This report recommends that City Council authorize staff to negotiate with Spike Capital Corporation and Kearns Mancini Architects to develop a proposal for redeveloping the Seaton House shelter site and adjacent privately owned properties. The redevelopment would provide improved facilities for homeless services while adding affordable and market housing to revitalize the neighborhood. If approved, the redeveloped area would include a mix of supportive housing, shelters, long-term care beds, and private uses. The proposal aims to better serve clients' needs and support the city's Housing First approach of helping homeless individuals into permanent housing.
The document discusses the Grantham Area Action Plan (GAAP), which will guide development in Grantham over the next 15 years. It outlines the GAAP's objectives to enhance Grantham's environment, infrastructure, and services. The GAAP identifies sites for housing, employment, retail, and open spaces. There is discussion of ensuring new development considers traffic, flooding risks, and impacts on historic assets. Concerns are raised that plans for a new housing development do not sufficiently address infrastructure needs or protect the setting of a historic house. Both support and objections to sites in the GAAP are mentioned.
The proposed Pearl of the Caribbean project in Saint Lucia will be a large integrated resort development including a racecourse, casino, resort, marina, and recreational park. It will be developed over 25 phases in the next 20-25 years. Phase 1 is scheduled to begin construction in 2017 and will include developing a 200 acre racecourse in the Beausejour area with facilities like a grandstand and international race track. The project is expected to generate significant economic benefits through job creation, tourism growth, and real estate development, but also risks like infrastructure strain and environmental impacts that require mitigation.
Guildford Draft Local Plan - Worplesdon Public Meeting 2nd Julypaulkassell
This document summarizes Worplesdon Parish Council's presentation on Guildford Borough Council's Draft Local Plan consultation. The presentation objects to several proposed development sites due to their location in the Green Belt or potential environmental impacts. It also questions whether proposed mitigation measures like SANG sites will effectively protect the Whitmoor Common SPA from increased visitors. While supporting some site allocations, the Parish Council will need to comment on whether Draft Local Plan policies sufficiently protect Worplesdon and if identified infrastructure projects adequately address development impacts.
The document provides information about proposed plans to develop the Park of Keir site located near Dunblane, Scotland. It summarizes the following key points:
- The proposals include developing indoor and outdoor tennis courts, a 9-hole golf course, a hotel, an Andy Murray museum, and family homes on the 110-hectare site.
- The development is led by Judy Murray and Colin Montgomerie and will cost an estimated £50-80 million. It aims to create a grassroots tennis and golf facility open to all.
- The development is expected to generate around 100 jobs and millions in tourism spending annually for the local economy.
- The site has an existing planning permission
Latimer Developments plans to redevelop the former Boddingtons Brewery site in Manchester into 440 new homes, including affordable housing. They will create a landscaped courtyard and green spaces as part of the development. The plans also aim to encourage sustainable transport through bike storage, electric vehicle charging, and improved walking/cycling routes. Latimer is seeking community feedback on the proposals before submitting a planning application.
Successful applications to the Community Assets programme 2015mycommunitylocality
This document outlines several successful applications for community ownership and management of assets in the United Kingdom in 2015. It describes partnerships between local councils and community groups seeking to transfer ownership of various community buildings and facilities, such as libraries, swimming pools, community centers, parks and more. The partnerships and projects aim to strengthen local communities and services by enabling local groups to take over management and ownership of important neighborhood assets.
This workshop will examine permanent supportive housing models that are serving families with the greatest barriers to housing stability, including families that experienced chronic homelessness.
The document discusses the Grantham Area Action Plan (GAAP), which will guide development in Grantham over the next 15 years. It outlines the GAAP's objectives to enhance Grantham's environment, infrastructure, and services. The GAAP identifies sites for housing, employment, retail, and open spaces. There is discussion of ensuring new development considers traffic, flooding risks, and impacts on historic assets. Concerns are raised that plans for a new housing development do not sufficiently address infrastructure needs or protect the setting of a historic house. Both support and objections to sites in the GAAP are mentioned.
