Have Your Say on the Nova Scotia Affordable Housing Strategy

Transcription

We are treating your submission as anonymous, but if you would like to
provide the following information it may help us put your comments into the
appropriate context.
In which Nova Scotia county do you live?
None-- -----None
Which of the following most closely describes you and why you are interested in the Nova Scotia
Affordable Housing Strategy:
Interested citizen of Nova Scotia
Affordable housing advocate
Government employee
Public policy or urban planning academic
Current or former occupant of publically supported housing
Housing developer
Other
How would you like to submit your comments?
Write them in a text box on a web page
Attach a document (DOC or PDF)
Crown copyright © 2012, Province of Nova Scotia. All rights reserved.
https://surveys.gov.ns.ca/TakeSurvey.aspx?SurveyID=74K17l95[2012-11-07 2:36:07 PM]
Please provide your comments about the Nova Scotia Affordable Housing Strategy. *
Crown copyright © 2012, Province of Nova Scotia. All rights reserved.
https://surveys.gov.ns.ca/TakeSurvey.aspx[2012-11-07 2:36:48 PM]
Consultation sur la Stratégie en matière de logement pour la NouvelleÉcosse, région d'Argyle, le 20 décembre 2012
Université Sainte-Anne, campus de Tusket
Étaient présents: Brian Doucet du ministère des Services communautaires
ainsi que 5 membres de la région
Commentaires du groupe:
- Dans notre communauté, le transport et le logement vont main dans la
main. On ne peut pas discuter de l'un sans discuter de l'autre.
- Les gens ont souvent besoin des services de santé à domicile pour
continuer à demeurer dans leurs maisons.
- Le financement est nécessaire pour permettre aux gens de demeurer dans
leurs maisons. De l'aide financière est nécessaire pour le chauffage (huile),
payer les taxes, faire des réparations (toit, fenêtres, etc.) et des
aménagements (rampe d'accès, réorganiser la salle de bain, agrandir les
corridors, etc.).
- Un modèle à considérer est celui où trois personnes seules ayant chacune
leur propre maison choisissent de co-habiter dans une maison pour l'hiver. À
noter que cela implique des coûts d'assurance supplémentaire pour les
résidences qui ne sont pas habitées.
- La question du logement doit relever des trois (3) paliers gouvernementaux,
c'est-à-dire du fédéral, provincial et municipal.
- On doit impliquer tous les partenaires dans ce genre de consultations.
- Le personnel du ministère des Services communautaires doit travailler
conjointement et étroitement avec leurs collègues provinciaux, par exemple,
santé, développement économique, transport, etc.
- On a besoin plus d'information sur la qualité des logements dans notre
région et la capacité des individus de pouvoir demeurer chez eux.
- La question du logement est un élément très important à considérer pour
contourner la tendance vers la dépopulation de nos régions.
- La langue et la culture acadiennes sont des facteurs importants à considérer
dans tous les aspects du développement de logement dans notre région.
- Il doit y avoir dans la transparence auprès de la communauté de tous les
projets de développement de logement en région (qui fait quoi, où, pourquoi
et pour qui).
- On doit voir si on peut offrir du logement de qualité aux citoyens dans nos
communautés en réaménageant/transformant des édifices abandonnés.
- On doit connaître les besoins des gens et résoudre leurs problèmes de
logement avant qu'ils prennent d'autres mesures qui risquent affecter
négativement leur vie (santé mentale, physique).
- On doit choisir les emplacements et situer les logements en fonction de la
disponibilité de services accessibles pour les gens.
- Le gouvernement doit mettre sur pied un Comité consultatif pour aviser la
Ministre sur la question du logement dans les régions Acadiennes et
francophones de la Nouvelle-Écosse. Il y a des gens d'Argyle qui
s'intéressent à siéger à un tel comité.
- Nous tenons à remercier la Ministre pour tenir des consultations dans nos
régions et d'utiliser le système de vidéoconférence de l'Université SainteAnne.
- Nous avons hâte aux prochaines consultations.
- Nous aimerions que tous les partenaires soient à la table pour discuter du
logement (gouvernements, résidents actuels, potentiels, développeurs, etc.)
- Nous croyons que l'engagement pour la Stratégie en matière de logement
pour la Nouvelle-Écosse doit venir de la communauté et ne doit pas être
imposé par le gouvernement.
Discussion Paper on
A Housing Strategy
for Nova Scotia
At a Glance
Housing matters. When people can choose the housing that’s
right for them
•
Nova Scotia families are healthier, better-educated and better off
• Low-income and vulnerable people can live more self-reliant lives
• Our communities are healthy and vibrant, and offer more opportunities
But we face a challenge
•
Real estate prices are pushing home ownership out of reach for many
Nova Scotians
• Rent increases eat up more and more of tenants’ income, making it harder
to save and get ahead.
• Public housing can isolate people and raise barriers to independence.
And federal funding is phasing out
These trends undermine the health of our families and communities, and severely limit
Nova Scotia’s economic opportunities.
2
So we’re considering an innovative new approach: building
diverse, mixed communities
… made up of people with a wide range of incomes and family situations, and offering
many housing choices, from higher-end homes to social housing.
And the provincial government can focus on what we can do best:
Act as a catalyst for partnership and change
•
Bring community groups, local government, social enterprise, developers,
businesses and residents together and build modern, community-focused
developments
• Support them with…
• capital, through the Nova Scotia Housing Development
Corporation’s (NSHDC) role as a lender
• expertise and advice
• connection among people and organizations
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Make owning your home more affordable
• Include low-cost homes for purchase in the developments we support
• Provide financing for rent-to-own opportunities
• Use the projects we lead to make the case for private-sector
low-cost housing
• Offer funds for home repair, renovation and accessibility
• Finance loans for energy-efficiency upgrades
Make housing the first step in greater independence
• Adopt a Housing First model for homeless people especially those
with chronic illness, disabilities or mental illness, integrating housing with
services that help them participate more fully in the community
• Integrate affordable, public and supportive housing into mixed developments
and offset costs with revenue from home sales and market rentals
• Maintain grants and assistance to public housing; our approach is not
about cutting, but about making our investments go farther and help more
This document sets out a new approach.
Now we want to hear from you.
Learn more at:
housing.novascotia.ca
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Why Housing is Important
Housing encompasses so much more for Nova Scotians than just the basic need for
shelter.
That’s true whether you live in a downtown bachelor apartment, a duplex in the suburbs
or a rural house on an acre of land — and whether you make mortgage payments, pay
rent or co-op charges, or live in social housing. The home you live in plays a key role in
shaping everything from your family life to your community, town or city.
When people are able to choose the housing that’s right for them, it means better results
for everyone. They’re more likely to have a strong network of friends and neighbours.
They have better access to everything from career opportunities to public services. Their
children are healthier and happier, and do better in school.
We all benefit when everyone has the right housing options, because positive outcomes
mean lower health, education and public service costs, a stronger economy, less pollution
and waste, and better communities all around. That’s why governments have played an
active role in trying to ensure those options are available.
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Here are some of the key ways that the right range of housing options can help all of us:
Supporting families and local economies
Affordability opens doors in many ways. Being able to buy your home means you start
building equity; both as you pay down your mortgage, and as the value of your home
increases. For many people, this will be a lifelong cornerstone for financial planning:
allowing them to buy larger homes later on as their families grow, and serving as a crucial
asset for their retirement.
And there’s also a more immediate impact. When people don’t have to struggle just to
make the rent or mortgage, then there’s money left over. That can allow them to save for
a down payment, invest in their kids’ education, build up their retirement savings, and
spend in the local economy. That, in turn, supports local businesses and allows them to
employ more people. And more of our young people can go to college or university, and
find promising career opportunities closer to home.
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Meeting a crucial need for vulnerable people and
low-income families
For many people with low incomes, paying market rental rates just isn’t possible. For
them, publicly-supported housing is the only alternative to life on the streets. It’s the
difference that allows them to return to school, raise a family or train for a better job.
Others are vulnerable for different reasons. They may have a disability or chronic illness,
or they may be seniors whose age means they’re no longer as independent as they once
were. Housing that can accommodate their needs, and provides ready access to the
support and services they rely on, allows them to live with dignity and independence.
Building opportunity in vibrant, healthy communities
The choices we make around housing play a direct role in shaping the kind of
communities we live in. Those choices affect the community’s vitality; whether there’s a
vibrant street life; whether families and individuals can easily reach services, stores and
amenities; and whether they help foster economic and cultural opportunities.
When a well-designed community can offer the right range of housing, combining
market-based and publicly-supported options, bringing together a diverse range of family
types, incomes and cultures, the results are remarkable:
• Adults and children are healthier and better educated
• There’s less crime, and people feel safer — in their homes and on the streets
• More businesses start and prosper, offering a wider range of services and jobs
• There’s less pollution and waste, because greater density and smarter
construction allow for more efficient transportation and energy use
• With better results in health, education, safety and the local economy, the cost
to taxpayers is lower
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Nova Scotia’s
Housing Chall enge
For all of these reasons, governments at all levels have taken an active role in trying
to ensure Nova Scotians can make the best housing choices for themselves and their
families. And those past efforts have made a vital difference for countless thousands of
people.
But now we face a major challenge. Between big changes in our economy and our
population, the withdrawal of federal support, and new insights into what works
in providing housing choices and what doesn’t, Nova Scotia needs to consider new
approaches — and reconsider old ones.
Housing costs are pricing too many Nova Scotia families out
of the market
Our growing economy creates more opportunities for jobs and business in Nova Scotia.
But in some areas, it has also meant rising real estate prices, and for a growing number of
individuals and families, the barrier to buying a first home — or moving to a larger one —
is too high to jump.
Behind the statistics: Human stories
Facts about rising prices and changing markets help us
understand the size and scope of the challenge — but
they often can’t help us understand it at a personal
level.
Marie, 32 and Curtis, 35 — Dartmouth
Here are a few examples of the difficulties Nova
Scotians are facing in finding the right kind of housing
for them and their families.*
Both Marie and Curtis hold down full-time jobs.
Eight years ago, they graduated from university and
found their first home — a two-bedroom apartment
not far from work. But with their second child turning
five and their first asking for a room of her own, the
apartment is getting cramped.
* To protect privacy and still illustrate the issues involved,
we’ve combined some typical, real-world situations to create
composite profiles. The individuals aren’t real — but the
experiences are.
They’d like to buy a bigger place, maybe a duplex;
but they can’t begin to afford the down payment on
anything in their neighbourhood, let alone the monthly
mortgage. The only places they’ve been able to find
in their price range would mean a long commute for
both of them. And even then, they’d be scrimping
to make their payments — and cutting back both
their retirement savings and savings for their kids’
education.
In the short term, that forces more Nova Scotians to rent (which drives up the cost
of rental housing). And it makes it harder for businesses to find and retain the skilled
workers they need to sustain our economy’s growth, because those workers can’t afford to
buy or rent a home nearby. These challenges are particularly difficult for single individuals
and one-parent families.
Those who are able to buy have to dig deeper into their savings for a down payment, and
spend more of their income on mortgage payments — leaving less money to spend in the
community, and to save for education or retirement.
The long-term impact is damaging, too. Owning your home is one of the main factors
that helps middle-class Nova Scotians get ahead in the long run. Rising housing prices
threaten to put that hope out of reach.
The public housing solutions of the past aren’t always
working for people
Public housing has helped many Nova Scotians. But we’re learning that the approach
taken in past decades can have serious drawbacks.
Louis, 52 — Sydney
Kyra, 78 — Bridgewater
Louis has been battling Parkinson’s Disease for some
time, and now needs regular assistance as well as
counseling for depression. He has been living on his
own for several years, and thrives on community
involvement, including volunteer work at a soup
kitchen. A combination of neighbours and home care
workers help him get through the day.
Kyra has lived in Bridgewater all her life, most of it
in the same house where she and her husband raised
their five children. Her husband Walt died eight years
ago, and the kids now have families of their own in
Truro, Halifax and Toronto.
But he’s finding it increasingly difficult to get
around in his home, a two-storey row house. The
stairs are the biggest issue, but everything from his
bedroom to his bathtub poses harder challenges every
day. It’s clear he’ll soon have to move — but despite
an endless search, it’s clear that a suitable place just
isn’t available. He’s looking at having to move into a
nursing home, far from his friends and the community
where he volunteers.
She’s been able to get by on her pension and
savings, but they’re nearly depleted. She could rent
out part of the house and live on that income… if she
could get the money together to renovate and create
an apartment, plus cover some expensive repairs. But
that money just isn’t available. She was turned down
for a loan, and she’s looking at having to sell.
The focus on large public housing developments has segregated low-income and
vulnerable people. They’re isolated from the rest of the community, often in aging houses
and apartments that are falling into disrepair. And that isolation reinforces the stigma
often attached to poverty and reliance on public assistance.
The issues aren’t limited to large low-income housing projects. Smaller projects, like
those in many rural communities, still isolate low-income homes, with the same easilyrecognized architecture, often clustered together in whole blocks.
Public housing residents have historically not been given sufficient opportunities to
shape and develop the communities in which they live, and far too often, people with
disabilities have been required to live in larger residential settings rather than being fully
integrated into communities.
These trends threaten community vitality
Between rising real estate prices and rental costs, and the serious issues facing public
housing, Nova Scotia’s communities have real challenges to face.
People who have low, medium and higher incomes don’t interact nearly as much when
communities begin to divide according to wealth. That undermines our sense of cohesion
and belonging. And as prices rise, developers look more to building higher-end homes
and neighbourhoods — which can be beautiful, but also often end up being sterile, and
lacking the schools, public services, street life and diversity that does so much to lend life
to a community.
Rural communities face a particularly difficult challenge of young people heading away
to larger cities. The older population they leave behind needs more services and has fewer
family members to fall back on; local governments see the tax base that can help fund
those services shrinking. And it can be a vicious circle: the more young people who leave,
the less able local governments are to provide the supports and services that make a
community attractive to the ones who remain.
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Additional challenges
These are the major housing challenges facing Nova Scotia. But they aren’t the only ones.
Energy costs are rising around the world. Many Nova Scotia homes, especially older ones,
waste a lot of energy because of serious inefficiencies, such as poor insulation and old,
poorly-maintained heating systems.
Owners and tenants of those homes are especially vulnerable when the cost of electricity,
natural gas or home heating fuel rises. Government’s public housing can be vulnerable to
the same kind of energy inefficiencies.
There’s a lot of creativity and ingenuity in our communities that could help us meet these
and other challenges. But too often, we don’t have the catalyst who can bring together
developers, community organizations and others, and help them find the capital they
need to translate great ideas into real-world success.
All market? All government?
The federal government’s plan to stop funding public
housing raises a bigger question: should government be
involved at all in housing? At a time when governments
everywhere are strapped for money, maybe it makes
sense to rely on the market to solve housing issues.
•
Over the longer term, the burden on taxpayers
increases. Without enough affordable housing, the
costs of health care rise; unemployment and welfare
costs go up as well. Crime increases, and with it the
cost of policing as well as jailing convicts.
There’s no question that there would be some
short-term advantages, such a temporary easing of
provincial budget pressures with the elimination of
government funding.
•
Sprawl often results in lower-density development
making it more expensive and less efficient to deliver
services. That also makes public transportation less
feasible, resulting in more pollution, traffic congestion
and higher road construction and maintenance costs.
But as we’ve seen in other places, there would be
drawbacks, both immediate and, more severely,
long-term:
•
Left on its own, the private market tends to focus on
luxury and high-end developments, not on affordable
housing. The result is that lower-income and middleclass residents are pushed out of communities, as
affordable homes are bought and redeveloped for
high-price housing.
On the other hand, it’s also clear that the Nova Scotia
government can’t — and shouldn’t — take on housing
on its own. And not just for financial reasons: we’d
be ignoring the entrepreneurial energy and ingenuity
of Nova Scotia’s business sector, as well as our local
governments, non-profit organizations and grassroots
communities. We need our province to draw on all of
our strengths to craft innovative solutions together.
Innovative, Practical
Housing Solutions
Nova Scotia’s housing challenge demands innovation and cooperation, not only from
government but from business and our communities as well. Our approach must address
the realities of the real estate and rental markets families face today; the financial
limits of government; the lessons learned from housing policies and initiatives here and
elsewhere; and the different needs of Nova Scotia’s urban and rural communities. Most
important, our approach must support healthy, vibrant, diverse communities.
Here is the broad direction we propose to take. We’re asking for your help to make sure
we’re on the right track. And we want you to help identify the critical concerns and issues
we should address along the way, along with the opportunities we should be exploring for
innovation and partnership.
A new approach to building diverse, mixed communities
One of the most important ways to promote the health and vitality of a community is to
ensure its diversity. In a healthy, diverse community, you aren’t only meeting people who
are just like you. Instead, seniors live next door to single professionals; couples say hello
to single parents on social assistance every morning in hallways; and people with chronic
disabilities mingle with grandparents, parents and kids in the parks, streets and sidewalks.
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The goal of this approach is the development of neighbourhoods with
people from a wide range of incomes, backgrounds and family types.
This approach promotes mixed tenure developments. That is, instead of large projects
of only one type of tenure — owner-occupied, for example, or public housing — these
communities would have rental homes, co-ops, publicly-supported homes and owneroccupied homes side-by-side. And a big part of the goal is to ensure that people aren’t
sure what their neighbours’ tenure is; unless you decide to tell other people, they won’t
know if you own your home, rent it, or have your rent covered partly or completely
through government help.
These communities would have a broad mix of family types: people living on their own,
senior couples, two-parent and one-parent families, people with disabilities, and more.
This, too, helps to ensure a diverse range of people can live together free from social
isolation and be given greater opportunities to contribute to their communities.
This approach also recognizes that local governments and their citizens need the
flexibility to design community plans that increase density and provide market incentives
which enable affordable home ownership and rental property development.
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A new role for government: a catalyst for partnership
and change
Traditionally, the provincial government has played only a few roles in housing — but
they’ve been major ones: developing and running public housing projects; providing
funding to make rental maintenance renovations more affordable and to encourage
developers to build more affordable homes; and regulating in areas like landlord-tenant
relations and the real estate industry.
But the role the province hasn’t played nearly as much is as a catalyst: a force for
bringing people and organizations together to find common ground, and work together
to build healthy communities.
This new approach would change that. Instead of building projects on our own, the
Nova Scotia government can become a partner with community groups, local
governments, social enterprise, developers, business and residents. And we would plan
our developments with full public consultation, with an eye to building strong, diverse
communities, well-served by amenities and public services, offering solid opportunities
for local businesses.
With some of those developments, we would lead the project — bringing in partners
to collaborate and consult with us. With other developments, the province can be a
facilitator, helping people that have identified needs and opportunities to connect with:
• Community organizations and each other, to draw together the wisdom
and energy of the community
• Architects, planners and developers, to help them shape and realize a
project vision
• Businesses and social enterprises, to help ensure the services and amenities
a community relies on
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The Nova Scotia government can also provide expertise and advice, drawn from extensive
experience developing and managing housing, and our large stores of data and reference
information. Our analysis services can help assess business plans, finding potential
weaknesses as well as overlooked opportunities.
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Perhaps most important, when a project meets our standards for social benefit and mixed,
vibrant communities, we can provide capital — often the missing piece of the puzzle
in developing housing projects. The Nova Scotia Housing Development Corporation
(NSHDC) acts as a lender as well as a developer, backed by $1.4 billion in assets; we can
provide loans and guarantees for community groups, social enterprises and businesses
that are willing to provide a particular level of social housing benefit in their project.
