimination of Provincial Block funding for municipal housing programs and
changing priorities for the use of future City and Provincial housing funds.

2. As a key stakeholder in a new Cornerstones process, Community Services staff

will be able to provide more comprehensive input into the development of a future
strategic plan (New Process for Cornerstones) to address issues of healthy,
diverse and inclusive, well-designed communities, and enabling a better link of the
new process with the Great Neighbourhoods initiative.

3. The Province of Alberta has approved the Capital Region Board Housing Plan for
the general location of non-market housing and mechanisms to increase the supply
of market affordable housing in the Region, including the City of Edmonton. The
Province, through the Ministry of Housing and Urban Affairs, has agreed to work
closely with the Capital Region Board Housing Committee on the development of
sub regional planning models and to investigate options of the allocation and
utilization of non-market housing funding. This work will include a review of the
utilization of the current provincial capital and operating dollars as well as the
provincially controlled housing assets. This investment includes over 9,000
housing units and 5,000 rent subsidies in the City of Edmonton as delivered
through 16 Provincially-established local Housing Management Bodies. The
implications of this work could include the redevelopment and leveraging of existing
assets, creating more effective partnerships and changes to governance and
delivery structures.

4. Goodridge NASP – Asset Management and Public Works is leading efforts to bring
forward the Goodridge Neighbourhood Area Structure Plan that will encourage new
and different housing built forms. This significant City land holding presents an
ideal opportunity to achieve mixed use neighbourhoods with sensitive integrations
of affordable, mixed income housing types.

5. The Housing Branch is preparing to bring forward two inclusive mixed-use, mixed-
housing proposals in The Quarters. These projects were in response to a City
proposal call and, if approved, will represent significant landmark developments on

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 Attachment 6

two key development sites in The Quarters.

6. Review of the two pilot Projects as part of the “First Place Program” and the
development of a go forward strategy for the remaining 18 sites.

7. Participation in the development of a new Edmonton Community Plan on Housing

and Support Service in collaboration with the Homeless Commission, Homeward
Trust Edmonton and a range of government, community and industry housing
stakeholders.

8. In collaboration with the Government of Alberta, the City of Edmonton Non-Profit

Housing Corporation (homeEd), Capital Region Housing Corporation, Homeward
Trust Edmonton and others, to pilot new partnership methodologies for
demonstration projects identified in Attachment 5 of this report.

9. The Housing Branch is preparing to implement processes that would result in Boyle
Renaissance Phase II Aboriginal Seniors Housing Facility, and Boyle Renaissance
Phase III York Hotel market housing proposal.

Page 2 of 2 Report: 2011PHB005 Attachment 6