The proposed Pearl of the Caribbean project in Saint Lucia will be a large integrated resort development including a racecourse, casino, resort, marina, and recreational park. It will be developed over 25 phases in the next 20-25 years. Phase 1 is scheduled to begin construction in 2017 and will include developing a 200 acre racecourse in the Beausejour area with facilities like a grandstand and international race track. The project is expected to generate significant economic benefits through job creation, tourism growth, and real estate development, but also risks like infrastructure strain and environmental impacts that require mitigation.
Guildford Draft Local Plan - Worplesdon Public Meeting 2nd Julypaulkassell
This document summarizes Worplesdon Parish Council's presentation on Guildford Borough Council's Draft Local Plan consultation. The presentation objects to several proposed development sites due to their location in the Green Belt or potential environmental impacts. It also questions whether proposed mitigation measures like SANG sites will effectively protect the Whitmoor Common SPA from increased visitors. While supporting some site allocations, the Parish Council will need to comment on whether Draft Local Plan policies sufficiently protect Worplesdon and if identified infrastructure projects adequately address development impacts.
The document provides information about proposed plans to develop the Park of Keir site located near Dunblane, Scotland. It summarizes the following key points:
- The proposals include developing indoor and outdoor tennis courts, a 9-hole golf course, a hotel, an Andy Murray museum, and family homes on the 110-hectare site.
- The development is led by Judy Murray and Colin Montgomerie and will cost an estimated £50-80 million. It aims to create a grassroots tennis and golf facility open to all.
- The development is expected to generate around 100 jobs and millions in tourism spending annually for the local economy.
- The site has an existing planning permission
Latimer Developments plans to redevelop the former Boddingtons Brewery site in Manchester into 440 new homes, including affordable housing. They will create a landscaped courtyard and green spaces as part of the development. The plans also aim to encourage sustainable transport through bike storage, electric vehicle charging, and improved walking/cycling routes. Latimer is seeking community feedback on the proposals before submitting a planning application.
Successful applications to the Community Assets programme 2015mycommunitylocality
This document outlines several successful applications for community ownership and management of assets in the United Kingdom in 2015. It describes partnerships between local councils and community groups seeking to transfer ownership of various community buildings and facilities, such as libraries, swimming pools, community centers, parks and more. The partnerships and projects aim to strengthen local communities and services by enabling local groups to take over management and ownership of important neighborhood assets.
This workshop will examine permanent supportive housing models that are serving families with the greatest barriers to housing stability, including families that experienced chronic homelessness.
Many communities and providers have decided to convert some of their transitional housing to other uses. This workshop will present information about how to make these conversions, including how to transition to permanent supportive housing models or to short-term shelter or interim housing models.
3.5 What’s New in Family Homelessness Research?
Speaker: Alvaro Cortes
Building effective homeless assistance systems requires an understanding of the characteristics of families and the effectiveness of interventions that prevent and quickly end homelessness. This workshop will provide the newest findings from the field that can be used to inform decisions and interventions that affect homelessness in your community.
The document summarizes Community Housing of Maine's (CHOM) supportive housing programs for individuals in recovery from substance abuse and experiencing homelessness. CHOM operates several transitional and permanent housing programs, including Howe Street and Nye Street for those dually diagnosed with mental illness and substance abuse, and The Landing Zone for homeless veterans. These programs provide housing and support services, and have seen high rates of sobriety and housing stability compared to national averages. CHOM employs strategies like group support, community connections, and flexibility to help residents achieve long-term recovery and independence. Interviews with current residents found that CHOM housing significantly increases stability, community engagement, and access to opportunities.
The document discusses alternative responses to increasing family homelessness, such as master-leased scattered-site rental units. It describes how agencies can lease apartments as temporary housing for homeless families, furnishing the units and providing case management services. While this model presents challenges around costs, length of stay limits, and engaging hard-to-serve families, it offers benefits like a normalized living environment and the ability to expand system capacity. Nightly costs of this approach are also compared to shelter costs in different localities.
This workshop will explore strategies to increase employment among people who have been chronically homeless and are disabled. Speakers will describe community partnerships and programs that increase employment skills and job opportunities.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
- The document summarizes questions and answers from a webinar about Dayton/Montgomery County, Ohio's coordinated entry system called the "Front Door".
- Key aspects of the Front Door process include a standardized assessment, referral to appropriate programs like shelters or housing, and using their HMIS system for referrals and tracking outcomes.