We would start carefully, choosing the communities where local partners and conditions
are best positioned to help our projects succeed. Those initial projects would become
both learning opportunities and ways to demonstrate how this approach is viable — for
neighbourhoods, for businesses, for governments, but most of all, for the people who
live there.
Making owning your home more affordable
For many Nova Scotians, owning their own home will mean the difference between
some level of financial security and a lifetime of struggle to make ends meet. The equity
they can build in their home is their main hope for acquiring the wealth that can see
their children off to college and university, and lay the foundation for a comfortable
retirement.
How this can help
Our goal is to ensure people can find the right housing
choices for themselves and their families. Here’s how
we would like to see this new approach help people in
the typical situations we described earlier.
Marie and Curtis: A new development not far
from their current apartment is selling the kind of
luxury places they know they can’t afford — but there
are also several new homes at a much lower price.
They don’t have the same high-end features as some
of their neighbours, but there’s a three-bedroom that
would be perfect: walking distance to a new school
and to transit. They’ll still have to dig deep for the
down payment, but now it’s possible.
The province can help bring that dream within reach for many more Nova Scotians
— including people with modest incomes. Here, too, the NSHDC’s role as a lender can
make a big difference. As part of our new approach, we can:
• Ensure a new supply of low-cost homes for purchase, earmarked as part of the
housing mix in the developments we create and support
• Provide financing to support rent-to-own opportunities for tenants and co-op
members, so a portion of their monthly rent or co-op payments goes to a down
payment
• Demonstrate by example the business case for building affordable real estate,
and encourage developers to begin tapping this under-served market
And our support can be more indirect, while still making home ownership more affordable
(and helping tenants and co-op members find the money to save for a down payment).
We can build on existing programs to provide:
• Expanded access to funds for home repair, renovation and home adaption,
available to individuals, co-ops and community housing
• Financing for loans to pay for energy-efficiency upgrades, paid off over time
in energy savings
Louis: The organization that runs the soup kitchen
where Louis volunteers is also part of a partnership
building a development around a new community
health centre, with credit from the provincial
government and the participation of a developer
and three other service agencies. Louis speaks at a
consultation session and explains his needs; three
other people in similar situations speak up too. A
little over a year later, he moves into a ground-floor
apartment with easy access to the services he needs.
He still volunteers when he’s having good days: once in
a while at the soup kitchen, more often at the health
centre.
Kyra: With help from a provincial housing worker,
Kyra puts together a simple plan setting out the cost
of renovations and repairs, the rent she’ll be able to
charge, and the money she’ll save on home heating
by insulating and replacing windows. The province
then offers her two loans — one dedicated to the
energy efficiency upgrade, the other for the rest of
the renovations — with repayment schedules based on
the income in her business plan. Over the summer, her
visiting kids pitch in with the renovations, and that
October, her first tenant moves in.
Housing that helps people get ahead
We want to be able to provide homes for everyone who needs them. But our answers in
the past have turned out to succeed only in part. The drawbacks of the old approach, and
the damage of segregation and isolation, are clear to everyone.
When we develop mixed communities, we can take advantage of having market housing
side-by-side with publicly-supported housing — using the income from sales and rental
of one to offset the costs of the other. This model has been highly successful in many
different places. The Regent Park redevelopment in Toronto, the Woodward’s project in
Vancouver, and many projects in Europe and the United States have all followed this
strategy, in close consultation with local governments, their residents and the surrounding
community — and the results have transformed and revitalized their neighbourhoods.
A new model called “Housing First” also holds real promise as one way of assisting
homeless people especially those with chronic illness, disabilities and mental illness.
Housing First sees housing as more than just a roof over someone’s head: it’s the stable
base for building a life in the community. Finding the right housing is only the first step;
a Housing First model includes a range of services and supports, tailored to an individual’s
needs and capabilities, to help them appreciate their strengths and address the challenges
they face. Those services might range from addiction and mental health services to help
with daily errands like shopping, to finding opportunities to volunteer, or landing a job.
That can work especially well in a mixed, diverse community. There are many more
opportunities to take gradual steps to full participation in an inclusive community,
with a wider range of services and local amenities — from parks to shops to transit —
available nearby.
A sound business case
In developing this approach, we have kept one consideration uppermost: ensuring Nova Scotia taxpayers don’t
shoulder any financial risk.
When we take on projects, we’ll require solid income
statements and hard business cases — and we’ll watch
their progress carefully, to keep them on track.
To do that, we’ve worked from proven models — realworld cases under a variety of circumstances that have
led to great outcomes for communities and governments
alike.
In the long run, this approach will reduce the burden
on taxpayers, because we’ll have a healthier population,
less crime, and more economic opportunity and
prosperity.
Conclusion
The approach we outline in this document is a big change from Nova Scotia’s past
approach to housing, but we believe it’s truer to the spirit of our communities and our
province. It speaks to our belief in cooperation and building things together; to the value
we place on innovation and the entrepreneurial spirit; and to our commitment both to
self-reliance, and to taking care of each other.
The components of this approach are designed to reinforce each other. Affordable
housing, whether it’s rental or home ownership, strengthens and diversifies our
communities, and helps people to get ahead financially. More diverse, vibrant
communities create more economic opportunity and social cohesion.
Ensuring Nova Scotians have the right range of housing choices is important socially,
economically and environmentally. But it also goes to the heart of our identity as Nova
Scotians — which is perhaps the most important reason we would like to hear your views.
Please review these questions. Take them as a starting point as you help us make sure
we’re on the right track: let us know as well where there are issues or concerns we have
missed, opportunities we could be seizing, and ideas we should explore. And together, let’s
build homes and communities that reflect the very best of Nova Scotia.
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Questions to Consider
Based on our aim to create diverse mixed communities, to make homes more affordable,
and to make housing the first step in greater independence:
1. How could this meet your individual needs?
2. How could this meet your community needs?
Based on our aim to partner for change and work with communities:
3. What is your best advice on making sure this is successful?
4. How do you want to be engaged?
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You can send us your feedback in one of two ways:
By mail Or
Department of Community Services Online at
5675 Spring Garden Road P.O. Box 696
Halifax, N.S.
B3J 2T7
Attention: Housing Strategy
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Discussion Paper on
A Housing Strategy for Nova Scotia
This document contains the content from the booklet of the same name.
The content has been reformatted to be more easily printable.
Government of Nova Scotia
November 7, 2012
Table of Contents
Discussion Paper on A Housing Strategy for Nova Scotia ............................................................................. 1
At a Glance ................................................................................................................................................ 3
Housing matters. When people can choose the housing that’s right for them ................................... 3
But we face a challenge ........................................................................................................................ 3
So we’re considering an innovative new approach: building diverse, mixed communities ................. 3
Make owning your home more affordable ........................................................................................... 3
Make housing the first step in greater independence.......................................................................... 3
Why Housing is Important ........................................................................................................................ 4
Supporting families and local economies ............................................................................................. 4
Meeting a crucial need for vulnerable people and low-income families ............................................. 4
Building opportunity in vibrant, healthy communities ......................................................................... 5
Nova Scotia’s Housing Challenge .............................................................................................................. 5
Housing costs are pricing too many Nova Scotia families out of the market ....................................... 5
The public housing solutions of the past aren’t always working for people ........................................ 6
These trends threaten community vitality ........................................................................................... 6
Additional challenges ............................................................................................................................ 6
Innovative, Practical Housing Solutions .................................................................................................... 7
A new approach to building diverse, mixed communities.................................................................... 7
A new role for government: a catalyst for partnership and change..................................................... 7
Making owning your home more affordable ........................................................................................ 8
Housing that helps people get ahead ................................................................................................... 9
SIDEBAR: A sound business case ............................................................................................................. 10
SIDEBAR: Behind the statistics: Human stories ...................................................................................... 11
SIDEBAR: All market? All government?................................................................................................... 13
Questions to Consider............................................................................................................................. 14
2 | Discussion Paper on A Housing Strategy for Nova Scotia [Printable Version]
At a Glance
Housing matters. When people can choose the housing that’s right for them
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Nova Scotia families are healthier, better-educated and better off
Low-income and vulnerable people can live more self-reliant lives
Our communities are healthy and vibrant, and offer more opportunities
But we face a challenge
•
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Real estate prices are pushing home ownership out of reach for many Nova Scotians
Rent increases eat up more and more of tenants’ income, making it harder to save and get
ahead.
Public housing can isolate people and raise barriers to independence. And federal funding is
phasing out
These trends undermine the health of our families and communities, and severely limit Nova Scotia’s
economic opportunities.
So we’re considering an innovative new approach: building diverse, mixed
communities
… made up of people with a wide range of incomes and family situations, and offering many housing
choices, from higher-end homes to social housing.
And the provincial government can focus on what we can do best:
Act as a catalyst for partnership and change
• Bring community groups, local government, social enterprise, developers, businesses and
residents together and build modern, community-focused developments
• Support them with…
o capital, through the Nova Scotia Housing Development Corporation’s (NSHDC) role as a
lender
o expertise and advice
o connection among people and organizations
Make owning your home more affordable
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Include low-cost homes for purchase in the developments we support
Provide financing for rent-to-own opportunities
Use the projects we lead to make the case for private-sector low-cost housing
Offer funds for home repair, renovation and accessibility
Finance loans for energy-efficiency upgrades
Make housing the first step in greater independence
•
Adopt a Housing First model for homeless people especially those with chronic illness, disabilities
or mental illness, integrating housing with services that help them participate more fully in the
community
•
•
Integrate affordable, public and supportive housing into mixed developments and offset costs with
revenue from home sales and market rentals
Maintain grants and assistance to public housing; our approach is not about cutting, but about
making our investments go farther and help more
This document sets out a new approach. Now we want to hear from you. Learn more at
Why Housing is Important
Housing encompasses so much more for Nova Scotians than just the basic need for shelter.
That’s true whether you live in a downtown bachelor apartment, a duplex in the suburbs or a rural house
on an acre of land — and whether you make mortgage payments, pay rent or co-op charges, or live in
social housing. The home you live in plays a key role in shaping everything from your family life to your
community, town or city.
When people are able to choose the housing that’s right for them, it means better results for everyone.
They’re more likely to have a strong network of friends and neighbours. They have better access to
everything from career opportunities to public services. Their children are healthier and happier, and do
better in school.
We all benefit when everyone has the right housing options, because positive outcomes mean lower
health, education and public service costs, a stronger economy, less pollution and waste, and better
communities all around. That’s why governments have played an active role in trying to ensure those
options are available.
Here are some of the key ways that the right range of housing options can help all of us:
Supporting families and local economies
Affordability opens doors in many ways. Being able to buy your home means you start building equity;
both as you pay down your mortgage, and as the value of your home increases. For many people, this
will be a lifelong cornerstone for financial planning: allowing them to buy larger homes later on as their
families grow, and serving as a crucial asset for their retirement.
And there’s also a more immediate impact. When people don’t have to struggle just to make the rent or
mortgage, then there’s money left over. That can allow them to save for a down payment, invest in their
kids’ education, build up their retirement savings, and spend in the local economy. That, in turn, supports
local businesses and allows them to employ more people. And more of our young people can go to
college or university, and find promising career opportunities closer to home.
Meeting a crucial need for vulnerable people and low-income families
For many people with low incomes, paying market rental rates just isn’t possible. For them, publiclysupported housing is the only alternative to life on the streets. It’s the difference that allows them to return
to school, raise a family or train for a better job.
Others are vulnerable for different reasons. They may have a disability or chronic illness, or they may be
seniors whose age means they’re no longer as independent as they once were. Housing that can
accommodate their needs, and provides ready access to the support and services they rely on, allows
them to live with dignity and independence.
Building opportunity in vibrant, healthy communities
The choices we make around housing play a direct role in shaping the kind of communities we live in.
Those choices affect the community’s vitality; whether there’s a vibrant street life; whether families and
individuals can easily reach services, stores and amenities; and whether they help foster economic and
cultural opportunities.
When a well-designed community can offer the right range of housing, combining market-based and
publicly-supported options, bringing together a diverse range of family types, incomes and cultures, the
results are remarkable:
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•
•
•
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Adults and children are healthier and better educated
There’s less crime, and people feel safer — in their homes and on the streets
More businesses start and prosper, offering a wider range of services and jobs
There’s less pollution and waste, because greater density and smarter construction allow for
more efficient transportation and energy use
With better results in health, education, safety and the local economy, the cost to taxpayers is
lower
Nova Scotia’s Housing Challenge
For all of these reasons, governments at all levels have taken an active role in trying to ensure Nova
Scotians can make the best housing choices for themselves and their families. And those past efforts
have made a vital difference for countless thousands of people.
But now we face a major challenge. Between big changes in our economy and our population, the
withdrawal of federal support, and new insights into what works in providing housing choices and what
doesn’t, Nova Scotia needs to consider new approaches — and reconsider old ones.
Housing costs are pricing too many Nova Scotia families out of the market
Our growing economy creates more opportunities for jobs and business in Nova Scotia. But in some
areas, it has also meant rising real estate prices, and for a growing number of individuals and families, the
barrier to buying a first home — or moving to a larger one — is too high to jump.
In the short term, that forces more Nova Scotians to rent (which drives up the cost of rental housing). And
it makes it harder for businesses to find and retain the skilled workers they need to sustain our economy’s
growth, because those workers can’t afford to buy or rent a home nearby. These challenges are
particularly difficult for single individuals and one-parent families.
Those who are able to buy have to dig deeper into their savings for a down payment, and spend more of
their income on mortgage payments — leaving less money to spend in the community, and to save for
education or retirement.
The long-term impact is damaging, too. Owning your home is one of the main factors that helps middleclass Nova Scotians get ahead in the long run. Rising housing prices threaten to put that hope out of
reach.
The public housing solutions of the past aren’t always working for people
Public housing has helped many Nova Scotians. But we’re learning that the approach taken in past
decades can have serious drawbacks.
The focus on large public housing developments has segregated low-income and vulnerable people.
They’re isolated from the rest of the community, often in aging houses and apartments that are falling into
disrepair. And that isolation reinforces the stigma often attached to poverty and reliance on public
assistance.
The issues aren’t limited to large low-income housing projects. Smaller projects, like those in many rural
communities, still isolate low-income homes, with the same easily-recognized architecture, often clustered
together in whole blocks.
Public housing residents have historically not been given sufficient opportunities to shape and develop
the communities in which they live, and far too often, people with disabilities have been required to live in
larger residential settings rather than being fully integrated into communities.
These trends threaten community vitality
Between rising real estate prices and rental costs, and the serious issues facing public housing, Nova
Scotia’s communities have real challenges to face.
People who have low, medium and higher incomes don’t interact nearly as much when communities
begin to divide according to wealth. That undermines our sense of cohesion and belonging. And as prices
rise, developers look more to building higher-end homes and neighbourhoods — which can be beautiful,
but also often end up being sterile, and lacking the schools, public services, street life and diversity that
does so much to lend life to a community.
Rural communities face a particularly difficult challenge of young people heading away to larger cities.
The older population they leave behind needs more services and has fewer family members to fall back
on; local governments see the tax base that can help fund those services shrinking. And it can be a
vicious circle: the more young people who leave, the less able local governments are to provide the
supports and services that make a community attractive to the ones who remain.
Additional challenges
These are the major housing challenges facing Nova Scotia. But they aren’t the only ones.
Energy costs are rising around the world. Many Nova Scotia homes, especially older ones, waste a lot of
energy because of serious inefficiencies, such as poor insulation and old, poorly-maintained heating
systems.
Owners and tenants of those homes are especially vulnerable when the cost of electricity, natural gas or
home heating fuel rises. Government’s public housing can be vulnerable to the same kind of energy
inefficiencies.
There’s a lot of creativity and ingenuity in our communities that could help us meet these and other
challenges. But too often, we don’t have the catalyst who can bring together developers, community
organizations and others, and help them find the capital they need to translate great ideas into real-world
success.
Innovative, Practical Housing Solutions
Nova Scotia’s housing challenge demands innovation and cooperation, not only from government but
from business and our communities as well. Our approach must address the realities of the real estate
and rental markets families face today; the financial limits of government; the lessons learned from
housing policies and initiatives here and elsewhere; and the different needs of Nova Scotia’s urban and
rural communities. Most important, our approach must support healthy, vibrant, diverse communities.
Here is the broad direction we propose to take. We’re asking for your help to make sure we’re on the right
track. And we want you to help identify the critical concerns and issues we should address along the way,
along with the opportunities we should be exploring for innovation and partnership.
A new approach to building diverse, mixed communities
One of the most important ways to promote the health and vitality of a community is to ensure its
diversity. In a healthy, diverse community, you aren’t only meeting people who are just like you. Instead,
seniors live next door to single professionals; couples say hello to single parents on social assistance
every morning in hallways; and people with chronic disabilities mingle with grandparents, parents and
kids in the parks, streets and sidewalks.
The goal of this approach is the development of neighbourhoods with people from a wide
range of incomes, backgrounds and family types.
This approach promotes mixed tenure developments. That is, instead of large projects of only one type of
tenure — owner-occupied, for example, or public housing — these communities would have rental
homes, co-ops, publicly-supported homes and owner-occupied homes side-by-side. And a big part of the
goal is to ensure that people aren’t sure what their neighbours’ tenure is; unless you decide to tell other
people, they won’t know if you own your home, rent it, or have your rent covered partly or completely
through government help.
These communities would have a broad mix of family types: people living on their own, senior couples,
two-parent and one-parent families, people with disabilities, and more. This, too, helps to ensure a
diverse range of people can live together free from social isolation and be given greater opportunities to
contribute to their communities.
This approach also recognizes that local governments and their citizens need the flexibility to design
community plans that increase density and provide market incentives which enable affordable home
ownership and rental property development.
A new role for government: a catalyst for partnership and change
Traditionally, the provincial government has played only a few roles in housing — but they’ve been major
ones: developing and running public housing projects; providing funding to make rental maintenance
renovations more affordable and to encourage developers to build more affordable homes; and regulating
in areas like landlord-tenant relations and the real estate industry.
But the role the province hasn’t played nearly as much is as a catalyst: a force for bringing people and
organizations together to find common ground, and work together to build healthy communities.
This new approach would change that. Instead of building projects on our own, the Nova Scotia
government can become a partner with community groups, local governments, social enterprise,
developers, business and residents. And we would plan our developments with full public consultation,
with an eye to building strong, diverse communities, well-served by amenities and public services,
offering solid opportunities for local businesses.
With some of those developments, we would lead the project — bringing in partners to collaborate and
consult with us. With other developments, the province can be a facilitator, helping people that have
identified needs and opportunities to connect with:
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•
•
Community organizations and each other, to draw together the wisdom and energy of the
community
Architects, planners and developers, to help them shape and realize a project vision
Businesses and social enterprises, to help ensure the services and amenities a community relies
on
The Nova Scotia government can also provide expertise and advice, drawn from extensive experience
developing and managing housing, and our large stores of data and reference information. Our analysis
services can help assess business plans, finding potential weaknesses as well as overlooked
opportunities.
Perhaps most important, when a project meets our standards for social benefit and mixed, vibrant
communities, we can provide capital — often the missing piece of the puzzle in developing housing
projects. The Nova Scotia Housing Development Corporation (NSHDC) acts as a lender as well as a
developer, backed by $1.4 billion in assets; we can provide loans and guarantees for community groups,
social enterprises and businesses that are willing to provide a particular level of social housing benefit in
their project.
We would start carefully, choosing the communities where local partners and conditions are best
positioned to help our projects succeed. Those initial projects would become both learning opportunities
and ways to demonstrate how this approach is viable — for neighbourhoods, for businesses, for
governments, but most of all, for the people who live there.