- Collaboration between service providers, having resources like local funding for planning, and prioritizing those in shelters or on the streets for housing openings have helped the system work effectively.
This document provides an update on the At Home/Chez Soi research demonstration project in Toronto that aims to find effective housing and support services for people facing homelessness and mental illness. It summarizes that the project will house 560 individuals in Toronto, with 300 receiving apartments and specialized support. So far 60 people have been enrolled. It also shares short perspectives from several current participants who describe how the project has helped them obtain housing, reconnect with family, and focus on health and well-being.
1.1 A Blueprint for Ending Youth Homelessness
Speaker: Eric Rice
How do we end youth homelessness? This workshop will summarize research and examine an emerging typology that can be used to inform and appropriately scale interventions to end youth homelessness. Presenters will describe strategies that are working to help young people reconnect with family and other caring adults when appropriate, and prepare to transition successfully to independent living with housing and supportive services.
5.5 Housing and Service Interventions for Youth and Young Parents: Successful Models
Speaker: Heather Beackel
For unaccompanied youth and young parents who cannot be reunified with their families or quickly re-housed independently, longer-term housing interventions may be necessary. This workshop will examine transitional housing models currently being utilized to serve youth and young parents, including congregate facilities and scattered-site units, as well as methods of targeting and minimizing involuntary exits.
This document is a guide to services for tenants in 2009 that provides information in these key areas:
1) Tenant rights and responsibilities, living on a limited budget, and where to access services like community centers, drop-ins, education, employment help, financial assistance, health services, housing help, legal aid, and accessing meals.
2) It includes quick references and listings of services related to addiction support, community gardens, food banks, free meals, and more.
3) The guide aims to welcome tenants and help them access important local resources for their well-being and self-sufficiency.
Targeted prevention programs aim to help those most at risk of homelessness by focusing on people with characteristics similar to the currently homeless population in a community. Such programs establish multiple access points and connect at-risk individuals to mainstream resources and benefits in order to divert them from shelters. Effectively targeting prevention efforts is challenging as research has yet to clearly identify who will become homeless, but targeting those with very low incomes, as required by HEARTH, can help focus assistance on those most in need.
The document discusses a diversion program in Massachusetts aimed at reducing homelessness. The program provides alternatives to shelter such as temporary rental assistance and case management. During a 10-month pilot period in Brockton, MA, the program assessed 137 families, diverting 64 families from shelter. The average cost of diverting a family was $6,000 for a shallow subsidy over 3-12 months or $3,500 for a one-time payment. The state is expanding diversion efforts statewide under a new HomeBASE program.
Ending homelessness through employment and housing requires a focused effort aimed at building linkages with the mainstream workforce system, using innovative, proven strategies and advocating for the necessary resources and supports. Homeless jobseekers with barriers to employment are disadvantaged in the best of times. In the current economy, agencies need better tools and skilled practice. In this pre-conference session, we will help participants make use of new the Community Employment Pathway guidebook provided by the Department of Housing and Urban Development (HUD) to create training and job opportunities, explore how hopeFound has combined a Housing First, work first program using motivational interviewing as a cornerstone practice. Speakers also addressed the need for local and national advocacy for financial resources, employment encouraging policies, and access to mainstream services.
As rapid re-housing strategies spread throughout the homelessness system, a similar movement is occurring in the domestic violence system. This workshop will cover the nuances of rapid re-housing for survivors of domestic violence and the benefits for both the survivor and the provider. Speakers will present program examples and lessons learned.
Slides from a presentations by Cynthia Nagendra of the National Alliance to End Homelessness from a webinar that originally streamed on Tuesday, April 7, 2015 covering steps one and three of the Alliance's "5 Steps for Ending Veteran Homelessness" document.
The document discusses programs and services provided by the LA Gay & Lesbian Center to support homeless LGBTQ youth. It notes that around 6,000 youth experience homelessness in LA County each year, and 40% of homeless youth in Hollywood identify as LGBTQ. The Center provides emergency housing, a transitional living program, independent apartments, and youth development programs focused on education, employment, and permanent connections. Services are trauma-informed and use positive youth development approaches. Outcomes include over 300 youth served annually, with many obtaining education, jobs, housing and community support. The RISE project also aims to improve permanency outcomes for LGBTQ foster youth.
South Patrick Street (Formerly Route 1 South) Housing Affordability Strategy ...Ray Atkinson
In May 2017, City Council adopted its FY2018 Interdepartmental Long-Range Planning Work Program, which included the Route 1 South Housing Affordability Strategy planning effort focused on a portion of the Southwest Quadrant Small Area around Route 1 south of Duke Street. The timing of this effort is closely tied to the expiration of affordability contracts on two large rental communities in the corridor – The Heritage at Old Town and Olde Towne West III.
This document outlines a housing plan for the Downtown Eastside neighborhood of Vancouver. The plan envisions the Downtown Eastside remaining the primary community for low-income singles in the city while becoming a more mixed-income neighborhood through revitalization. Over time, many aging single-room occupancy hotels will be replaced with social housing and supportive housing. Market housing will also be added to diversify the social mix and support local businesses, but low-income housing stock will be maintained. The plan aims to balance revitalization with preventing displacement of low-income residents.
Many communities and providers have decided to convert some of their transitional housing to other uses. This workshop will present information about how to make these conversions, including how to transition to permanent supportive housing models or to short-term shelter or interim housing models.
3.5 What’s New in Family Homelessness Research?
Speaker: Alvaro Cortes
Building effective homeless assistance systems requires an understanding of the characteristics of families and the effectiveness of interventions that prevent and quickly end homelessness. This workshop will provide the newest findings from the field that can be used to inform decisions and interventions that affect homelessness in your community.
The document summarizes Community Housing of Maine's (CHOM) supportive housing programs for individuals in recovery from substance abuse and experiencing homelessness. CHOM operates several transitional and permanent housing programs, including Howe Street and Nye Street for those dually diagnosed with mental illness and substance abuse, and The Landing Zone for homeless veterans. These programs provide housing and support services, and have seen high rates of sobriety and housing stability compared to national averages. CHOM employs strategies like group support, community connections, and flexibility to help residents achieve long-term recovery and independence. Interviews with current residents found that CHOM housing significantly increases stability, community engagement, and access to opportunities.
The document discusses alternative responses to increasing family homelessness, such as master-leased scattered-site rental units. It describes how agencies can lease apartments as temporary housing for homeless families, furnishing the units and providing case management services. While this model presents challenges around costs, length of stay limits, and engaging hard-to-serve families, it offers benefits like a normalized living environment and the ability to expand system capacity. Nightly costs of this approach are also compared to shelter costs in different localities.
This workshop will explore strategies to increase employment among people who have been chronically homeless and are disabled. Speakers will describe community partnerships and programs that increase employment skills and job opportunities.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
- The document summarizes questions and answers from a webinar about Dayton/Montgomery County, Ohio's coordinated entry system called the "Front Door".
- Key aspects of the Front Door process include a standardized assessment, referral to appropriate programs like shelters or housing, and using their HMIS system for referrals and tracking outcomes.
- Collaboration between service providers, having resources like local funding for planning, and prioritizing those in shelters or on the streets for housing openings have helped the system work effectively.
This document provides an update on the At Home/Chez Soi research demonstration project in Toronto that aims to find effective housing and support services for people facing homelessness and mental illness. It summarizes that the project will house 560 individuals in Toronto, with 300 receiving apartments and specialized support. So far 60 people have been enrolled. It also shares short perspectives from several current participants who describe how the project has helped them obtain housing, reconnect with family, and focus on health and well-being.
1.1 A Blueprint for Ending Youth Homelessness
Speaker: Eric Rice
How do we end youth homelessness? This workshop will summarize research and examine an emerging typology that can be used to inform and appropriately scale interventions to end youth homelessness. Presenters will describe strategies that are working to help young people reconnect with family and other caring adults when appropriate, and prepare to transition successfully to independent living with housing and supportive services.
5.5 Housing and Service Interventions for Youth and Young Parents: Successful Models
Speaker: Heather Beackel
For unaccompanied youth and young parents who cannot be reunified with their families or quickly re-housed independently, longer-term housing interventions may be necessary. This workshop will examine transitional housing models currently being utilized to serve youth and young parents, including congregate facilities and scattered-site units, as well as methods of targeting and minimizing involuntary exits.