Making owning your home more affordable
For many Nova Scotians, owning their own home will mean the difference between some level of financial
security and a lifetime of struggle to make ends meet. The equity they can build in their home is their
main hope for acquiring the wealth that can see their children off to college and university, and lay the
foundation for a comfortable retirement.
The province can help bring that dream within reach for many more Nova Scotians — including
people with modest incomes. Here, too, the NSHDC’s role as a lender can make a big difference. As part
of our new approach, we can:
• Ensure a new supply of low-cost homes for purchase, earmarked as part of the housing mix in
the developments we create and support
• Provide financing to support rent-to-own opportunities for tenants and co-op members, so a
portion of their monthly rent or co-op payments goes to a down payment
• Demonstrate by example the business case for building affordable real estate, and encourage
developers to begin tapping this under-served market
And our support can be more indirect, while still making home ownership more affordable (and helping
tenants and co-op members find the money to save for a down payment). We can build on existing
programs to provide:
•
•
Expanded access to funds for home repair, renovation and home adaption, available to
individuals, co-ops and community housing
Financing for loans to pay for energy-efficiency upgrades, paid off over time in energy savings
Housing that helps people get ahead
We want to be able to provide homes for everyone who needs them. But our answers in the past have
turned out to succeed only in part. The drawbacks of the old approach, and the damage of segregation
and isolation, are clear to everyone.
When we develop mixed communities, we can take advantage of having market housing side-by-side
with publicly-supported housing — using the income from sales and rental of one to offset the costs of the
other. This model has been highly successful in many different places. The Regent Park redevelopment
in Toronto, the Woodward’s project in Vancouver, and many projects in Europe and the United States
have all followed this strategy, in close consultation with local governments, their residents and the
surrounding community — and the results have transformed and revitalized their neighbourhoods.
A new model called “Housing First” also holds real promise as one way of assisting homeless people
especially those with chronic illness, disabilities and mental illness. Housing First sees housing as more
than just a roof over someone’s head: it’s the stable base for building a life in the community. Finding the
right housing is only the first step; a Housing First model includes a range of services and supports,
tailored to an individual’s needs and capabilities, to help them appreciate their strengths and address the
challenges they face. Those services might range from addiction and mental health services to help with
daily errands like shopping, to finding opportunities to volunteer, or landing a job.
That can work especially well in a mixed, diverse community. There are many more opportunities to take
gradual steps to full participation in an inclusive community, with a wider range of services and local
amenities — from parks to shops to transit — available nearby.
The approach we outline in this document is a big change from Nova Scotia’s past approach to housing,
but we believe it’s truer to the spirit of our communities and our province. It speaks to our belief in
cooperation and building things together; to the value we place on innovation and the entrepreneurial
spirit; and to our commitment both to self-reliance, and to taking care of each other.
The components of this approach are designed to reinforce each other. Affordable housing, whether it’s
rental or home ownership, strengthens and diversifies our communities, and helps people to get ahead
financially. More diverse, vibrant communities create more economic opportunity and social cohesion.
Ensuring Nova Scotians have the right range of housing choices is important socially, economically and
environmentally. But it also goes to the heart of our identity as Nova Scotians — which is perhaps the
most important reason we would like to hear your views.
Please review these questions. Take them as a starting point as you help us make sure we’re on the right
track: let us know as well where there are issues or concerns we have missed, opportunities we could be
seizing, and ideas we should explore. And together, let’s build homes and communities that reflect the
very best of Nova Scotia.
SIDEBAR: A sound business case
In developing this approach, we have kept one consider-ation uppermost: ensuring Nova Scotia
taxpayers don’t shoulder any financial risk.
To do that, we’ve worked from proven models — real-world cases under a variety of circumstances that
have led to great outcomes for communities and governments alike.
When we take on projects, we’ll require solid income statements and hard business cases — and we’ll
watch their progress carefully, to keep them on track.
In the long run, this approach will reduce the burden on taxpayers, because we’ll have a healthier
population, less crime, and more economic opportunity and prosperity.
SIDEBAR: Behind the statistics: Human stories
Facts about rising prices and changing markets help us understand the size and scope of the challenge
— but they often can’t help us understand it at a personal level.
Here are a few examples of the difficulties Nova Scotians are facing in finding the right kind of housing for
them and their families. (* To protect privacy and still illustrate the issues involved, we’ve combined some
typical, real-world situations to create composite profiles. The individuals aren’t real — but the
experiences are.)
Marie, 32 and Curtis, 35 — Dartmouth
Both Marie and Curtis hold down full-time jobs. Eight years ago, they graduated from university and found
their first home — a two-bedroom apartment not far from work. But with their second child turning five and
their first asking for a room of her own, the apartment is getting cramped.
They’d like to buy a bigger place, maybe a duplex; but they can’t begin to afford the down payment on
anything in their neighbourhood, let alone the monthly mortgage. The only places they’ve been able to
find in their price range would mean a long commute for both of them. And even then, they’d be scrimping
to make their payments — and cutting back both their retirement savings and savings for their kids’
education.
Louis, 52 — Sydney
Louis has been battling Parkinson’s Disease for some time, and now needs regular assistance as well as
counseling for depression. He has been living on his own for several years, and thrives on community
involvement, including volunteer work at a soup kitchen. A combination of neighbours and home care
workers help him get through the day.
But he’s finding it increasingly difficult to get around in his home, a two-storey row house. The stairs are
the biggest issue, but everything from his bedroom to his bathtub poses harder challenges every day. It’s
clear he’ll soon have to move — but despite an endless search, it’s clear that a suitable place just isn’t
available. He’s looking at having to move into a nursing home, far from his friends and the community
where he volunteers.
Kyra, 78 — Bridgewater
Kyra has lived in Bridgewater all her life, most of it in the same house where she and her husband raised
their five children. Her husband Walt died eight years ago, and the kids now have families of their own in
Truro, Halifax and Toronto.
She’s been able to get by on her pension and savings, but they’re nearly depleted. She could rent out
part of the house and live on that income… if she could get the money together to renovate and create an
apartment, plus cover some expensive repairs. But that money just isn’t available. She was turned down
for a loan, and she’s looking at having to sell.
How this can help
Marie and Curtis: A new development not far from their current apartment is selling the kind of luxury
places they know they can’t afford — but there are also several new homes at a much lower price. They
don’t have the same high-end features as some of their neighbours, but there’s a three-bedroom that
would be perfect: walking distance to a new school and to transit. They’ll still have to dig deep for the
down payment, but now it’s possible.
Louis: The organization that runs the soup kitchen where Louis volunteers is also part of a partnership
building a development around a new community health centre, with credit from the provincial
government and the participation of a developer and three other service agencies. Louis speaks at a
consultation session and explains his needs; three other people in similar situations speak up too. A little
over a year later, he moves into a ground-floor apartment with easy access to the services he needs. He
still volunteers when he’s having good days: once in a while at the soup kitchen, more often at the health
centre.
Kyra: With help from a provincial housing worker, Kyra puts together a simple plan setting out the cost of
renovations and repairs, the rent she’ll be able to charge, and the money she’ll save on home heating by
insulating and replacing windows. The province then offers her two loans — one dedicated to the energy
efficiency upgrade, the other for the rest of the renovations — with repayment schedules based on the
income in her business plan. Over the summer, her visiting kids pitch in with the renovations, and that
October, her first tenant moves in.
SIDEBAR: All market? All government?
The federal government’s plan to stop funding public housing raises a bigger question: should
government be involved at all in housing? At a time when governments everywhere are strapped for
money, maybe it makes sense to rely on the market to solve housing issues.
There’s no question that there would be some short-term advantages, such a temporary easing of
provincial budget pressures with the elimination of government funding.
But as we’ve seen in other places, there would be drawbacks, both immediate and, more severely, longterm:
•
•
•
Left on its own, the private market tends to focus on luxury and high-end developments, not on
affordable housing. The result is that lower-income and middle-class residents are pushed out of
communities, as affordable homes are bought and redeveloped for high-price housing.
Over the longer term, the burden on taxpayers increases. Without enough affordable housing, the
costs of health care rise; unemployment and welfare costs go up as well. Crime increases, and
with it the cost of policing as well as jailing convicts.
Sprawl often results in lower-density development making it more expensive and less efficient to
deliver services. That also makes public transportation less feasible, resulting in more pollution,
traffic congestion and higher road construction and maintenance costs.
On the other hand, it’s also clear that the Nova Scotia government can’t — and shouldn’t — take on
housing on its own. And not just for financial reasons: we’d be ignoring the entrepreneurial energy and
ingenuity of Nova Scotia’s business sector, as well as our local governments, non-profit organizations and
grassroots communities. We need our province to draw on all of our strengths to craft innovative solutions
together.
Questions to Consider
Based on our aim to create diverse mixed communities, to make homes more affordable, and to make
housing the first step in greater independence:
1. How could this meet your individual needs?
2. How could this meet your community needs?
Based on our aim to partner for change and work with communities:
3. What is your best advice on making sure this is successful?
4. How do you want to be engaged?
You can send us your feedback in one of two ways:
By mail
Department of Community Services
5675 Spring Garden Road
P.O. Box 696 Halifax, N.S. B3J 2T7
Attention: Housing Strategy
Online at housing.novascotia.ca
Document de travail
Stratégie en matière de logement pour la
Nouvelle-Écosse
Le présent document contient le contenu de la brochure du même nom.
Le format du contenu a été modifié pour en faciliter l'impression.
Gouvernement de la Nouvelle-Écosse
Le 7 novembre 2012
Table des matières
Document de travail - Stratégie en matière de logement pour la Nouvelle-Écosse ..................................1
Survol.............................................................................................................................................3
Le logement, c'est important, surtout lorsque les gens peuvent choisir un logement qui leur
convient .....................................................................................................................................3
Nous sommes pourtant face à un défi...........................................................................................3
Nous envisageons donc d'adopter une approche novatrice : bâtir des communautés où règne un e
vraie mixité sociale. .....................................................................................................................3
Rendre l'achat d'un logement plus abordable ...............................................................................3
Faire du logement la première étape vers une plus grande indépendance ......................................4
Pourquoi le logement est-il important?............................................................................................4
Soutenir les familles et les économies locales................................................................................4
Répondre à un besoin crucial en ce qui concerne les personnes vulnérables et les familles à faible
revenu........................................................................................................................................5
Engendrer des possibilités dans des communautés en bonne santé et dynamiques.........................5
Défi de la Nouvelle-Écosse en matière de logement ..........................................................................5
En Nouvelle-Écosse, trop de familles sont évincées du marché de l'immobilier en raison des coûts
élevés du logement. ....................................................................................................................5
Les solutions du passé liées aux logements sociaux ne fonctionnent pas toujours ...........................6
Tendances qui menacent la vitalité des communautés ..................................................................6
Autres défis.................................................................................................................................7
Des solutions novatrices et pratiques en matière de logement ..........................................................7
Construire des communautés mixtes et diversifiées : une nouvelle approche .................................7
Un nouveau rôle pour le gouvernement : catalyseur de changement et en matière de partenariats .8
Rendre l'achat d'un logement plus abordable ...............................................................................9
Des logements qui aident les gens à avancer dans leur vie .............................................................9
À CÔTÉ : Un dossier solide ............................................................................................................. 11
À CÔTÉ : Derrière les chiffres : des histoires personnelles ................................................................ 12
Voici ce que nous pouvons faire ................................................................................................. 12
À CÔTÉ : Seulement le marché? Seulement le gouvernement? ........................................................ 14
Questions à considérer.................................................................................................................. 15
2 | Document de travail - Stratégie en matière de logement pour la Nouvelle-Écosse [document
imprimable]
Survol
Le logement, c'est important, surtout lorsque les gens peuvent choisir un
logement qui leur convient
•
•
•
En Nouvelle-Écosse, les familles sont en meilleure santé, plus instruites et vivent mieux.
Les personnes à faible revenu et les personnes vulnérables peuvent être plus autonomes.
Nos communautés se portent bien et sont dynamiques; elles offrent plus de possibilités.
Nous sommes pourtant face à un défi
•
•
•
Beaucoup de Néo-Écossais ne peuvent pas se permettre d'acheter une maison en raison du prix de
l'immobilier.
Les augmentations de loyer grugent de plus en plus le revenu des locataires , ce qui rend plus difficiles les
économies.
Les logements sociaux peuvent isoler les gens et faire obstacle à l'indépendance. En outre, le gouvernement
fédéral supprime peu à peu le financement des logements sociaux
Ces tendances nuisent à la santé des familles et des communautés et limitent considérablement les possibilités
économiques en Nouvelle-Écosse.
Nous envisageons donc d'adopter une approche novatrice : bâtir des
communautés où règne une vraie mixité sociale
Des communautés composées de personnes ayant des revenus et des situations familiales très divers, et offrant de
nombreuses possibilités de logement, allant de maisons haut de gamme aux logements sociaux.
Le gouvernement provincial peut se concentrer sur ce qu'il fait de mieux :
Agir comme catalyseur du changement et favoriser les partenariats
• Réunir des groupes communautaires, des administrations locales, des entreprises sociales, des promoteurs,
des entreprises et des personnes pour construire des lotissements modernes axés sur l'esprit communautaire.
• Aidez-les avec :
o des capitaux, à travers la Société de développement du logement de la Nouvelle-Écosse (SDLNE)
qui joue le rôle de bailleur de fonds
o de l'expérience et des conseils
o des liens entre les gens et les organisations
Rendre l'achat d'un logement plus abordable
•
•
•
•
•
Inclure des maisons à faible coût d'achat dans les lotissements que nous soutenons
Offrir des options de financement pour les locations avec option d'achat
Utiliser les projets que nous menons pour défendre les logements à prix mo dique dans le secteur privé
Offrir des fonds pour la réparation et la rénovation domiciliaires ainsi que pour l'accès au logement
Financer des prêts pour les rénovations éconergétiques
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Faire du logement la première étape vers une plus grande indépendance
•
•
•
Adopter un modèle accordant la priorité au logement pour les sans -abri, en particulier pour les personnes
ayant une maladie chronique, un handicap ou une maladie mentale, en intégrant logements et services afin
que les personnes concernées participent plus pleinement à la vie en société.
Intégrer des logements abordables, publics et supervisés à des lotissements faisant la part belle à la mixité;
et compenser les coûts grâce à la vente de maisons et aux locations.
Maintenir les subventions et l'aide au logement social. Nous ne visons pas des réductions, mais plutôt une
optimisation de nos investissements pour aider encore plus.
Ce document définit une nouvelle approche. Nous voulons maintenant savoir ce que vous pensez. Pour en savoir
plus, visitez le site housing.novascotia.ca.
Pourquoi le logement est-il important?
Un logement, c'est tellement plus qu'un simple abri!
Et ceci est vrai, que vous viviez dans un studio au centre-ville, un duplex en banlieue ou une maison à la campagne
sur un arpent de terre; ou que vous ayez des paiements hypothécaires, un loyer ou des droits d'occupation dans une
coopérative d'habitation, ou encore viviez dans des logements sociaux. La maison dans laquelle vous habitez
façonne tout, que ce soit votre vie de famille, votre communauté, ville ou village.
Quand une personne peut choisir le logement qui lui convient, tout le monde en bénéficie. Elle est plus susceptible
d'avoir un solide réseau d'amis et de voisins. Elle accède plus facilement à tout, allant des possibilités d'emploi aux
services publics. Ses enfants sont en meilleure santé, plus heureux et obtiennent de meilleurs résultats à l'école.
Tout le monde y gagne lorsque les gens peuvent choisir leur logement, car les effets positifs qui en découlent
entraînent une diminution des coûts liés à la santé, à l'éducation et aux services publics, renforcent l'économie,
réduisent la pollution et les déchets et améliorent globalement la vie en société. C'est pourquoi les gouvernements
ont joué un rôle actif pour que ces options existent.
Voici comment nous pouvons tous profiter d'un éventail d'options de logement bien pensé :
Soutenir les familles et les économies locales
Un logement abordable permet d'ouvrir de nombreuses portes. En effet, pouvoir acheter sa propre maison signifie
que l'on commence à se constituer un capital, à la fois en remboursant un prêt hypothécaire et à mesure que la valeur
de sa maison augmente. Pour beaucoup de gens, il s'agit de la pierre angulaire de leur planification financière, leur
permettant d'acheter une plus grande maison plus tard dans leur vie et servant d'atout crucial pour leur retraite.
Il existe aussi des effets plus immédiats. En effet, quand une personne n'a plus à se battre seulement pour payer son
loyer ou son hypothèque, elle peut alors économiser pour se créer une mise de fonds, investir dans l'éducation de ses
enfants, épargner pour sa retraite ou dépenser pour stimuler l'économie locale. En retour, les entreprises locales se
portent mieux et créent des emplois. Davantage de jeunes peuvent également fréquenter un collège ou une université
et trouver des possibilités de carrière prometteuses près de chez eux.
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Répondre à un besoin crucial en ce qui concerne les personnes vulnérables et
les familles à faible revenu
Pour beaucoup de personnes à faible revenu, payer des loyers aux taux du marché est tout simplement impossible.
Pour ne pas finir à la rue, les logements sociaux deviennent donc la seule solution. Un logement, c'est alors ce qui
leur permet de retourner à l'école, d'élever une famille ou de suivre une formation pour obtenir un meilleur travail.
Certaines personnes sont vulnérables pour différentes raisons. Elles peuvent avoir un handicap ou une maladie
chronique; ou il peut s'agir de personnes âgées ayant perdu en partie leur autonomie. Un logement pouvant répondre
à leurs besoins et offrir un accès rapide à l'aide et aux services dont elles dépendent, leur permet donc de pouvoir
vivre dans la dignité et d'être autonomes.
Engendrer des possibilités dans des communautés en bonne santé et
dynamiques
Les choix que nous faisons en matière de logement jouent un rôle direct quant à la façon dont nos communautés sont
façonnées. Ces choix ont un effet direct sur le dynamisme de la communauté. En effet, les rues sont -elles animées?
Les familles et les individus peuvent-ils facilement accéder aux services, magasins et équipements? Ces choix
permettent-ils de favoriser l'économie et la culture?
Quand une communauté bien conçue peut offrir le bon éventail de logements, combinant options privées et
publiques et favorisant la mixité sociale (types de famille, revenus et cultures ), les effets sont alors remarquables :
•
•
•
•
•
Les adultes et les enfants sont en meilleure santé et mieux instruits.
Il y a moins de crimes et les gens se sentent plus en sécurité, à la fois à la maison et dans les rues.
Le nombre d'entreprises augmente et celles-ci prospèrent, offrant un large éventail de services et d'emplois.
Il y a moins de pollution et de déchets, car des logements plus denses et mieux pensés permettent de se
déplacer et de consommer l'énergie plus efficacement.
Les effets positifs sur la santé, l'éducation, la sécurité et l'économie locale entraînent une baisse des coûts
pour les contribuables.
Défi de la Nouvelle-Écosse en matière de logement
Pour toutes ces raisons, tous les ordres de gouvernement ont joué un rôle actif en cherchant à s'assurer que les Néo Écossais pouvaient faire les meilleurs choix en matière de logement pour eux-mêmes et leur famille. Ces efforts
passés ont d'ailleurs été cruciaux pour améliorer les conditions de vie de très nombreuses personnes.
Pourtant, nous sommes face à un défi de taille. Entre les changements importants qui se produisent au sein de notre
économie et de notre population, le retrait de l'aide fédérale ainsi que les nouvelles connaissances sur ce qui
fonctionne et ne fonctionne pas quand il s'agit d'offrir des options de logement, la Nouvelle -Écosse doit envisager de
nouvelles approches – et revoir les anciennes.
En Nouvelle-Écosse, trop de familles sont évincées du marché de l'immobilier
en raison des coûts élevés du logement
Notre économie, qui est en pleine croissance, engendre davantage de débouchés pour l'emploi et les entreprises.
Dans certaines régions cependant, cette situation a entraîné une hausse des prix de l'immobilier. Pour de plus en plus
de personnes et de familles, le chemin menant à l'achat d'une première maison – ou à l'acquisition d'un domicile plus
spacieux – est simplement impraticable.
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À court terme, davantage de Néo-Écossais sont donc contraints de devenir locataires (ce qui fait augmenter les
loyers). En outre, il est plus difficile pour les entreprises de trouver et de retenir la main -d'œuvre qualifiée nécessaire
à la croissance de l'économie, parce que ces travailleurs ne peuvent pas se permettre d'acheter ou de louer un
domicile à proximité de leur travail. Ces défis sont particulièrement difficiles pour les personnes seules et les
familles monoparentales.
Ceux qui ont les moyens d'acquérir un logement doivent consacrer une part plus importante de leurs économies à
une mise de fonds et une part plus importante de leur revenu aux paiements hypothécaires – avec en bout de compte
moins d'argent à dépenser ou à économiser pour l'éducation ou la retraite.
À long terme, les conséquences sont également dommageables. En effet, la possession d'une maison fait partie des
principaux facteurs qui permettent à la classe moyenne d'améliorer à long terme ses conditions de vie. La hausse des
prix de l'immobilier risque donc d'anéantir cette perspective.
Les solutions du passé liées aux logements sociaux ne fonctionnent pas
toujours
En Nouvelle-Écosse, beaucoup de personnes ont bénéficié du logement social. Nous découvrons cependant que
l'approche adoptée au cours des dernières décennies peut avoir de sérieux désavantages.
En effet, les grands ensembles de logements publics, qui ont été privilégiés, ont isolé en quelque sorte les personnes
à faible revenu et les personnes vulnérables. Ces dernières se trouvent en effet isolées du reste de la société, souvent
dans des logements vieillissants qui tombent en ruine. Cet isolement renforce de plus les préjugés qui sont souvent
rattachés à la pauvreté et à la dépendance à l'aide publique.
Ces problèmes ne se limitent cependant pas aux grands ensembles de logement s pour personnes à faible revenu. Des
ensembles plus petits, comme ceux que l'on trouve dans de nombreuses communautés rurales, facilement
reconnaissables en raison de leur agglutinement fréquent en gros blocs, entraînent également une isolation des
foyers à faible revenu.
Les personnes qui occupent des logements sociaux ne se sont pas vu offrir, au fil du temps, la possibilité de façonner
et de développer leur communauté; en outre, bien trop souvent, on a contraint les personnes handicapées à vivre
dans des grands complexes résidentiels plutôt que de les intégrer dans les communautés.
Ces tendances menacent donc la vitalité des communautés
Entre la hausse des prix de l'immobilier et des loyers ainsi que les graves problèmes associés aux logements sociaux,
la Nouvelle-Écosse se trouve face à de véritables défis.
Lorsqu'une ségrégation se fait sur la base de la richesse, les liens entre les personnes à revenu faible, moyen et élevé
sont alors plus distants. Notre sentiment de cohésion et d'appartenance s'en trouve amoindri. De plus, à mesure que
les prix augmentent, les promoteurs cherchent davantage à construire des maisons et des quartiers hauts de gamme –
lesquels peuvent être beaux, mais aussi parfois stériles car, sans écoles, sans services publics, san s rues animées et
sans diversité, tout ce qui donne à une communauté un véritable dynamisme est tout simplement absent.
Dans les régions rurales, la migration des jeunes vers les grandes villes rend la situation particulièrement difficile.
Les personnes qui restent, c'est-à-dire une population vieillissante, ont besoin de plus de services , et leur cercle
familial s'amoindrit. En outre, les recettes fiscales nécessaires au financement de ces services diminuent. Il peut
s'agir d'un cercle vicieux : plus les jeunes s'en vont, moins les administrations locales sont en mesure d'offrir l'aide et
les services qui rendent une communauté attrayante pour ceux qui restent.
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Autres défis
Les défis que nous venons de présenter sont les plus importants en matière de loge ment en Nouvelle-Écosse; ils ne
sont cependant pas les seuls.
En effet, partout dans le monde, les coûts de l'énergie sont de plus en plus élevés. Beaucoup de maisons, surtout
lorsqu'elles sont âgées, ont des déperditions de chaleur importantes car elles sont par exemple mal isolées ou
possèdent des systèmes de chauffage anciens et mal entretenus.
Les propriétaires et les locataires de ces maisons sont particulièrement vulnérables lorsque le coût de l'électricité, du
gaz naturel ou du mazout domestique augmente. Les logements publics peuvent être également soumis aux mêmes
problèmes d'inefficacité énergétique.
On trouve, partout dans la province, une créativité et une ingéniosité véritables qui pourraient nous aider à relever
ces défis, et bien d'autres. Trop souvent cependant, ce qui pourrait permettre de rassembler les promoteurs, les
organisations communautaires et d'autres acteurs, et les aider à trouver les capitaux nécessaires à la concrétisation
d'idées brillantes, fait tout simplement défaut.
Des solutions novatrices et pratiques en matière de
logement
En Nouvelle-Écosse, les problèmes liés au logement exigent des efforts d'innovation et une véritable coopération,
non seulement de la part du gouvernement, mais également du monde des affaires et des communautés. Notre
approche doit tenir compte des aspects suivants : réalités auxquelles les familles font face aujourd'hui en ce qui
concerne l'immobilier et le marché locatif; limites financières du gouvernement; enseignements tirés des politiques
et des initiatives en matière de logement, ici et ailleurs; différents besoins des communautés urbaines et rurales de la
Nouvelle-Écosse. Plus important encore, notre approche doit favoriser l'apparition de communautés en bonne santé,
dynamiques et diversifiées.
Voici donc les grandes orientations que nous proposons. Nous vous demandons de nous aider pour nous assurer que
nous sommes sur la bonne voie. Nous avons besoin de votre aide pour déterminer les préoccupations et les
problèmes à traiter, ainsi que les possibilités à explorer en matière d'innovation et de partenariats.
Construire des communautés mixtes et diversifiées : une nouvelle approche
L'une des meilleures façons de favoriser la santé et la vitalité d'une communauté est de veiller à sa diversité. En
effet, dans une communauté saine et diversifiée, vous côtoyez toutes sortes de personnes : des personnes âgées
vivent à côté de professionnels célibataires; des couples bavardent, chaque matin, dans les couloirs, avec des parents
célibataires qui bénéficient d'une aide sociale; des personnes ayant des incapacités chroniques côtoient des grands parents, des parents et des enfants dans les parcs, les rues et sur les trottoirs.
L'objectif de cette approche est de développer des quartiers dans lesquels vivent des personnes dont
les revenus, les origines et les familles sont très divers.
Cette approche favorise le mélange de différentes formes de logements. Ainsi, au lieu de construire d'importants
lotissements composés d'un seul type de logement – p. ex. logements occupés par leurs propriétaires ou logements
publics – ces communautés possèderaient des logements locatifs, des coopératives d’habitation, des maisons
financées par des fonds publics ainsi que des maisons occupées par leurs propriétaires. Une grande partie de cet
objectif est de faire en sorte que les gens ne soient pas sûrs du type d'occupation de leurs voisins. Et sauf si vous
décidez de les informer sur votre situation, ils ne sauront pas si vous êtes propriétaire de votre maison, si vous la
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louez ou si vous bénéficiez d'une aide financière de la part du gouvernement pour payer une partie ou l'intégralité de
votre loyer.
Ces communautés possèderaient donc des familles très diverses : personnes vivant seules, couples de personnes
âgées, familles biparentales ou monoparentales, personnes handicapées, etc. Cette situation permet trait entre autres à
des personnes très diverses de vivre ensemble sans être isolées ainsi que d'avoir plus de possibilités de contribuer à
la vie de leur communauté.
Il s'agit de plus de reconnaître que les administrations locales et les citoyens ont besoin d'une certaine latitude pour
concevoir des communautés qui favorisent la densité et qui permettent l'accession à la propriété ou à des logements
locatifs à des prix abordables.
Un nouveau rôle pour le gouvernement : catalyseur de changement et en
matière de partenariats
Les rôles traditionnels du gouvernement provincial en matière de logement ont été limités tout en étant importants :
mener à bien des projets de logements s ociaux, accorder des fonds pour rendre les rénovations de logements locatifs
plus abordables et pour inciter les promoteurs à construire des logements plus abordables, ainsi que réglementer
certains domaines comme les relations entre propriétaires et locataires et le secteur de l'immobilier.
Le rôle de la Province cependant n'a pas été suffisamment celui d'un catalyseur, c'est -à-dire d'une force fédératrice
permettant à des gens et à des organisations de se réunir pour trouver un terrain d'entente et trava iller ensemble pour
bâtir des communautés saines.
La nouvelle approche que nous proposons vise précisément à changer la situation. Au lieu de réaliser des projets par
lui-même, le gouvernement de la Nouvelle-Écosse peut former des partenariats avec des groupes
communautaires, des administrations locales, des entreprises sociales, des promoteurs, des entreprises et des
particuliers. La planification des projets se ferait en consultant le public à toutes les étapes, dans un souci de bâtir
des communautés solides et diversifiées, munies d'équipements et de services publics adaptés, et offrant de réels
débouchés aux entreprises locales.
Le gouvernement dirigerait certains de ces projets en faisant toutefois appel à des partenaires. Pour d'autres projets,
la Province pourrait permettre à des personnes qui ont établi des besoins et des possibilités de développer des liens
avec :
•
•
•
des organismes communautaires afin de mettre à profit la sagesse et l'énergie présentes dans la
communauté;
des architectes, des urbanistes et des promoteurs afin de concevoir et de réaliser un projet;
des entreprises et des entreprises sociales, pour faire en sorte que les services et les équipements nécessaires
existent.
Le gouvernement de la Nouvelle-Écosse peut également fournir une expertise et des conseils tirés de sa très
importante expérience en matière de construction et de gestion de logements, ainsi que de ses banques de données et
d'informations de référence. Nos services d'analyse peuvent aider à évaluer des plans d'affaires afin de trouver des
faiblesses potentielles ainsi que des possibilités qui ont été négligées.
L'aspect peut-être le plus important est le suivant : lorsqu'un projet répond à nos normes (mixité sociale,
communautés dynamiques), nous pouvons alors fournir des capitaux – c'est-à-dire le chaînon qui manque
souvent aux projets de logements. La Société de développement du logement de la Nouvelle-Écosse (SDLNE) agit
en tant que bailleur de fonds ainsi que promoteur, fort de ses 1,4 milliard de dollars d'actifs. La Province peut donc
fournir des prêts et des garanties à des groupes communautaires, à des entreprises sociales et à des entreprises qui
sont disposés à intégrer à leur projet des logements sociaux.
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Nous commencerions prudemment, en choisissant les communautés se prêtant le mieux à l'aboutissement de nos
projets grâce aux partenaires locaux et en raison de leur situation. Ces projets initiaux nous permettraient à la fois
d'apprendre ainsi que de prouver la viabilité de notre approche – pour les quartiers, les entreprises, les
gouvernements, mais surtout pour les gens vivant dans les communautés concernées.
Rendre l'achat d'un logement plus abordable
Pour de nombreux Néo-Écossais, posséder sa propre maison fait toute la différence entre un certain niveau d e
sécurité financière et la nécessité de se battre pour joindre les deux bouts. Posséder une maison, c'est pouvoir se
constituer un capital; c'est également pouvoir acquérir la richesse nécessaire à l'éducation de ses enfants et à une
retraite confortable.
La Province peut donc permettre à de nombreuses personnes de concrétiser ce rêve – y compris les personnes
ayant des revenus modestes. Ici aussi, le rôle de la Société de développement du logement de la Nouvelle-Écosse
(SDLNE) en tant que bailleur de fonds peut changer les choses. Notre nouvelle approche permettrait ce qui suit :
• Créer de nouveaux logements à faible coût d'achat, faisant partie des ensembles de logements des projets
que nous créons et soutenons.
• Fournir un financement pour favoriser les possibilités liées aux locations avec option d'achat, pour les
locataires et les membres de coopératives d’habitation, de sorte qu'une partie de leur loyer ou de leurs frais
permettrait de constituer une mise de fonds.
• Montrer par l'exemple les avantages qu'offrent les constructions abordables au plan de la rentabilisation, et
inciter les promoteurs à commencer à exploiter un marché négligé.
Le soutien du gouvernement peut être plus indirect tout en rendant l'accès à la propriété plus abordable (et en aidan t
les locataires et les membres de coopératives d'habitation à trouver l'argent nécessaire à une mise de fonds). Nous
pouvons mettre à profit les programmes qui existent déjà pour :
•
•
permettre aux particuliers ainsi qu'aux occupants des coopératives d'habitation et aux locataires de
logements sociaux d'accéder plus facilement à des fonds pour les réparations, les rénovations et les travaux
d'adaptation domiciliaires;
financer des prêts pour les rénovations éconergétiques, qui seraient amortis au fil du temp s grâce aux
économies d'énergie.
Des logements qui aident les gens à avancer dans leur vie
Nous voulons pouvoir fournir un logement à chaque personne qui en a besoin. Mais les solutions du passé ne se sont
révélées utiles qu'en partie. Les inconvénients de l'ancienne approche, ainsi que ses conséquences, c'est-à-dire la
ségrégation et l'isolement, sont clairs pour tout le monde.
Un projet de logement qui donne la part belle à la mixité sociale permet de profiter de la présence de logements à
vendre et de locations au prix du marché à proximité de logements financés par des fonds publics, en utilisant le
produit de la vente des premiers pour compenser le coût des seconds. Ce modèle a porté fruit dans de nombreux
endroits différents. Le projet de réaménagement du quartier Regent Park, à Toronto, le projet Woodward à
Vancouver, et de nombreux autres projets en Europe et aux États -Unis, ont tous adopté cette stratégie, en étroite
consultation avec les administrations locales et les habitants des quartiers enviro nnants - avec des résultats qui ont
transformé et revitalisé ces derniers.
Le nouveau modèle « Priorité au logement » est également très prometteur en offrant un moyen d'aider les sans -abri,
surtout ceux qui ont une maladie chronique, un handicap ou enco re une maladie mentale. Ce modèle part du principe
suivant : un logement, c'est beaucoup plus qu'un simple toit; c'est la stabilité nécessaire à l'épanouissement d'une
personne dans la vie en société. Trouver le bon logement n'est que la première étape, et le modèle dont il est
question ici prévoit toute une gamme de services et d'aides adaptés aux besoins et aux capacités des individus, afin
de les aider à comprendre leurs forces et à relever les défis auxquels ils font face. Il peut par exemple s'agir de
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services de santé mentale et de toxicomanie pour permettre par exemple aux personnes concernées de pouvoir faire
leurs courses, de trouver des occasions de faire du bénévolat, ou encore de décrocher un emploi.
Ces services peuvent être particulièrement efficaces dans un quartier où la mixité existe. Il existe bien plus
d'occasions d'avancer progressivement vers une communauté pleinement inclusive offrant un éventail encore plus
large de services et d'équipements - allant de parcs à des magasins en passant par le transport.
L'approche que nous décrivons dans ce document constitue un changement considérable par rapport à celle que la
Nouvelle-Écosse a adoptée par le passé, mais nous pensons qu'elle correspond mieux à l'esprit de nos communautés
et de notre province. Elle traduit ce en quoi nous croyons, c'est-à-dire la coopération et la réalisation d'un projet
commun; la valeur que nous accordons à l'innovation et à l'esprit d'entreprise; ainsi que notre engagement à l'égard
de l'autonomie et de la solidarité.
Les éléments de cette approche sont conçus pour se renforcer mutuellement. Le logement abordable, qu'il s'agisse
d'une location ou d'une maison privée, permet de renforcer et de diversifier les communautés ainsi que d'aider les
gens à améliorer leur situation financière. Une société plus dynamique et qui donne la part belle à la mixité engendre
davantage de débouchés économiques et favorise la cohésion sociale.
Offrir aux Néo-Écossais des options de logement diverses et adaptées à leurs besoins est important socialement,
économiquement et écologiquement. Cela touche également au cœur de notre identité en tant que Néo-Écossais – ce
qui est peut-être la raison la plus importante pour laquelle nous aimerions obtenir votre point de vue.
Nous vous demandons par conséquent de bien vouloir examiner ces questions. Considérez-les comme un point de
départ pour nous aider à emprunter la bonne voie. Dites -nous de plus si nous avons omis certains aspects ou
certaines questions, s'il y a des occasions à saisir ou des idées à explorer. Ensemble, bâtissons des logements et des
communautés qui témoignent de ce qu'il y a de plus beau en Nouvelle-Écosse.
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À CÔTÉ : Un dossier solide
En élaborant cette approche, la considération suivante est restée au premier plan : faire e n sorte que les contribuables
n'assument aucun risque financier.
Pour ce faire, nous avons travaillé à partir de modèles éprouvés – des situations concrètes, dans des circonstances
diverses, qui ont abouti à d'excellents résultats à la fois pour les gens et les gouvernements.
Lorsque nous entreprendrons un projet, nous exigerons des résultats et des analyses de rentabilisation solides - et
nous suivrons attentivement les progrès de manière à rester sur la bonne voie.
À long terme, cette approche permettra de réduire la charge qui pèse sur les contribuables, parce que la population
sera en meilleure santé, la criminalité baissera, les débouchés économiques seront plus nombreux et la prospérité
plus grande.
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À CÔTÉ : Derrière les chiffres : des histoires
personnelles
La réalité des faits sur la hausse des prix et l'évolution des marchés nous aide à comprendre l'importance du défi à
relever – mais cela ne nous permet pas de véritablement comprendre les effets au plan personnel.
Voici donc quelques exemples illustrant les difficultés auxquelles les habitants de la Nouvelle-Écosse font face pour
trouver un logement qui leur convienne. (* Afin de préserver la confidentialité de ces situations tout en illustrant
fidèlement les questions en jeu, nous avons rassemblé un certain nombre de situations réelles pour créer un profil
global. Les personnes ne sont pas réelles, mais les expériences le sont.)
Marie (32 ans) et Curtis (35 ans) - Dartmouth
Marie et Curtis travaillent tous les deux à temps plein. Il y a huit ans, ils ont obtenu leur diplôme universitaire et
trouvé leur premier logement : un appartement de deux chambres non loin de leur travail. Cependant, avec un
deuxième enfant qui va avoir cinq ans, et leur aînée qui veut sa propre chambre, la famille vit de plus en plus à
l'étroit.
Ils aimeraient donc acheter un plus grand logement, peut-être un duplex; mais ils ne peuvent pas se permettre la
mise de fonds pour acheter quelque chose dans leur quartier, sans parler des paiements hypothécaires mensuels. Le s
seuls logements correspondant à leurs moyens les contraindraient tous les deux à un long trajet pour aller travailler.
Et là encore, il faudrait économiser sur tout pour pouvoir payer l'hypothèque – de même que réduire leurs économies
pour la retraite et l'éducation de leurs enfants.