This document is a guide to services for tenants in 2009 that provides information in these key areas:
1) Tenant rights and responsibilities, living on a limited budget, and where to access services like community centers, drop-ins, education, employment help, financial assistance, health services, housing help, legal aid, and accessing meals.
2) It includes quick references and listings of services related to addiction support, community gardens, food banks, free meals, and more.
3) The guide aims to welcome tenants and help them access important local resources for their well-being and self-sufficiency.
Targeted prevention programs aim to help those most at risk of homelessness by focusing on people with characteristics similar to the currently homeless population in a community. Such programs establish multiple access points and connect at-risk individuals to mainstream resources and benefits in order to divert them from shelters. Effectively targeting prevention efforts is challenging as research has yet to clearly identify who will become homeless, but targeting those with very low incomes, as required by HEARTH, can help focus assistance on those most in need.
The document discusses a diversion program in Massachusetts aimed at reducing homelessness. The program provides alternatives to shelter such as temporary rental assistance and case management. During a 10-month pilot period in Brockton, MA, the program assessed 137 families, diverting 64 families from shelter. The average cost of diverting a family was $6,000 for a shallow subsidy over 3-12 months or $3,500 for a one-time payment. The state is expanding diversion efforts statewide under a new HomeBASE program.
Ending homelessness through employment and housing requires a focused effort aimed at building linkages with the mainstream workforce system, using innovative, proven strategies and advocating for the necessary resources and supports. Homeless jobseekers with barriers to employment are disadvantaged in the best of times. In the current economy, agencies need better tools and skilled practice. In this pre-conference session, we will help participants make use of new the Community Employment Pathway guidebook provided by the Department of Housing and Urban Development (HUD) to create training and job opportunities, explore how hopeFound has combined a Housing First, work first program using motivational interviewing as a cornerstone practice. Speakers also addressed the need for local and national advocacy for financial resources, employment encouraging policies, and access to mainstream services.
As rapid re-housing strategies spread throughout the homelessness system, a similar movement is occurring in the domestic violence system. This workshop will cover the nuances of rapid re-housing for survivors of domestic violence and the benefits for both the survivor and the provider. Speakers will present program examples and lessons learned.
Slides from a presentations by Cynthia Nagendra of the National Alliance to End Homelessness from a webinar that originally streamed on Tuesday, April 7, 2015 covering steps one and three of the Alliance's "5 Steps for Ending Veteran Homelessness" document.
The document discusses programs and services provided by the LA Gay & Lesbian Center to support homeless LGBTQ youth. It notes that around 6,000 youth experience homelessness in LA County each year, and 40% of homeless youth in Hollywood identify as LGBTQ. The Center provides emergency housing, a transitional living program, independent apartments, and youth development programs focused on education, employment, and permanent connections. Services are trauma-informed and use positive youth development approaches. Outcomes include over 300 youth served annually, with many obtaining education, jobs, housing and community support. The RISE project also aims to improve permanency outcomes for LGBTQ foster youth.
South Patrick Street (Formerly Route 1 South) Housing Affordability Strategy ...Ray Atkinson
In May 2017, City Council adopted its FY2018 Interdepartmental Long-Range Planning Work Program, which included the Route 1 South Housing Affordability Strategy planning effort focused on a portion of the Southwest Quadrant Small Area around Route 1 south of Duke Street. The timing of this effort is closely tied to the expiration of affordability contracts on two large rental communities in the corridor – The Heritage at Old Town and Olde Towne West III.
This document outlines a housing plan for the Downtown Eastside neighborhood of Vancouver. The plan envisions the Downtown Eastside remaining the primary community for low-income singles in the city while becoming a more mixed-income neighborhood through revitalization. Over time, many aging single-room occupancy hotels will be replaced with social housing and supportive housing. Market housing will also be added to diversify the social mix and support local businesses, but low-income housing stock will be maintained. The plan aims to balance revitalization with preventing displacement of low-income residents.