Louis, 52 ans - Sydney
Louis est atteint de la maladie de Parkinson depuis un certain temps et a maintenant besoin d'une aide régulière ainsi
que de counselling pour l'aider à composer avec un état dépressif. Il vit seul dep uis plusieurs années et s'épanouit en
participant à la vie de sa communauté, notamment en faisant du bénévolat dans une soupe populaire. Il se fait aider
chaque jour à la fois par des voisins et des travailleurs de soins à domicile.
Il a cependant de plus en plus de mal à se déplacer dans sa maison, un logement en rangée de deux étages. Les
escaliers sont le plus gros problème, mais tout dans sa maison devient chaque jour plus compliqué, que ce soit aller
se coucher ou prendre un bain. Il est évident qu'il devra bientôt déménager; cependant, après avoir longuement
cherché, il est clair qu'il n'y a rien qui lui convienne. Il envisage donc d'aller vivre dans un foyer de soins, loin de ses
amis et du quartier où il fait du bénévolat.
Kyra, 78 ans - Bridgewater
Kyra a vécu à Bridgewater toute sa vie, principalement dans la maison où elle et son mari, Walt, ont élevé leurs cinq
enfants. Walt est décédé il y a huit ans, et leurs enfants, qui ont désormais leur propre famille, vivent à Truro, à
Halifax et à Toronto.
Kyra a réussi à vivre grâce à sa pension et à ses économies, mais il ne lui reste presque plus rien. Elle pourrait louer
une partie de sa maison et vivre grâce à ce revenu, mais il faut trouver l'argent pour faire des rénovations et créer un
appartement, ainsi que faire des réparations coûteuses. Elle ne peut tout simplement pas se procurer cet argent. On
lui a refusé un prêt, et elle envisage maintenant de vendre sa maison.
Voici ce que nous pouvons faire
Marie et Curtis : Un nouveau lotissement qui se trouve non loin de leur appartement actuel propose le genre de
logements de luxe qu'ils ne peuvent pas se permettre d'acheter, mais il y a aussi plusieurs nouvelles maisons à un
prix beaucoup plus bas. Ces maisons n'ont pas les caractéristiques haut de gamme des maisons plus luxueuses qui se
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trouvent à côté, mais il y en a une qui a trois chambres et qui serait parfaite, à quelques minutes à pied d'une
nouvelle école et de transports en commun. Il faudra tout de même mettre sérieusement la main à la poch e pour le
versement initial, mais c'est maintenant possible.
Louis : L'organisme qui gère la soupe populaire où Louis fait du bénévolat fait également partie d'un partenariat lié
à la construction d'un lotissement près d'un nouveau centre de santé communa utaire, avec des fonds du
gouvernement provincial ainsi que la participation d'un promoteur et de trois autres organismes de services. Louis a
l’occasion de parler de ses besoins lors d'une séance de consultation, de même que trois autres personnes qui se
trouvent dans des situations similaires. Un peu plus d'un an plus tard, il s'installe dans un appartement situé au rezde-chaussée d’un immeuble afin d'accéder facilement aux services dont il a besoin. Il continue son bénévolat
lorsqu'il est suffisamment en forme : une fois de temps en temps à la soupe populaire, mais plus souvent au centre de
santé.
Kyra : Grâce à l'aide d'un agent provincial des services de logement, Kyra crée un plan simple indiquant le coût des
rénovations et des réparations, le loyer qu'elle sera en mesure de demander, ainsi que les économies qu'elle réalisera
en isolant sa maison et en remplaçant les fenêtres. La Province lui offre alors deux prêts, le premier pour rendre sa
maison plus éconergétique, et le second pour le reste des travaux de rénovation – avec un calendrier de
remboursement fixé en fonction du revenu indiqué dans son plan. Durant l'été, ses enfants lui donne nt un coup de
main pour faire les travaux de rénovation, et, en octobre, son premier locataire emménage.
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À CÔTÉ : Seulement le marché? Seulement le
gouvernement?
L'intention du gouvernement fédéral de cesser de financer les logements sociaux soulève une question plus vaste : le
gouvernement devrait-il intervenir dans le logement? Alors que les gouvernements sont partout à court d'argent, il
est peut-être logique de compter sur le marché pour résoudre les problèmes de logement.
Il ne fait aucun doute qu'il y aurait des avantages à court terme, comme un relâchement des tensions budgétaires
provinciales avec l'élimination des financements gouvernementaux.
Cependant, comme nous l'avons vu ailleurs, il y aurait aussi des inconvénients, à la fois immédiats , et, plus
gravement, à long terme :
•
•
•
Livré à lui-même, le marché privé tend à se concentrer sur les logements de lu xe et hauts de gamme, et non
sur le logement abordable. Les personnes à faible revenu ainsi que la classe moyenne sont ainsi chassé es, et
les maisons abordables sont achetées et réaménagées pour en faire des logements chers.
À plus long terme, la charge qui pèse sur les contribuables est de plus en plus lourde. Sans logements
abordables suffisants, les coûts des soins de santé augmentent, de même que ceux du chômage et de
l'assistance sociale. La criminalité augmente également, et parallèlement le coût des services de police et
des incarcérations.
L'étalement urbain entraîne souvent une baisse de la densité de l'habitat, ce qui rend la prestation de
services plus coûteuse et moins efficace. Les transports en commun deviennent moins viables, ce qui
entraîne plus de pollution et d'embouteillages ainsi qu'une hausse des coûts nécessaires à la construction et
à l'entretien des routes.
En revanche, il est évident que le gouvernement de la Nouvelle-Écosse ne peut pas – et ne devrait pas – s'occuper à
lui tout seul des questions de logement. Et pas seulement pour des raisons financières : nous négligerions ainsi
l'esprit d'entreprise et l'ingéniosité des entreprises de la province, ainsi que celles des administrations locales, des
organismes à but non lucratif et des communautés. Il faut donc que la Province aille puiser dans toutes ces forces
pour élaborer ensemble des solutions novatrices.
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Questions à considérer
Compte tenu de notre objectif de créer des communautés faisant place à la mixité sociale, afin de rendre les maisons
plus abordables et de faire de l'acquisition d'un logement la première étape vers une plus grande indépendance :
1.
2.
3.
4.
Dans quelle mesure cette approche permettrait-elle de répondre à vos besoins?
Dans quelle mesure cette approche permettrait-elle de répondre aux besoins de votre communauté?
Compte tenu de notre objectif de travailler en partenariat en vue de changer les choses, ainsi que de
travailler avec les communautés :
Que conseilleriez-vous pour que nous réussissions?
Comment voulez-vous participer?
Vous pouvez nous faire de vos commentaires de deux manières :
Par courrier postal :
Ministère des Services communautaires
5675 Spring Garden Road
C.P. 696, Halifax (N.-É.) B3J 2T7
À l'attention de : Stratégie en matière de logement
En ligne :
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A Housing Strategy for Nova Scotia
The Honorable Minister Denise Peterson‐Rafuse, the Minister responsible for Housing and the Nova Scotia Housing Development Corporation began the November 17th Antigonish dialogue with a review of the affordable housing situation in Nova Scotia, and asked the 24 people that attended this meeting for advice on “how do we move forward together to create more affordable housing in Nova Scotia?” The Minister stated that in order to ensure Nova Scotians have healthy affordable housing options, the Province is considering an innovative new approach: •
Building diverse, mixed communities •
Acting as a catalyst for partnership and change •
Affordable ownership •
Providing supportive housing to fight homelessness (Housing First) She wants help from Nova Scotians to identify the issues that should be addressed along the way, along with the opportunities for innovation and partnership, and ways to keep you and other Nova Scotians engaged. Four small groups considered these new approaches and answered each of Minister Peterson‐
Rafuse’s four questions: 1. How could this meet your individual needs? 2. How could this meet your community’s needs? 3. What is your best advice on making sure this is successful? 4. How do you want to be engaged? The following pages provide the results of these group discussions, compiled from each group’s flipcharts and their reporter’s final presentation. This information will be compiled with the results of all the other public dialogue sessions as input to a summary report. Group 1: 1. How could this meet your individual needs? • By providing accessible housing for people with disabilities; ramps, maneuverability, barrier‐
free design. • There is not enough public housing. Antigonish Dialogue Session, November 17, 2012 1 2. How could this meet your community’s needs? • We need help not just for L’Arche, but for those who are living in the community but in deplorable circumstances (CPP income only will support inferior housing). • Six units, for families only, have been built since or before the early 1980s. Lack of resource group money killed our five year valiant effort to build an affordable housing project in Antigonish 2000‐2005. Who will do this development work and how will they be paid? Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful? • Private landlords are in business to make profit. Asking them to help house renters who can’t pay market rents is like asking giraffes to fly. • Non‐profits need help with after built management. • Who would do the work? • Antigonish affordable housing society has been funded for two years (ends September 2013) to develop and implement a five year plan to develop five complexes, but once our money runs out, we don’t know how we’ll do this with no money for a staffed office, so we’ll have to stop if that happens (again). • When we say disability do we mean both physical and mental disability? 4. How do you want to be engaged? • How do we find a partner who would want to run the home/project after it is built? (Rob says he can help). Group 2: 1. How could this meet your individual needs? • Antigonish needs affordable housing alternatives to allow opportunities for $25,000 to 35,000 one person incomes, and $45,000 to $60,000 household income couples. • You need a car in Antigonish, no public transit is a problem. • Core in Antigonish is student housing and conversions steadily happening to existing houses in the town near St. FX. • Development is on outskirts of the town. • County developments use town sewer and water; coordination is a problem. • Ask minister to cure problems with two levels of government – town and county (lot size approval problems). • Our strengths are university and regional hospital. 2. How could this meet your community’s needs? • There is no major component of public housing in Antigonish (i.e., not like HRM with large products). • Cost to build a house in Antigonish may be higher than its worth to sell. You have to watch that you do not overbuild. Antigonish Dialogue Session, November 17, 2012 2 • • o o o • • • o • • • • Lot cost in the subdivision is $50,000 on average, outside on the highway and roadside is $35,000. Cost to develop land; municipality dictates what has to be put in. Power Sewer Sidewalks Minimum lot sizes too large to be affordable. Relax rules for development; bring cost of development down. A program to give people down payment would be good. Work backwards form family income to payment to house. Mount Cameron estates lot values $165,000, lowest is $35,000; one kilometer apart, 125 lots in subdivision. “Our problem starts with not having enough people”, Antigonish versus HRM. People who work for Walmart/Central need $100,000‐$150,000 houses. We have a restricted market, and need more affordable housing for lower income threshold. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful? • Most important, town and county cooperation, lot size restrictions, down payment programs. 4. How do you want to be engaged? • No comments provided. Group 3: 1. How could this meet your individual needs? • By meeting the community needs we’ll meet individual needs as well. 2. How could this meet your community’s needs? • Supportive housing for: o Independent living for the disabled; physically and/or mentally challenged. o Hard to house individuals. o Women/wrap around program? E.g., single parents. o Homeless youths in transition housing. o Seniors. • Accessibility with all structures with an integrated and diverse approach. • Housing as energy efficient as possible. • Ensuring people can stay at home longer with financial support. • High population of low‐income people in need of affordable and supportive housing requiring transportation. Antigonish Dialogue Session, November 17, 2012 3 • • Houses as resource based, number of beds as assets, university students, escalation of prices. More rental properties because of demand from university students; yet, high rate of vacancy because the demand is not filled. Results in the loss of long‐term housing. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful? • Potential to use vacancies and rehabilitated to address community supportive housing needs and affordable housing for all; seniors, disabled, youth, the hard to house. • Take and inventory of vacancies to identify the quantity that could meet the needs. • Evaluate whether it’s more feasible to start fresh than to try to renovate older buildings that are also overpriced. • Put money behind it. • Need for government support (financially and otherwise) for supportive/affordable housing for ongoing operational support. • Ensure inclusivity and interconnectivity in decision‐making. • Establishing a public transportation initiative, not contingent but must be constantly considered. • Approach community services simultaneously to address interconnected issues attached to housing; integrated approach. • Include the exploration of the opportunities of social enterprise for an integrated approach. 4. How do you want to be engaged? • Community people from key communities on strategy body along with government to provide input. • Rural context needs to be considered when addressing issues of affordable housing; transportation, income security, health, food security, etc. • Integration of all of these. Group 4: 1. How could this meet your individual needs? • This could address some of the challenges in co‐ops, e.g., empty units, if we can focus on available stock, we can move this to move ahead. • Noticing some benefits of co‐op model re eroding in community perception. • Huge assets we can build from now. • Public housing versus co‐op housing, they are both sometimes misunderstood and stigmas. Must consider short and long‐term livability. • Support for agencies/non‐profits that help individuals stay in homes longer; home makers, in‐home‐nursing. • Looking at agencies for repairs/infrastructure support for our aging population/differently abled population in our community. • We need a new definition of private‐public partnerships. Antigonish Dialogue Session, November 17, 2012 4 2. How could this meet your community’s needs? • Down payment assistance program; idea of sweat equity, financial and educational programs needed to assist “new” home owners. • Guysborough County has a lack of housing, new developments. • “Affordable housing” needs to be redefined. Cross‐community affordability and accessibility are important. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful? • Re‐engaging and holding Federal government accountable and supportive in policy and fiscally to Provincial Strategy. • Examining current policies and practices in place that prevent intergenerational families and community from creating homes together. • Redistribution of current funds, i.e., $82,000/year to keep someone in supportive care facility. $82,000 for local agencies could keep 10‐15 people in their homes for the same period. 4. How do you want to be engaged? • Grassroots; back to basics, have local communities work on own solutions, i.e. “St. Andrew’s Senior Housing”. • How do we re‐connect church, government, and school to community development? • Local community needs money and input in developing priorities for local government. • Municipal and provincial and non‐government community to develop ideas and have say in resource allocation. • Redefine/create role of local “housing authorities” to be an agency that works with local community to continue engagement. Develop local priorities/plans. • Need for realistic and practical parts of provincial government with community. Antigonish Dialogue Session, November 17, 2012 5 A Housing Strategy for Nova Scotia
The Honorable Minister Denise Peterson‐Rafuse, the Minister responsible for Housing and the Nova Scotia Housing Development Corporation began the November 22nd 2012 Bridgewater dialogue with a review of the affordable housing situation in Nova Scotia, and asked the 40 people that attended this meeting for advice on “how do we move forward together to create more affordable housing in Nova Scotia?” The Minister stated that in order to ensure Nova Scotians have healthy affordable housing options, the Province is considering an innovative new approach: 

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
Building diverse, mixed communities Acting as a catalyst for partnership and change Affordable ownership Providing supportive housing to fight homelessness (Housing First) She wants help from Nova Scotians to identify the issues that should be addressed along the way, along with the opportunities for innovation and partnership, and ways to keep you and other Nova Scotians engaged. Seven small groups considered these new approaches and answered Minister Peterson‐Rafuse’s four questions: 1.
2.
3.
4.
How could this meet your individual needs? How could this meet your community’s needs? What is your best advice on making sure this is successful? How do you want to be engaged? The following pages provide the results of these group discussions, compiled from each group’s flipcharts and their reporter’s final presentation. This information will be compiled with the results of all the other public dialogue sessions as input to a summary report. Group 1: 1. How could this meet your individual needs?  Better public transportation.  Change the building codes.  More communication to let us know what is available.  Provide funding for friend or family member for homecare and training. 2. How could this meet your community’s needs? Bridgewater Dialogue Session, November 22nd, 2012 1 
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Change public perception that we all need big dream homes. Change empty school into apartments. Multigenerational concept. Educate the public about accessibility needs. Offer tax incentives for seniors for new housing. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Don’t wait for the crises to make changes, do it before hand.  Offer transitional support.  Do what you say you are going to do.  Let the recipient have some ownership in the project. 4. How do you want to be engaged?  No comments provided. Group 2: 1. How could this meet your individual needs?  Need affordable housing for seniors and people with disabilities so they can stay in their communities.  Enable people to afford down payments for housing.  Reduce regulations would enable affordable housing.  Incentives to renovate so people can stay in their homes. 2. How could this meet your community’s needs?  Formalized co‐ops could be re‐introduced with collective mortgages.  Programs and education to promote successful operation of a home and how to reduce costs. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Make strategies that would create jobs to retrofit existing homes.  Grant structure needs to be looked at.  Property tax considerations based on need.  Focus on high need groups. 4. How do you want to be engaged?  On Election Day.  More meetings like this. Bridgewater Dialogue Session, November 22nd, 2012 2 Group 3: 1. How could this meet your individual needs?  People need more choices for a variety of accommodations.  Better transportation.  Recognize diversity of people looking for housing.  Rules of the game don’t make it helpful (CMHC). 2. How could this meet your community’s needs?  Government’s role is to ensure stock is available.  Sustainability of the affordability.  Sustainable employment! If people have jobs then housing will follow.  Don’t forget about the smaller communities in the province.  Has to have an economic impact.  More immigrant families living here. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Bring us a specific plan with specific measureable outcomes.  Address the needs of the working poor.  Gather stats province wide.  Address affordable rents.  Give a cost benefit analysis.  More co‐op housing.  Change zoning to make land available.  Invest in R&D for new affordable eco‐buildings. 4. How do you want to be engaged?  Consultation with South Shore Housing Action Coalition.  We need to know who is representing this issue. Who should this be? Group 4: 1. How could this meet your individual needs?  More accessible housing for aging and disabled.  More affordable housing and finding a different way of choosing who gets to live there.  How do you make a mixed diverse community normal?  Better transportation! 2. How could this meet your community’s needs?  Rent control.
Bridgewater Dialogue Session, November 22nd, 2012 3 
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Rent to own options.
Affordable housing for younger generation.
Make our community more attractive as it has great services.
Have to do something about all of the vacant houses for sale as it’s unattractive.
What are other cities outside of NS doing about housing issues?
Family housing must include green space and playgrounds.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Partnerships with all levels of Government and businesses.  Requirement for builders to make affordable housing in new projects.  Buy in on a provincial level.  Educate the public on home ownership and start it in the schools.  Engage the public directly to keep them involved.  Counteract the “not in my backyard” attitude.  Keep the benefits for tax payers clear and obvious. 4. How do you want to be engaged?  People to keep engaged: Health care providers, tenancy board, municipal Government, and educators. Group 5: 1. How could this meet your individual needs?  More rentals.  Better transportation.  Meet seniors housing needs.  Reverse mortgages for seniors still living in their homes.  More in‐home support to keep seniors independent. 2. How could this meet your community’s needs?  Understand that the poor in rural areas needs are different from those in urban areas.  Rent to own, especially for young people who cannot afford to live here.  Houses are too costly here.  Maintaining older homes here is important.  More federal, co‐op housing is needed here.  Expansion of RRAP.  Energy retrofit programs needed. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful? Bridgewater Dialogue Session, November 22nd, 2012 4 
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Promotion of the strategy and education and communication. Need to get rid of “not in my backyard” attitudes. Put real money into this! Make a pilot project here. Build housing where there are jobs available. 4. How do you want to be engaged?  Make website interactive.  A newsletter with progress on implementing strategy would help build partnership. Group 6: 1. How could this meet your individual needs?  Look at Neighbor Near program in the USA.  Have creative housing options for seniors.  We want out town to be senior friendly so more co‐op housing is needed.  More mixed types of ownership within builds.  People want to stay in their homes but will need to transition out what other models can be used to help with this?  We are over regulated, cost of building standards is too high.  New stock has to be built to last for the future. 2. How could this meet your community’s needs?  Enhance the reputation of a community as a place where people want to settle and live.  Extend visioning Bridgewater to include new housing models. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Avoid duplication and work with communities.  Expand a Victorian Order of Nurses type service to seniors and disabled persons to allow them to remain in their homes.  Provide realistic low income housing support. 4. How do you want to be engaged?  Provide feedback via website similar to Back to Balance.  Better community involvement, advertising on television and in flyers.  Approach peer groups that are directly affected and motivated to make changes.  Simple/measurable indicators of progress. Group 7: Bridgewater Dialogue Session, November 22nd, 2012 5 1. How could this meet your individual needs?  No comments provided. 2. How could this meet your community’s needs?  Address youth homelessness.  Multi‐faceted approach; housing is one part, needs supportive people to sustain and connect individuals to communities.  Need different levels of support.  Make this happen where transportation is.  Build close to services and where there is employment. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Need to have sustainable funding.  Have youth involvement and consultation to share ideas.  Have supports in place for youth who may not have lived independently.  Employability and school supports.  Mixed communities. 4. How do you want to be engaged?  No comments provided. Bridgewater Dialogue Session, November 22nd, 2012 6 A Housing Strategy for Nova Scotia
The Honorable Minister Denise Peterson‐Rafuse, the Minister responsible for Housing and the Nova Scotia Housing Development Corporation began the November 23rd 2012 Dartmouth dialogue with a review of the affordable housing situation in Nova Scotia, and asked the 130 people that attended this meeting for advice on “how do we move forward together to create more affordable housing in Nova Scotia?” The Minister stated that in order to ensure Nova Scotians have healthy affordable housing options, the Province is considering an innovative new approach: • Building diverse, mixed communities • Acting as a catalyst for partnership and change • Affordable ownership • Providing supportive housing to fight homelessness (Housing First) She wants help from Nova Scotians to identify the issues that should be addressed along the way, along with the opportunities for innovation and partnership, and ways to keep you and other Nova Scotians engaged. Twenty‐two small groups considered these new approaches and answered Minister Peterson‐
Rafuse’s four questions: 1. How could this meet your individual needs? 2. How could this meet your community’s needs? 3. What is your best advice on making sure this is successful? 4. How do you want to be engaged? The following pages provide the results of these group discussions, compiled from each group’s flipcharts and their reporter’s final presentation. This information will be compiled with the results of all the other public dialogue sessions as input to a summary report. Group 1: 1. How could this meet your individual needs?  To be able to remain in your own community in adequate and affordable housing.  Ensure the quality and diversity of the housing and its use (i.e.; barrier free, family, access to services like transit, and medical).  Implementation of an affordable housing strategy will have direct positive effects on costs associated with health, legal, soc. services, education, and labour shortages. Dartmouth Dialogue Session, November 20th, 2012 1 
The broader relief of costs will be of individual benefit to the tax payers. 2. How could this meet your community’s needs?  As a community there will be an overall improvement in the relationships between the various societal levels within the community.  Ensure that results of affordable housing are compared with real savings in provision of affordable housing (i.e.; through reduced health care, legal costs, soc. services, and education). Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Consolidate and make better use of existing nonprofit organizations and not‐for‐profits. Support what works now!  Develop close to existing infrastructure (schools, hospitals, and transit).  Ensure wraparound support for those with disabilities in affordable housing  Balance municipal taxes with promotion of affordable housing when acquiring properties (i.e.; use graduated taxes).  Have other municipalities partnering related to provision of services i.e.; sewer, water hookups)  Flexibility offered by municipalities with development opportunities i.e.; MPS, LUB, Zoning.  Consult with non‐profits. 4. How do you want to be engaged?  Must engage the private sector in all facets of development of the strategy.  Have more open dialogue between home owners, business sector and government. Return engagement! Group 2: 1. How could this meet your individual needs?  Have proper designs for people with environmental sensitivities (i.e.; how apartment buildings are designed). Income issue to renovate homes appropriately; a variety of ‘clean’ heating methods.  One level homes for aging in place, or how to renovate large homes.  Accessibility for aging in place and needed renovations so some form of tax benefit to people building ramps and so forth.  Currently the criteria for eligibility needs to be reviewed.  Seeing people for their abilities not their disabilities. 2. How could this meet your community’s needs?  Diversity is important. It’s good to move away from clustered groups i.e.; seniors apartments. Dartmouth Dialogue Session, November 20th, 2012 2 
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Safer community through diversity as it will reduce the high crime areas. People helping people. We want to see healthy vibrant communities with green and rec. space. Improvements need to be made in lower end areas to raise property values. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Get the government out of this process or at least have people from businesses heavily involved to move these initiatives forward.  Partnering; management of diversified populations, use large businesses to be involved in development.  Partner with health industry to ensure their related services are at the table.  Have a percentage of new builds have affordable housing.  Have an open discussion with developers and communities.  Building codes to accommodate future health needs (door frames).  Have to have adequate funding as we are concerned with current funding model.  Need to connect this work of ‘housing first’ with employment resources and literature on homelessness and youth. 4. How do you want to be engaged?  Notification of progress of the strategy.  Better notification of future planning sessions  Want to do well in advance of public meetings  Mental health services wants to be a partner  Seniors clubs/organizations need a say in housing policy  Private industry supporting ‘at home’ practices need to be consulted. Group 3: 1. How could this meet your individual needs?  Have more rental units required in urban areas. Quotas? 2. How could this meet your community’s needs?  Would like to see mixed, diverse communities.  Identify the strengths in the communities and build on them.  Recognize and protect exiting diverse communities.  recognize the value of a diverse community and provide assistance where its needed so it doesn’t affect property values  Does a diverse community model work in rural areas? This has to be looked at. Dartmouth Dialogue Session, November 20th, 2012 3 Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Would like to see a collaborative process first that would yield a better housing strategy.  Need to address full continuum of housing.  Have an inventory of who is involved in housing.  Maximize market based approaches i.e. Killam Properties approach. 4. How do you want to be engaged?  The province has to determine how to work together with housing groups.  Have frequent interaction  Involve all three levels of government  Involve volunteer groups Group 4: 1. How could this meet your individual needs?  Incentives for multi‐generational housing; planning, zoning, by‐laws codes.  Enlarging housing stock, more varieties.  Diversity would help increase comfort level in our communities. Mixed incomes together.  Need a safe and supportive environment. 2. How could this meet your community’s needs?  Need mix of tenure‐ own, rent, co‐op, all in one area!
 Inclusive‐ i.e.; from gender requirements‐ safety.
 Must be supportive around physical & mental health, abuse, isolation, community.
 Need to address rentals. Have incentives to landlords to retro‐fit i.e. energy efficiency.
 Need to address issues of equity within the community. Respect for all members. Inclusion of everyone.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Design communities that facilitate human to human interaction! Mixed pedestrian walk‐
able i.e. Regent Park in Toronto.  Subsidize people not buildings. Dartmouth Dialogue Session, November 20th, 2012 4 
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Change societal attributes to accept diversity and mixed neighborhoods through education and marketing to overcome the stigma. Start this with youth and train upward. Encourage community centers that are less car‐centered and are more accessible to small areas. Changes like provide percentage of new development as affordable housing. Bring on more funding through partnering, because funding is much needed. Increase shelter allowance or rent supplement programs to fill in the gap. Set up achievable standardization across spectrum of staff‐ train how to interpret regulations, legislation and policies. Look at sustainability in everything. 4. How do you want to be engaged?  True systemic change, change structure.  Make the system human‐centric  Make information accessible and public in a meaningful way.  Show that inequalities are being addressed.  Develop the brand for non‐popular issues i.e. abuse, government assured for all societal members. Group 5: 1. How could this meet your individual needs?  Have innovate ways to assist in downsizing home space (home‐sharing)  Rental increases result in moving outside of the city. Increases in transportation and increased distance from essential services and their accessibility to them.  Interest in home ownership, consider proximity of homes to work/services.  Develop a sense of community through mixed communities. 2. How could this meet your community’s needs?  Make use of unused and underused areas.  Partnerships to ensure rental costs are managed as a community.  Students consider school fees, debt and how to provide affordable housing/rental units.  Cycle high costs of heat/power combined with need to improve conditions/insulation/efficiency.  Effects of fixed income on landlords ability to improve housing conditions/ efficiencies  Inadequate shelter allowance  Need for government support of affordable home ownership  Changes to policy to allow residential zones and the allowances.  Plan for individuals leaving from hospital as to avoid discharge to shelters incapable of supporting the needs which results in a shelter‐hospital cycle. 3. What is your best advice on making sure this is successful?  Combining affordability with quality. Dartmouth Dialogue Session, November 20th, 2012 5 
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Need for a true widely accepted definition of affordable housing. Look at other communities for examples/models. Have it well funded, consistent and sustainable. Emphasis on building quality to ensure long‐term availability and use. Combine affordable housing construction with skill‐building programs of other organizations which would fill several needs at once. Energy efficient housing from the very beginning of design/construction. 4. How do you want to be engaged?  Have e‐mail updates.  Community outreach with service users/people that will make direct use of affordable housing.  Ongoing community consultation. Group 6: 1. How could this meet your individual needs?  Need more than just ideas.  Gaps have to be identified.  Need to have funding.  Need to get the homeless housed. 2. How could this meet your community’s needs?  The province needs to come together in the community and provide funding which will draw interest in people living there.  Capital contributions need to increase.  Need definitions of affordable housing  Help people in communities with lower incomes be able to have home ownership.  Help for home owners who need repairs done.  All new developments need to have some form of affordable housing  Mixed income communities will help children value diversity 3. What is your best advice on making sure this is successful?  Make sure to invest money  Give the province the leadership role.  Respond to good ideas from the public.  Hire people to help with the organization of the strategy  Pay attention to the differences between rural and urban communities.  Respond to well developed plans for affordable housing by community organizations.  Remember that housing is a human right  Have public participation from start to finish.  Clear definition of ‘mixed tenure’ is needed. Dartmouth Dialogue Session, November 20th, 2012 6 4. How do you want to be engaged? 
Nothing about us, without us! 
Make sure to listen to and communicate with low incomes and people with disabilities. Group 7: 1. How could this meet your individual needs? 
Have options for downsizing. 
Age in place. 
Make this affordable for seniors. 
Support live/work options. 
Must be accessible to commercial services. 
Disabled accessible. 
Recreation and trails, community centers that are all close to transit. 
Having transit close by makes home ownership more affordable. 
Need more options for home ownership. 2. How could this meet your community’s needs? 
Affordability is very important especially for seniors and single parents. 
Inclusivity is a must. 
Have options/resources for families such as schools, playgrounds, green space. 
Better planning for recreation space. 
Have everyone engaged to promote a healthy vibrant community. 
Granny flats and invisible density. 3. What is your best advice on making sure this is successful? 
Good consultations, community based planning. 
Complete communities. 
Have developers communicate and engage with community. 
Higher densities to support transit. 
Support co‐op housing. 
We need housing ownership options. Dartmouth Dialogue Session, November 20th, 2012 7 
Manufactured and different designed housing/modular. 4. How do you want to be engaged? 
Open and honest dialogue. 
Community based housing forums. Group 8: 1. How could this meet your individual needs? 
Mix commercial (i.e. grocery store)/business and residential in the same area to cut down on transportation costs and would make living more affordable. 
Need more family orient housing and not just one/two bedroom apartments. 
Financial stability increased for safety and security. 2. How could this meet your community’s needs? 
Safer community with more stability to take away worry about being on the street again in the future. 
Have more affordable home ownership so people can build equity and have peace of mind. 
Look at more rent controls. 
Make affordable housing the norm, not the exception. 
Community continuity‐ some people stay for years when things are affordable; stable residents makes for stable communities. 
Community co‐ops would make for better communities. 3. What is your best advice on making sure this is successful? 
Consider existing housing stock. People want to stay where they are as long as rent doesn’t increase too much. 
Look at Ontario’s current system of rent control (limiting % increase for existing tenants). 
Affordability for small businesses needs to be considered as they want to live and work in their communities and have an asset to sell when they retire. 
Could the government help tenants find a new place when their existing place is taken over? 
Can’t just be about housing! We have to consider an integrated approach that takes all aspects of society into place. 
Has to be sustainable. Have big picture thinking i.e. strip malls are incubators for start‐up businesses. Dartmouth Dialogue Session, November 20th, 2012 8 
What can be done about inflation, as housing prices are going up? 
Each new development should have a percentage of affordable housing units created whether they are rental or ownership. Also make sure these units are affordable in the long run. 4. How do you want to be engaged? 
No comments provided. Group 9: 1. How could this meet your individual needs? 
Reduce stigma of public housing: they exist, let’s work with them! 
Mixing neighborhoods has its challenges: do all feel comfortable?! 
Bring in mixed housing around present public housing. 
Private industry must make houses smaller as it would help seniors, young families with less maintenance, less energy costs and less carbon footprint. 
Housing corp. must provide first step financing for those who can afford payments but don’t have the down payment! Not a hand out‐ a hand up! 
Ownership brings people pride. Have options for rent to own. 
For those with mental disabilities, house in smaller units: 6‐10 each with a support worker in each. 
New housing in Halifax includes gov. imposed costs, fees, charges, taxes over 20% ($300k home should cost $240k of the value). 2. How could this meet your community’s needs? 
Incentives to develop and build smaller units for renters and owners as well. 3. What is your best advice on making sure this is successful? 
Pick your program and stick with it! 
Do less but do it BETTER. 
Keep politics out of it. 
Create a climate where people can find work and affordable housing 
Public transit is an asset. 
Educate people on ownership responsibilities, have courses on housing. 
Have a safety net. If someone has a short term set back, help them! Dartmouth Dialogue Session, November 20th, 2012 9 
Break down ‘silos’. Departments need to work as teams not individual units. 
Work with private enterprises to create change. 
Fight ‘NIMBY’ (not in my backyard) in all its forms. 4. How do you want to be engaged? 
Pilot projects on smaller units. 
We want choice in housing. Group 10: 1. How could this meet your individual needs? 
Need more apartments for seniors with shared care at a reasonable cost as CPP and OAS does not suffice. 
More social support for the aging population as it will help them stay close to their families and the communities they want to live in. 
Supportive housing for older and disabled people are essential so that no one feels left out and alone. 
Rent control is needed. 2. How could this meet your community’s needs? 
Strategy must be matched with a better public transit plan so that all types of services are easily accessible within the community. 
Have attractive store fronts, bike lanes, public space, grocery stores, schools etc, as this makes for a thriving community. 
Should have restrictions on house flipping as it raises inflation 
Rooming houses need to be in better condition 
We need standards and regulations and actually enforce them. 
Student ‘ghettos’ are also in horrible conditions. Landlords need to be forced to meet standards. 
We can’t make these plans car‐centric. 3. What is your best advice on making sure this is successful? 
Need to think in terms of the Quadruple. Bottom line: Economic, environmental, social, and cultural. Every project can have this, its not an either/or. 
Be committed to it. Have some political will, its there in the community. Dartmouth Dialogue Session, November 20th, 2012 10 
Engage students directly on housing issues. They like community forums with free food! 
Be louder about this issue; make sure the rest of N.S. knows what you are doing via marketing! 4. How do you want to be engaged? 
Would like to start an intergenerational housing project with a quadruple bottom line. 
Have more consultation events like this one. (This was really impressive. Well done!). Group 11: 1. How could this meet your individual needs? 
Aging rural residents want to continue to live in their communities but mobility is an issue as there is no ‘community’ within the community. 
Help modify older homes for people with physical needs. 
Downtown Dartmouth‐ mix of tenancy, uses, ages/incomes plus lots of services but single family homes are too big but smaller homes are just as expensive. 
The transition from work to retirement to final home is tricky. Gov. grant programs need to upgrade. Add a storey and build apartments. Renew housing stock, get turnover and address the aging in place; planning has to catch up with this. 
Home ownership is extremely costly. Some people are stuck living in poor conditions, others face having to sell their existing properties to be able to afford to live and pay bills and support family. 2. How could this meet your community’s needs? 
Need a good non‐profit organization in the community to build stronger social network. 
What happens when parents of special needs children can no longer look after them? More programs are needed. 
Diverse mixed use communities. 
People are moving to HRM because of their de‐populated communities. How will the province meet this demand and take care of out‐lying communities? 
People are living in homes that are more of a liability than an asset especially outside of HRM. 
Diversity is good, but planning it is difficult. 
There can be strength in living with other in same circumstances ‘senior perspective’. 3. What is your best advice on making sure this is successful? Dartmouth Dialogue Session, November 20th, 2012 11 
Tax holidays for affordable housing. 
Need targets that can me measured or it’s doomed because of so much unknown. 
More research and benchmarks needed. 
Have to be 100% transparent. 
Let the residents of the community have a voice as they know best. 
Infrastructure program‐ next one should go to housing! 
Momentum needs to come from community, not just gov. driven. 4. How do you want to be engaged? 
Through N.S. Housing and Homelessness Network. 
Break down engagement by each pillar. 
Have this same type of forum on a regular basis (quarterly). 
Report card. Group 12: 1. How could this meet your individual needs? 
Needs are very individualized i.e. some seniors want to stay in their homes and others would prefer to live in a community‐type setting. 
For young middle income families affordability is an issue; help convert rental life to home ownership but with flexibility to stay in their neighborhoods or find a specific type of home that is suitable. 
Loans for down payments, forgivable loan arrangements. 2. How could this meet your community’s needs? 
Flexibility of housing i.e. community‐use space/daycares in seniors housing…buildings that can be re‐purposed or used in more dynamic ways. 3. What is your best advice on making sure this is successful? 
Actually partnering with people using programs and services not just gov. and businesses. Listen to them! 
Use plain language in communications. 
Working with communities through transitions (i.e. Regent Park, Toronto) 
Go to the people; don’t always ask them to come to you for consults. Dartmouth Dialogue Session, November 20th, 2012 12 
Adapt to people’s needs at the various levels (i.e. seniors, people with disabilities). 4. How do you want to be engaged? 
Engage online and also in person. Group 13: 1. How could this meet your individual needs? 
Need for individualized subsidy that meets real life situations. 
Need for more assisted living spaces, perhaps apartments with chaperones. 
Rent control. 2. How could this meet your community’s needs? 
Legislation for affordable and accessible housing (codes) for new developments (i.e. wheel chairs= wider doors, senior safety, ramps). 
Mixed use communities that take the disabled into consideration. 
More education so people can learn and tolerate differences. 3. What is your best advice on making sure this is successful? 
The government needs to actually listen to the people. 
Meet people who are most vulnerable where they are and treat them with respect and dignity. 
Have a committee of advisors that come from a cross section of REAL people. 4. How do you want to be engaged? 
Be a part of communication committee that meets in person. 
By phone or real snail mail. 
Be a part of an advisory committee, we want real engagement. 
We are all committed is this government committed as well? Placation is awful. Group 14: 1. How could this meet your individual needs? 
Potential rent to own programs. 
Rent control. Dartmouth Dialogue Session, November 20th, 2012 13 2. How could this meet your community’s needs? 
Gov. programs to absorb risk. The private sector lenders refuse to grant mortgages, relax requirements, lower taxes. 
Mixed commercial, market and subsidized homes. 3. What is your best advice on making sure this is successful? 
Have support for sustainable low to moderate ownership programs already in the community. 
Assistance in re‐zoning/by‐law changes to make for secondary suites in private homes. 4. How do you want to be engaged? 
Changes need to happen because of size, zoning, by‐laws etc. 
Want to stay in our communities and have a chance to be a homeowner as we want to be active in our community. 
Home ownership leads to having equity which builds financial stability and better living conditions. 2. How could this meet your community’s needs? 
Stop displacement. 
Have ownership of community. 
Eliminate labeling and stereotyping. 
Less homelessness. 
Provide role models for youth. 3. What is your best advice on making sure this is successful? 
Make percentage of all new developments affordable housing. 