Short brief on community led-housing-28th_feb 2017Anna Malina
The term ‘community led housing’ is commonly used to describe homes that are developed and/or managed by local people or residents, in not for profit
organisational structures. The UK Government announced a Housing White Paper in February 2017, which has implications for local communities, landowners, housing organisations and local authorities. This presentation highlights some of the key points.
This staff report discusses the challenges facing social housing in Toronto and recommends strategies to address three key issues. It recommends that the federal and provincial governments provide adequate and stable long-term funding for social housing. It also recommends giving cities more local decision-making ability and providing tools to increase the capacity of community groups to manage social housing. Addressing all three issues is needed to ensure the long-term viability of social housing in Toronto.
This document discusses opportunities for developing a site at the heart of Sparsholt. It proposes either purchasing the land to benefit the local school and residents, or having the land gifted as part of a small-scale development that includes housing for local people. The development aims to strengthen the community center, meet local needs, retain valued features, and improve access and views while respecting the conservation area. Two development options - Option A and Option B - are presented.
Partnerships between CLTs and Housing Associations - Wessex CLT Steve WatsonHACThousing
This document summarizes a presentation about partnerships between Community Land Trusts (CLTs) and Housing Associations. It defines a CLT as a non-profit organization established to provide affordable housing and other assets to benefit a local community. The Wessex CLT Project established 18 CLTs across Somerset, Devon and Dorset in partnership with housing associations, building 200 affordable homes using £7.5 million in grants. Examples of current partnerships describe how the CLT and HA work together on various projects, with the CLT retaining ownership of the land through a long-term lease to the HA. Both pros and cons of the partnerships for CLTs are discussed.
GVA has extensive experience advising public and private sector clients on housing estate renewal projects across the UK. They provide strategic masterplanning, regeneration, development, funding, land assembly, and delivery services. Their expertise includes setting renewal strategies, advising on appropriate delivery structures, and managing the planning and stakeholder engagement process. They often lead multidisciplinary teams on large estate renewal projects involving thousands of residential units.
The document provides information about the Histon & Impington Neighbourhood Plan, including:
- The importance of having a Neighbourhood Plan for securing funding and controlling development.
- The territory covered by the plan, which excludes some areas near Cambridge.
- An overview of the community's characteristics including amenities, employment, and housing.
- Issues identified through community surveys such as maintaining village character, healthcare, housing, and transport.
- A vision statement outlining goals for the community's future development.
- Six priority areas and four guiding principles to achieve the vision.
- Specific policies addressing each priority area, such as design standards, protecting employment sites, and open space
Recommendation Report and Proposal ProjectAshley Taylor
The document is a proposal from the Columbus, GA Committee for Better Building and Development requesting $20 million in grant funding from the Robert W. Woodruff Foundation. The proposal details a plan to revitalize the Booker T. Washington housing units and develop commercial properties in the Liberty District area of Columbus. The plan includes renovating the interior and exterior of the BTW housing units, demolishing structures, and constructing new commercial buildings. It provides a schedule, budget, and describes how the committee will address various implementation factors and evaluate the outcomes of the project.
Place RESI 2017: Eamonn Boylan, Stockport CouncilPlace North West
Chief Executive of Stockport Council and incoming Chief Executive of Greater Manchester Combined Authority gives an overview on housing in Greater Manchester
Presentation by Mario Wolf, from the National Custom & Self Build Association and the Right to Build Task Force on the national self-build picture. Slides from a workshop on 17 March 2018 giving an introduction to self-build for community-led housing, hosted by Brighton & Hove Community Land Trust. Watch the video from the presentation and find out more information here: https://bhclt.org.uk/introduction-to-self-build-for-community-led-housing-video/
The document describes a partnership project between local councils and a community group in Stourport, UK to regenerate underused public buildings. Through consultation and an asset transfer, the groups agreed to redevelop two buildings into a new community center housing various services, organizations, and a theater. This solved the problem of aging public buildings and empowered the community to lead while achieving cost savings for the councils. The project showed how different sectors can work together through open communication to meet local needs.