Have more grants‐ lease/rent to own. Dartmouth Dialogue Session, November 20th, 2012 14 
Top‐up deposits and fees for working poor to access home ownership 
Don’t forget about the aging population and the supportive services they need. 
Provide better programs for homecare for seniors. 
Family incentive = more allowance. 
‘Granny Flats’. 
Partnership with all levels of gov. and private sector. 
More alternative research. 4. How do you want to be engaged? 
Ongoing public consultations with groups and first voice (homeless). 
Go to the communities. 
Circulate information, sharing through schools, libraries, bulletin boards. 
Use service/support staff to communicate with their clients and the public. 
Need to be educated to end the stigma. Group 16: 1. How could this meet your individual needs? 
For children‐ want to have the benefit of home ownership. 
Support for aging population 
Have positive decent rental units for people who cannot own a home or do not want to own. 
More money should stay in the pockets of renters. Rent control. 2. How could this meet your community’s needs?’ 
Have benefits to live in diverse communities for everyone. 
Affordable housing would be indistinguishable from market priced housing. 
Infrastructure would develop to support diverse communities (transit). 
Homelessness is expensive‐ have affordable housing benefits, social and safety benefits. 
Community living is important to those who have disabilities. 3. What is your best advice on making sure this is successful? Dartmouth Dialogue Session, November 20th, 2012 15 
Start strong with foundation pillars such as Housing First. Go for easy wins with great impact. 
Programs in every department should work together for greater success. 
Work on all 4 pillars at the same time as they are intertwined. 
Policy needs to reflect the plan. Consider a demonstration project. 
Focus on an area/community in N.S. 4. How do you want to be engaged? 
Opportunity for individual input (via a website). 
Work with organizations that are trusted to be a megaphone for the community/individuals. Group 17: 1. How could this meet your individual needs? 
We want more economic opportunities that strengthen the community. 
We want more flexibility and choice. 2. How could this meet your community’s needs? 
Home ownership commitment and options. 
Ability to stay in downtown neighborhoods. 
Must consider public transit to keep range of services within reach. 
Diversity of mixed incomes and types of units (rent and own). Larger units for families. 
Access to financial and banking skills. 
Innovative building projects that relate to the community and meet criteria. 3. What is your best advice on making sure this is successful? 
All levels of gov. need to form a partnership. 
Creative housing solutions i.e. rent to own and co‐ops 
Province could help community purchase St. Pats in order to demonstrate commitment and potential of new strategy. 
Interactive community design‐ sustainable, affordable and energy efficient. 
Important that this happens on the peninsula and not just suburban places. Dartmouth Dialogue Session, November 20th, 2012 16 4. How do you want to be engaged? 
Community engagement at different locations. 
Genuine community partnerships (first voice and service provider partnerships). 
Go into the actual communities and make a genuine connection. 
Make sure everyone’s voice is heard. Diverse voices, a diverse plan. Group 18: 1. How could this meet your individual needs? 
Clear definitions of affordable as it means different things to different levels of income. 
More seniors only housing. 
Healthier overall communities with mix of incomes/professions. 
Need to live closer to amenities. 
How will you move forward after years of bad planning? 
More access to affordable home ownership 
Have percentage of new developments affordable housing. 
Incentives to renovate existing structures/homes. 
Integrated approach for individuals who have various needs. 2. How could this meet your community’s needs? 
Create a sense of opportunity for all income levels. 
Revitalization of old neighborhoods. 
Standards for housing need to be raised to a more acceptable level and kept there. 3. What is your best advice on making sure this is successful? 
Ensure all political parties are accepting of the strategy and plan. 
Plan to adapt to future market conditions. 
All levels of gov. need to be involved. 
The plan should apply to all communities rural and urban. 4. How do you want to be engaged? 
E‐mail Dartmouth Dialogue Session, November 20th, 2012 17 
Phone 
Comeback to the community to engage and follow up. 
Media releases/print/TV/marketing 
Keep it ongoing so people are aware of the progress. Group 19: 1. How could this meet your individual needs? 
Rent control 
People with disabilities need to have appropriate support when they are ready to live on their own. 2. How could this meet your community’s needs? 
Protect tenants from rate increases. 
Lift moratoriums, close institutions (concentration of low income). 3. What is your best advice on making sure this is successful? 
Partner with other organizations. 
Talk to front line advocates. 
Interdepartmental communication. 
Look at models outside of our province that are working. 4. How do you want to be engaged? 
Keep information readily available. 
Be transparent! 
Continue with open forum discussion regularly. Group 20: 1. How could this meet your individual needs? 
Having access to suitable rental housing that is centrally located to address changing needs of population. Is this addressed in the ‘diverse mixed communities’? 
Not enough affordable rental housing. 
Rent control. Dartmouth Dialogue Session, November 20th, 2012 18 
Make sure that landlords won’t allow their buildings to turn into disrepair. 
Evaluations on which co‐op housing models work best. Corporate vs. member driven. 2. How could this meet your community’s needs? 
Rent control would address low income communities concerns. 
More housing subsidies are needed. 
Density bonuses‐ is the province preventing this from happening? 3. What is your best advice on making sure this is successful? 
Open, accountable, transparent performance measures. 
Build on NSHPC financing. 
Address affordability in rentals. 
Better planning and monitoring of housing projects for sustainability, cost of affordability and end results. 
Make rent to own an option. 4. How do you want to be engaged? 
We want to be engaged in discussions about re‐zoning and linking municipal/ provincial concerns. 
Engage us in an on‐going process. 
Contextualize housing as in issue within poverty/income inequality. 
Capitalize on volunteer expertise. Group 21: 1. How could this meet your individual needs? 
Reduce development fees for developers when they want to do affordable housing projects. 
What is ‘low income’ and what is ‘affordable housing’? Is there a gap? Clear definitions. 
Government needs to make a substantial investment in housing if we are going to make housing actually affordable. 2. How could this meet your community’s needs? Dartmouth Dialogue Session, November 20th, 2012 19 
Have affordable ownership via financing assistance, retrofit grants, and assistance for seniors to age in place‐ services, support for rural areas. 
Supportive integrated housing for people with special needs, community services and dept. of health. 3. What is your best advice on making sure this is successful? 
Partnering for change. 
Community groups, businesses, governments working together. 4. How do you want to be engaged? 
No comments provided. 2. How could this meet your community’s needs? 
No comments provided. 3. What is your best advice on making sure this is successful? 
Better guidance and support regarding housing, you need to target young adults and seniors. 
Provide education about long term costs of home ownership. 
Have community based services, i.e. District Heating. 
Rent to own, or use rent as a down payment. 
Make home design be able to allow people to grow with home. 
Have a home savings account with the province matching contributions of tax credit. 4. How do you want to be engaged? 
E‐mail 
Community information sessions. 
Timeline communicating solutions actions. Dartmouth Dialogue Session, November 20th, 2012 20 
Use social media. 
Benchmarking to evaluate progress. Dartmouth Dialogue Session, November 20th, 2012 21 A Housing Strategy for Nova Scotia
The Honorable Minister Denise Peterson‐Rafuse, the Minister responsible for Housing and the Nova Scotia Housing Development Corporation began the November 24th Kentville dialogue with a review of the affordable housing situation in Nova Scotia, and asked the 55 people that attended this meeting for advice on “how do we move forward together to create more affordable housing in Nova Scotia?” The Minister stated that in order to ensure Nova Scotians have healthy affordable housing options, the Province is considering an innovative new approach: 
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Building diverse, mixed communities Acting as a catalyst for partnership and change Affordable ownership Providing supportive housing to fight homelessness (Housing First) She wants help from Nova Scotians to identify the issues that should be addressed along the way, along with the opportunities for innovation and partnership, and ways to keep you and other Nova Scotians engaged. Nine small groups considered these new approaches and answered Minister Peterson‐Rafuse’s four questions: 1.
2.
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How could this meet your individual needs? How could this meet your community’s needs? What is your best advice on making sure this is successful? How do you want to be engaged? The following pages provide the results of these group discussions, compiled from each group’s flipcharts and their reporter’s final presentation. This information will be compiled with the results of all the other public dialogue sessions as input to a summary report. Group 1: 1. How could this meet your individual needs?  Review zoning laws.  Diverse housing.  Wider target for income level help. Kentville Dialogue Session, November 24th, 2012 1 2. How could this meet your community’s needs?  Better rent control, especially in university towns.  Habitat for Humanity; take provincial taxes off homes.  Do not build clusters of low income housing as it turns to slums. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Have Government pay incentives to volunteers.  Education for home owners.  Provide provincial down payment help.  Have sweat equity options for down payment.  Make it clear that municipalities need to work with contractors.  Get input from low incomes. 4. How do you want to be engaged?  No comments provided. Group 2: 1. How could this meet your individual needs?  More suitable housing for the aging and disabled.  More options so seniors who want to stay at home are able to. 2. How could this meet your community’s needs?  Take into account our aging population, we need suitable housing for them.  Public housing waiting lists are way too long.  Government could be the first lender to provide competitive rates affordable to low income. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Make this long term, not from election to election.  No HST on non‐profit housing.  Create jobs that pay to make the economy boom.  Keep people engaged in the entire process.  Make assistance available for renovations.  Provide sharing of tax income.  Have high density housing in some places.  Have practical building codes.  Educate the public on future housing needs. Kentville Dialogue Session, November 24th, 2012 2 4. How do you want to be engaged?  Keep us advised of updates.  More opportunities to have contact with department staff on issues concerning us. Group 3: 1. How could this meet your individual needs?  Help people choose more affordable construction.  Providing home design plans and possibly cost for supplies to help people build new homes.  Allow home owners to put in sweat equity with contractors to reduce overall costs.  Release unused municipal and provincial lands cheaply to developers.  Financial assistance for granny flats. 2. How could this meet your community’s needs?  Allow sweat equity for renters in subsidized housing as it builds skills.  Community living houses like in Calgary.  Explore placing seniors in areas where youth are.  Regulations for subdivisions to allow for more mixed types of housing.  Revitalize old downtown areas by renovations and putting up new apartments. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Keep talking and tweaking ideas to make them better.  Bring more youth to the table and teach them about housing.  Multigenerational mortgages to encourage more care for family members.  Give subsidies to families who keep older parents.  Give incentives to developers to build more affordable units. 4. How do you want to be engaged?  E‐mail.  Make sure all councilors have this information.  Keep us updated. Group 4: 1. How could this meet your individual needs?  Middle class does not want to spend any more income on housing.  Energy efficient programs must be paid up‐front.  Shared accommodation where practical.  Better zoning laws. Kentville Dialogue Session, November 24th, 2012 3 
More housing stock. 2. How could this meet your community’s needs?  Need to move beyond charity model to social justice.
 Measure situation, set goal, use any department needed to reach goal.
 More senior housing.
 Transportation not good enough.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Plan for longer than four years.  Talk to diverse stakeholders.  Listen to the people and find out what they want.  Show that affordable housing works.  Include sweat equity as an option.  Include co‐ops.  All share the governance of the strategies.  Have concrete outcomes.  Develop great communications to explain some things are priorities.  Do something soon to demonstrate that this is possible.  Move from being program‐driven to outcome‐driven. 4. How do you want to be engaged?  No comments provided. Group 5: 1. How could this meet your individual needs?  Want to see more caring and safer communities.  Independent and socially engaged neighborhoods.  Have more one on one support. 2. How could this meet your community’s needs?  More accessibility and all neighbors, family should be able to visit or live‐in housing.
 Affordability must be a main concern in all new developments.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  To communicate with all levels of Government on zoning, land use and development, social service impacts, and accessible transportation. Kentville Dialogue Session, November 24th, 2012 4 
Have mixed‐ use communities so cars are not needed. 4. How do you want to be engaged?  No comments provided. Group 6: 1. How could this meet your individual needs?  More supportive housing for those with disabilities.  Raise overall property standards.  Diverse communities.  Overcome stigma of co‐op housing. 2. How could this meet your community’s needs?  Raise overall property standards. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Co‐operation of all levels of Government.  Assist developer with start‐up.  Amend Municipal Government Act to give more power to municipalities.  Strictly enforce property standards.  Life cycle cost reduction part of affordability. 4. How do you want to be engaged?  Yearly review of strategy.  Housing first consultation. Group 7: 1. How could this meet your individual needs?  Consider county and community culture when deciding.  Everybody needs a housing strategy and a chance.  Better building codes. 2. How could this meet your community’s needs?  Build confidence in the community.
 Think of it as housing affordability, not affordable housing.
 Economic benefits.
Based on our intention to partner for change and to work with communities: Kentville Dialogue Session, November 24th, 2012 5 3. What is your best advice on making sure this is successful?  Create a pilot project.  Build homes that are energy efficient and practical for the various types of people.  All levels of Government need to collaborate. 4. How do you want to be engaged?  Would like to see a draft of information from this meeting.  E‐mail and follow up meetings.  Social media. Group 8: 1. How could this meet your individual needs?  More housing that is efficient, and sustainable.  Better public transportation.  Age appropriate – the waiting lists are based on age 58, what about people with illnesses?  Connection between health and housing is measureable. 2. How could this meet your community’s needs?  Landlord and tenant relationships need to improve.
 Fair and transparent advocates needed. Keep it simple.
 Cultural change in housing authority.
 Look at dense and multifunctional buildings.
 Keep housing close to public transportation.
 Have bartering included in payment.
 Building code for wide door frames and accessible washrooms.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Need to break the silos and work together.  Consider the needs of the rural communities.  Provide education to the public. 4. How do you want to be engaged?  Have open forums at different stages ‐ video/internet/town hall webinar.  Draft available for comments from people who live in public housing.  Engage and listen to the community members. Group 9: 1. How could this meet your individual needs?  Coherent model of housing.  Single parent families need stable housing. Kentville Dialogue Session, November 24th, 2012 6 
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Education on how to maintain a home. Start education in school on the cost of home ownership. Need a capital plan. 2. How could this meet your community’s needs?  Need public transportation for those with disabilities, like Access‐a‐Bus in Halifax.
 Government needs to partner with community to make this work.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Need a policy to support affordable housing.  Know the needs of the community.  Inventory of providers and partners for each County.  Partnerships with all levels of Government and private sector and non‐profits.  More affordable housing to actually fit the rental market.  Co‐op model should be employed in private sector.  Make sure to educate the public on home ownership.  Use the best approach for delivery that will ensure quality, accountability, and affordability, for all partners.  Continue co‐op model and enhance it.  Government needs to stay involved in all steps.  Strengthen the model Habitat for Humanity.  Have an inventory of people who want to be involved and make sure they are engaged. 4. How do you want to be engaged?  Annual report to the community. Kentville Dialogue Session, November 24th, 2012 7 A Housing Strategy for Nova Scotia
The Honorable Minister Denise Peterson‐Rafuse, the Minister responsible for Housing and the Nova Scotia Housing Development Corporation began the November 16th Sydney dialogue with a review of the affordable housing situation in Nova Scotia, and asked the 40 people that attended this meeting for advice on “how do we move forward together to create more affordable housing in Nova Scotia?” The Minister stated that in order to ensure Nova Scotians have healthy affordable housing options the Province is considering an innovative new approach: •
Building diverse, mixed communities •
Acting as a catalyst for partnership and change •
Affordable housing •
Providing supportive housing to fight homelessness (Housing First) She wants help from Nova Scotians to identify the issues that should be addressed along the way, along with the opportunities for innovation and partnership, and ways to keep you and other Nova Scotians engaged. Six small groups considered these new approaches and answered Minister Peterson‐Rafuse’s four questions: 1. How could this meet your individual needs? 2. How could this meet your community’s needs? 3. What is your best advice on making sure this is successful? 4. How do you want to be engaged? The following pages provide the results of these group discussions, compiled from each group’s flipcharts and their reporter’s final presentation. This information will be compiled with the results of all the other public dialogue sessions as input to a summary report. Group 1: 1. How could this meet your individual needs?  Housing options are a key tool for recruitment (health sector, IT sector, etc.).  Impacts on cost of living concerns (impact on inward/outward migration).  Key foundation (housing) to achieving better health and all other elements of family.  Allows younger families to remain in communities where there are necessary family supports. Sydney Dialogue Session, November 16, 2012 1 
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True collaborations within and with government and private sector, which enhances successful outcomes. Break away from existing silos and historic way of doing things. I am transitioning from renting to owning a home. A plan for those who are thirty‐ish and living at home. 2. How could this meet your community’s needs?  Housing is a key foundation to achieving better health and all other elements of living.  Help minimize outward migration from communities or island, and increase inward migration.  Reduce stigmatization and high density concentration. This will reduce second and third generation poverty acceptance.  Allows each community to look at addressing unique needs inherent in their areas; not a cookie cutter approach.  Allows all individuals, regardless of age, marital status, sex, health, abilities, to attain necessary and appropriate housing options.  True partnership/collaboration to assure inclusiveness for all.  Pride of ownership.  Community revitalization.  Provides person centered services/networking opportunities.  Provide more affordable housing options for all. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  New ways for middle income; young or families to become homeowners, thereby laying down community roots.  Interest rate subsidies.  Lower rates early in mortgage.  Reduced up front equity.  Shell housing/not complete housing options for funding.  Ensure programs are available for families without children; single individuals without being a senior; individuals with disabilities.  Making existing public/social housing much more affordable.  Increase target groups.  Allow movement (transfers) where it benefits residents’ life style.  Work on reducing density numbers.  Enhance public housing site curb appeal.  Increase partnerships with existing social housing providers (not for profits and for profits), and the potential private sector opportunities.  Fully leverage the Housing Development Corporations’ opportunities as a leader, planner, funder. Sydney Dialogue Session, November 16, 2012 2 
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Look at getting back into the land development and lower price sales to lower income families. Provide social framing in addition to just housing options so as to help families survive/manage. Increase community options for disabled individuals via rent supplement programs, and thereby via partnership with private sectors. Maximize co‐operative housing opportunities. Strategic partnering to assure basic supports are also available to support the housing communities. Such as, adequate transportation, close access to necessary amenities, employment, etc. High attention to numerous design and building options that meets various needs. Build on Habitat for Humanity concepts. Look at Manitoba approaches that have been successful. Use or build on these for communities across the province. Rent control opportunities. Landlord monitoring/enforcement opportunities. Keep in mind the need for a complete housing strategy is necessary to meet the needs of all. Help with down payments and “sweat equity”. 4. How do you want to be engaged?  Periodic and additional community consultations.  Periodic updates on how the plan is proceeding.  Continuous availability of electronic submissions.  Set benchmarks now as to what we want to get to, and measure against these to see if it is successful.  Pilot neighbourhood projects.  Devolve housing properties from province to private sector developers.  Establish regional community committees.  Measure outcomes and an understanding of baseline and objectives met. Group 2: 1. How could this meet your individual needs?  Creating more flexibility, easier to engage province (difference in market values across province).  More responsive to community needs.  Silos breaking down.  New Dawn’s proposal for Holy Angels’ project multi‐departmental collaboration, that will make this project a reality.  Identified two groups who struggle with sustainable housing, direction to support people with complex needs.  Opens door to implementing business of the Affordable Housing Renovation Project. Sydney Dialogue Session, November 16, 2012 3 2. How could this meet your community’s needs?  Urban decay, vacant buildings, but also long waitlist; need neighbourhood revitalization.  Low income families struggling to find housing and create equity.  Challenge to maintain affordable housing stock with new demands (i.e. international student housing need).  Lack of skilled labour to meet renovation/building. Transfer of knowledge, skills to new generation.  Declining population at the same as urban sprawl and “hollowing out” of core.  Some groups still existing on “fringes” of communities, not real integration, clients rather than citizens, (i.e., institutional, custodial care).  Lack of venture capital for new affordable housing, and operational money to sustain healthy homes. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Power in local revolving funds.  CMHC explore co‐housing for people who are over‐housed.  Special strategy for Cape Breton, our own office.  Strengthen legislation regarding tenants’ rights.  Devolved power to address local needs.  “The Manitoba Approach”, other provincial examples, Ontario’s de‐institutionalization project.  Continuing to support/fund successful projects (SHIMI – build on what is working).  Confidence to communities that the solutions will be long‐term; build hope.  Continuing open communication with our community, stay in touch. 4. How do you want to be engaged?  Let’s work together on “pilot neighbourhoods”.  Devolve surplus property to local entity to create projects and generate money for housing/neighbourhood revitalization projects that are led locally.  Regular updates on your website to see what is working in other areas, communicate provincial projects, who is doing what, where money is being spent, transparency. Sydney Dialogue Session, November 16, 2012 4 Group 3: 1. How could this meet your individual needs?  Fits into needs of Braemar house – have many residents who don’t need this placement, but a lack of community capacity for the required movement.  Timing is everything, we have a serious need for transitional housing.  People need assistance to make these changes, for persons with disabilities, youth, mental health, or, substance abuse.  Challenges and the definitions or boundaries surrounding the term “transitional” so as to ensure the “we” don’t tell others what they “need” to do (stop being paternalistic).  Mixed communities are extremely important. The removal of barriers for living in the world – no slums. 2. How could this meet your community’s needs?  Plan to incorporate the decisions of persons who require the house.  We already know significant needs exist.  Need different approaches with urban and rural differentiation. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Barrier‐free housing.  Affordable housing.  Long‐term energy efficiency; our focus on this will make it “cleaner” money.  Whatever we create, there need to be many options (e.g., living with others or alone).  A continuum of options.  Decrease barrier for entrance.  The waiting lists need to decrease significantly.  Need to incorporate concepts such as wet shelters.  Pilot sites to look at new ways of housing, navigator who can guide persons through what exists.  Capitalize on already existing programs (heating programs; home improving).  Collaborative effort, what is partnership? What government sees as a partnership is different from what community means. Need a re‐definition of partnership.  Perhaps it is time for government departments to look at how community groups are being collaborative with each other.  Ensure that success is not defined as just the number of beds, housing units or persons served. Need a broader definition and outcome measures to access success.  For true collaboration, we need building capacity within the community.  In long‐term we need to change societal attitudes around homelessness. Sydney Dialogue Session, November 16, 2012 5 4. How do you want to be engaged?  Involved local programs in a pilot project.  Create partnerships with already existing community groups; capitalize on already existing successes.  Use more than one model, engage many community groups. Group 4: 1. How could this meet your individual needs?  Developing “pride of ownership”.  Need for affordable housing for younger people is needed.  Alternatives are paramount: ownership, single, co‐operative etc.  Sustaining homes once ownership happens.  Make housing “first step” for greater independence supporting care givers. Home support services necessary.  Continuing care needs are diminishing and need to be built on, not reduced.  Would rent controls and housing inspections become part of strategy? 2. How could this meet your community’s needs?  From landlords’ perspective there will always be rich neighbourhoods and poor neighbourhoods. These neighbourhoods have always existed here in Cape Breton.  The lack of affordable housing causes strains on existing “shelter” services, which have the burden of housing homeless and transitioning persons for longer than their mandate.  Addressing stigma for developments, lower income moving into wealthier areas. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Rent supplements may be option to look at.  Developing pride of ownership creates longer term investment and care of their homes.  Programs to encourage folks to plan for future must support any other housing strategies: budgeting, energy efficiency, etc.  One‐stop shop, get navigator (person centered) and inform people of services and supports available.  Engaging communities on all levels: municipal, provincial, etc. 4. How do you want to be engaged?  Using technology that offers a “personal chat” service.  Use all media, i.e., social media, for feedback and support.  Print, electronic, governmental, networking.  Communication between governmental and private or landlord organizations and programs.  Long‐term supports; strategies and legislation that can survive regardless of government. Sydney Dialogue Session, November 16, 2012 6 
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Attitudes to poor/poverty ridden person must change; respect for all persons “where they are”. Continued consultation with stakeholders. Group 5: 1. How could this meet your individual needs?  Affordability of homes and utilities.  Support with home ownership for first homes and low income individuals.  Pride of ownership.  Traditional programs and co‐op housing.  “Design built” concept; what is being asked for versus what may be needed. 2. How could this meet your community’s needs?  Company homes.  Communities segregated by income.  Old housing stock.  Cost of heating, need for energy efficiency.  Ability to own your home.  Appropriate housing for those can’t afford to own a home.  Maintenance of existing stock.  “Design built” concept. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Mortgage extension.  Business models that work and support the strategy.  Realizing importance of pride of ownership.  Make sure you build or fund quality homes that are well insulated.  Ready for something new; approaches and models.  Provide models for home design. 4. How do you want to be engaged?  Interest in partnership.  Ongoing discussion.  Municipality involved in a cooperative way.  Municipal land (700 homes) turned over for development.  Future sessions – well advertised, twice a year at least. Sydney Dialogue Session, November 16, 2012 7 Group 6: 1. How could this meet your individual needs?  No comments provided. 2. How could this meet your community’s needs?  No comments provided. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Keep public housing “public” and government funded. We are a rich country, not a third world country. If we can find $25 billion for the shipyard, surely we can shelter homeless people.  The need for more public housing is there. Take a look at the waiting list, especially for single younger people who don’t meet the eligibility criteria. Idea: multi and single units with a rent to own program. 4. How do you want to be engaged?  No comments provided. Sydney Dialogue Session, November 16, 2012 8 A Housing Strategy for Nova Scotia
The Honorable Minister Denise Peterson‐Rafuse, the Minister responsible for Housing and the Nova Scotia Housing Development Corporation began the November 27th 2012 Truro dialogue with a review of the affordable housing situation in Nova Scotia, and asked the 55 people that attended this meeting for advice on “how do we move forward together to create more affordable housing in Nova Scotia?” The Minister stated that in order to ensure Nova Scotians have healthy affordable housing options, the Province is considering an innovative new approach: 
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Building diverse, mixed communities Acting as a catalyst for partnership and change Affordable ownership Providing supportive housing to fight homelessness (Housing First) She wants help from Nova Scotians to identify the issues that should be addressed along the way, along with the opportunities for innovation and partnership, and ways to keep you and other Nova Scotians engaged. Nine small groups considered these new approaches and answered Minister Peterson‐Rafuse’s four questions: 1.
2.
3.
4.
How could this meet your individual needs? How could this meet your community’s needs? What is your best advice on making sure this is successful? How do you want to be engaged? The following pages provide the results of these group discussions, compiled from each group’s flipcharts and their reporter’s final presentation. This information will be compiled with the results of all the other public dialogue sessions as input to a summary report. Group 1: 1. How could this meet your individual needs?  Bursaries, grants for long term house maintenance.  Programs need to be marketed in a simple and effective manner with supports for navigating the process.  Up front money is deterrent.  List of qualified contractors provided.  Energy efficient programs need to be strengthened.  Review homecare to be more effective to individual needs. Truro Dialogue Session, November 27th, 2012 1 
Municipal tax incentives. 2. How could this meet your community’s needs?  More affordable housing.  Need a community and housing strategy for rural Nova Scotia.  Cooperative initiatives should be encouraged, i.e., two single parents on social assistance.  Housing allowance needs to keep up with costs of living. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Support strong community institutions.  Make it sustainable reserve funds for repairs.  Realistic indexed housing allowance and disability.  Encourage creativity on the part of landlords cooperative.  Transportation in these communities is essential. 4. How do you want to be engaged?  Want to be continued in involvement.  Better public announcement of these types of meetings across media: radio, television, not just through the internet. Group 2: 1. How could this meet your individual needs?  Reducing costs for inadequately housed people.  More affordable housing.  More employment opportunities so people can afford to own a home. 2. How could this meet your community’s needs?  Build a diverse and revitalized community.  Enhance downtown area.  Increase tax base.  More employment opportunities.  Create social wealth and community which would reduce conflict and social spending. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Sincere political will.  Attached recourses. Truro Dialogue Session, November 27th, 2012 2 
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Provide funds for community groups, municipalities, non‐profits, and neighborhood associations, to build the collaborations and housing concepts. Constant community engagement. Don’t use this as a party photo opp. Get all levels of Government involved. Have private sector incentives with tools like social impact bonds. Plan beyond political cycle. 4. How do you want to be engaged?  Internet and social media.  Public meetings. Group 3: 1. How could this meet your individual needs?  Incentives for home owners down payments.  We want to stay in our communities.  Aging homes are hard to maintain.  Rural communities; people may be more isolated and have less support.  Creative ways to support people to lower costs, i.e., solar power, working together. 2. How could this meet your community’s needs?  How to help people of other cultures feel comfortable in diverse/mixed communities.  Good communication so information gets to those who will benefit from it ‐beyond those who show up for these meetings.  Helping communities deal with aging buildings, vacant buildings. Find creative ways to deal with these. Make them into affordable accommodations? Co‐ops?  Diversity within buildings and varying rental rates.  Sustainability!  Improving conditions makes for healthier community with lower inequalities.  Improve existing affordable housing. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Ensure conditions that invite diverse groups into a mixed community.  Work with and listen to people of the community to ensure needs are met.  Municipal partnership and planning in use of surplus buildings.  Communicate with existing groups and coalitions.  Take unclaimed lottery money to support affordable housing.  Social responsibility; look at mandate of lottery and gaming.  Business partnerships of all types. Truro Dialogue Session, November 27th, 2012 3 
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Taxation regulations to keep properties affordable. Strong local leadership. 4. How do you want to be engaged?  We want to be involved in any way possible.  Try unconventional ways of engagement like social media to bring more people into the conversation.  Target specific groups and communities.  Make reports accessible.  Keep us updated on the next steps.  Keep it simple! Group 4: 1. How could this meet your individual needs?  Opportunity for our children to stay in this area.  Creating a diverse community makes for a diverse economy.  Help in serving people with disabilities better. 2. How could this meet your community’s needs?  Affordable homes mean a stronger economy, long term citizens, increased independence, less dependence on Government, and would attract more employment.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Has to be economically viable and sustainable.  Requires partnership and collaboration. Look at housing as well as other factors like alternative transit. 4. How do you want to be engaged?  Want to have first voices at the table, so they can be heard.  Be open to partnerships, set aside individual agendas. Group 5: 1. How could this meet your individual needs?  No comments provided. 2. How could this meet your community’s needs?  Already have mixed community but controls need to be in place to control drugs and to manage low income housing standards. Maybe having more home owners in the area will raise standard?
Truro Dialogue Session, November 27th, 2012 4 
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Need to break the cycle of poverty.
Mixed community good for providing companionship for seniors as it would address isolation as well as some safety issues.
This will help students with debt in owning a home.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Use a model that already works in other parts of the world.  Good leadership to provide community awareness and involvement.  Get community involved so they have a sense of ownership.  Move beyond talk and reports and actually implement a plan!  Review the formula for choosing candidates for affordable housing. We need committed people. 4. How do you want to be engaged?  All major partners in town need to be at the table as this is being developed. Group 6: 1. How could this meet your individual needs?  Would like for seniors and disabled people to stay in their homes and have a community that is affordable, decent, and safe, not isolated, and fosters interaction of all ages. 2. How could this meet your community’s needs?  Would help revamp the area and make it more attractive.
 Get rid of slum landlords.
 Stop drug dealing and have better policing.
 Increase re‐sale value of homes.
 Encourage people to have pride in their properties.
 Include all services within the community so it meets all needs.
 Have green space.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Make it happen now! ASAP.  Keep community input alive and informed.  Have a deadline.  Don’t cut corners; make it a good quality process.  Green space.  Use professionals.  No high density buildings. Truro Dialogue Session, November 27th, 2012 5 
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Keep it looking attractive with the existing architecture of the community. Good leadership and good planning. Make sure this is not a cash cow. Advisory board to oversee with people from the community. 4. How do you want to be engaged?  E‐mail.  Keep us informed with an advisory board.  Perhaps have people of the community build a home like Habitat for Humanity. Group 7: 1. How could this meet your individual needs?  Change regulations to allow people to build their own homes easier and more affordably.  Senior housing must couple with Health Care agencies to develop a plan to enable seniors to stay in their homes longer if they choose to do so.  Have more funds and programs for families that are caring for seniors.  Have more homes with small groups of seniors living together, sharing recourses. 2. How could this meet your community’s needs?  Create a group similar to Habitat for Humanity to put in their sweat equity to come together and build homes.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  If buildings are in poor shape have regulations that can place a hold on owners and landlords.  Permanent shelters are needed until more suitable housing is found. 4. How do you want to be engaged?  More ongoing consultations and awareness of what is available in terms of people looking for a roof over their heads. Group 8: 1. How could this meet your individual needs?  No comments provided. 2. How could this meet your community’s needs?  Housing alternatives; co‐housing in East End Truro.
 Have senior housing near stores and services to ensure safety.
 Mix seniors and young families.
Truro Dialogue Session, November 27th, 2012 6 
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Security; better standards for landlords.
Home ownership with support on down payments.
Home exchange; young and old, large and small.
Public transportation and regional transit needed to keep people connected to services.
Retrofit heritage services.
Solar hot water support to lower energy needs.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Use established services to help meet senior’s needs across the board in housing and health.  An advocate that is a dedicated person.  Someone to keep communication open, troubleshoot for safety, protect from abuse and rip‐offs.  Support with shopping needs. 4. How do you want to be engaged?  No comments provided. Group 9: 1. How could this meet your individual needs?  Safe affordable housing for people with disabilities.  Offer incentives to renovate and upgrade existing homes. 2. How could this meet your community’s needs?  Help people in rural communities be supported in their homes to keep people living here.
 Help young people with a rent to own option.
 Look at building smaller, more affordable homes.
 Increase density in downtown core.
 More access to financing for young families. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Fix up existing housing developments. 4. How do you want to be engaged?  No comments provided. Truro Dialogue Session, November 27th, 2012 7 A Housing Strategy for Nova Scotia
The Honorable Minister Denise Peterson‐Rafuse, the Minister responsible for Housing and the Nova Scotia Housing Development Corporation began the November 23rd 2012 Yarmouth dialogue with a review of the affordable housing situation in Nova Scotia, and asked the 20 people that attended this meeting for advice on “how do we move forward together to create more affordable housing in Nova Scotia?” The Minister stated that in order to ensure Nova Scotians have healthy affordable housing options; the Province is considering an innovative new approach: 
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Building diverse, mixed communities Acting as a catalyst for partnership and change Affordable homes Providing supportive housing to fight homelessness (Housing First) She wants help from Nova Scotians to identify the issues that should be addressed along the way, along with the opportunities for innovation and partnership, and ways to keep you and other Nova Scotians engaged. Five small groups considered these new approaches and answered Minister Peterson‐Rafuse’s four questions: 1.
2.
3.
4.
How could this meet your individual needs? How could this meet your community’s needs? What is your best advice on making sure this is successful? How do you want to be engaged? The following pages provide the results of these group discussions, compiled from each group’s flipcharts and their reporter’s final presentation. This information will be compiled with the results of all the other public dialogue sessions as input to a summary report. Group 1: 1. How could this meet your individual needs?  Parents aging and need to evaluate current housing.  Design homes in business.  Make government information and programs more accessible.  Need smaller modern starter homes here and Amherst. Build smaller ones. Yarmouth Dialogue Session, November 23rd, 2012 1 2. How could this meet your community’s needs?  Need housing solutions for people who can’t afford a car.  More people would move here if housing was more affordable.  Need more adequate municipal services; sewer, water, parks, and roads.  Need to look at overall operating costs of homeownership.  Need to make sure all new homes are energy efficient.  Need to address homelessness, especially in young people.  Have to review property tax system as it places stress on property owners making home ownership unaffordable. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Make programs accessible.  Find a way to make home maintenance more affordable.  Create communities, not just housing.  Financial incentives for renovations.  Make sure community members have access to professional contractors to complete work properly.  Provide temporary and transitional housing for the homeless by partnering with local community groups.  Provide tax credits and other incentives for developers.  Avoid the phrase affordable housing.  Create a program that would guarantee contractors would get paid in a timely manner. 4. How do you want to be engaged?  No comments provided. Group 2: 1. How could this meet your individual needs?  Building codes make it more expensive to build. They need to make sense. This needs to be looked at as it influences our desire of building more affordable housing.  Financing isn’t always available and those who build have greater means. This needs to be looked at. 2. How could this meet your community’s needs?  We need to encourage more creative designs to reduce stigma of subsidized housing.  Build duplexes for seniors instead of institutions. Yarmouth Dialogue Session, November 23rd, 2012 2 Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  No comments provided. 4. How do you want to be engaged?  No comments provided. Group 3: 1. How could this meet your individual needs?  Need affordable and accessible housing for seniors and people with health issues in their communities that are close to services; doctor’s office, hospitals, grocery store.  Need accessible affordable housing for young families.  Creative financing like rent to own, shared equity; 75% you own and 25% stays with developer.  Safe transitional housing for youth and any risk population. 2. How could this meet your community’s needs?  Keep families together so they can support each other.  Have diversity of people and generations.  Get rid of slum landlords.  Help lower foreclosure rate.  More disposable income to put back into the community. Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Raise the subsidization to $30k.  Supporting the social enterprise model for renovations of older housing.  Have a local community advocacy group.  Know the difference between rural and urban needs.  Keep people informed of decisions.  Supporting the community on taking the lead on these projects.  Two way communication.  Share expertise between communities.  Have a community based representative on government housing strategy. 4. How do you want to be engaged?  Develop a community committee.  Have local workshops to talk about housing needs.  Give existing non‐profits more support to expand.  Give tenant education. Yarmouth Dialogue Session, November 23rd, 2012 3 Group 4: 1. How could this meet your individual needs?  Help with property upkeep for homeowners.  Keep people in their homes longer, help with snow removal and lawn care.  Rent control.  More apartments that meet standards that are less slummy.  Have housing options for those with no options.  Have grants for home renovations. 2. How could this meet your community’s needs?  Need emergency shelter systems.
 Options for empty nesters that do not need long term care.
 Less people using the hospital as a detox center just for a bed.
 Housing for youth who are homeless.
 Keep community members in their community.
Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Keep government, non‐profits, and community members working together.  Keep rural NS involved.  Use local people in development and upgrading of programs.  Match renters with homeowners and vice versa. 4. How do you want to be engaged? 
Keep us involved, not just a second thought after Halifax. Group 5: 1. How could this meet your individual needs?  Make things less stressful for all parties involved.  More access to affordable housing in each community. 2. How could this meet your community’s needs?  Break perception with community, sharing of values and individual beliefs.
 Have a higher standard of care and respect for their environment.
 Respect the whole chain from renter to landlord to owner.
Yarmouth Dialogue Session, November 23rd, 2012 4 Based on our intention to partner for change and to work with communities: 3. What is your best advice on making sure this is successful?  Make sure all stake holders communicate.  Weight the strengths and weaknesses in all parties involved.  Co‐operate and share skill sets.  Ensure all housing options are explored. 4. How do you want to be engaged?  Want to be informed of the follow‐up.  Want to see more community involvement with Government, private sector and non‐
profits.  Have more information readily available. Yarmouth Dialogue Session, November 23rd, 2012 5

Have Your Say on the Nova Scotia Affordable Housing Strategy

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