20 059 strathmore community engagement session #1 draftjherlynesguerra
This document discusses design considerations for a new senior living and hospice care facility in Strathmore, Alberta. It notes that the current facility was built in the 1960s and no longer meets modern standards. The new proposed facility would include 165 suites of various types, including independent living, supportive living, and a dedicated hospice care unit. The document emphasizes designing the built environment to promote health, safety, and community through sustainable design principles, access to amenities, and spaces that enable social interaction. It also provides examples of specific design features that could achieve these goals, such as solar orientation, green space, and pedestrian access.
This study explored factors that promote social well-being for older residents living in extra care housing in England. The researchers interviewed residents and managers from six housing schemes. They found that social well-being was supported by opportunities for friendship within the housing community and engagement with outside networks. On-site amenities and a central indoor space facilitated social interaction. Staff adopting a person-centered approach to care also contributed to residents' well-being.
This document summarizes three case studies related to housing policy and development:
1) A slum upgrading project in Bangladesh that rebuilt 13 homes using local materials with funding from international donors.
2) A conceptual project in Singapore that combines senior housing with vertical urban farming to provide housing and employment.
3) An incremental, mixed-income housing project in India called Aranya that uses local materials and self-construction techniques.
Disability Rights and Fair Housing:
Eileen Feldman responds to City of Somerville and SCC. November 2006.
In fall, 2006, the City of Somerville contacted then-Disability Commission Chair Eileen Feldman regarding the Community Housing Development Organization's (CDHO) wish to request exemption from accessibility requirements for a substantial rehabilitation of a 6-unit development at 109 Gilman Street. They asked her to weigh in on supporting this request for an examption.
Instead, Eileen Feldman urged the City of Somerville and the Somerville Community Corporation to ensure maximum accessibility and to make the common areas and at least one of the 2 first-floor apartments accessible to current and future tenants of this HOME-funded project. In response, SCC informed Ms. Feldman that they would not be following this guidance, because, "it would be an administrative as well as a financial burden" to change their plans at this time.
(There were 2 alternate architectural plans drawn up to ensure that at least one unit would be accessible, as well as the common areas of this development. The extra cost for construction for one plan was $17,000; and other costed approximately double that.)
Eileen Feldman then responded to SCC's claims with this pro bono document, Response and Guidance to Somerville Department of Housing, written to the City of Somerville's Community Development office as well as the Somerville Community Corporation. She exhorted SCC and the City of Somerville to proactively address the numerous impediments to fair housing for people with disabilities in Somerville.
After receiving this document, SCC admitted that they could no longer argue that there was an administrative burden to creating at least one accessible unit, because of HUD's guidance regarding the need to plan for accessibility at the acquisition stage of developing such a project.
Issues for people living in squatter settlements in led cs strategiestudorgeog
This document discusses strategies that have been used to improve living conditions in squatter settlements in poorer parts of the world. It outlines four main strategies: individual action by residents, self-help schemes supported by local authorities, site and service schemes provided by local authorities, and other large-scale local authority projects. The strategies range from gradual individual improvements to coordinated community efforts and new planned settlements developed by local governments.
The document summarizes a sites and services housing scheme in Charkop, Kandivali, Mumbai initiated in 1986 by M.H.A.D.A. to provide affordable housing. M.H.A.D.A. reclaimed marshland and divided it into sectors with roads and plots. Societies of 35 beneficiaries were formed and each plot was subdivided. M.H.A.D.A. provided basic structures with water, electricity and sanitation services. Residents later added floors and made modifications. While initially intended for low-income groups, most current residents are middle-income owners. The housing development provides affordable housing through a sites and services model.
20 059 strathmore community engagement session #1 draftjherlynesguerra
This document discusses the design of a new senior living and hospice care facility in Strathmore, Alberta. It emphasizes that the built environment should promote healthy living and sustainable communities by following sustainable design principles, designing for mental and physical health, and balancing infection control with social interaction. The facility will include 165 suites of various levels of care as well as a hospice care unit. The document outlines several design principles for architecture that encourages health, engagement, independence, and quality of life.
Similar to Redevelopment of Seaton House and George St. (20)
This presentations by Carl Falconer is from the workshop 3.03 Implementing Effective Governance to End Homelessness from the 2015 National Conference on Ending Homelessness.
Effective governance sets the tone for a systemic focus on ending homelessness. Speakers will discuss the essential elements of effective governance, including managing and measuring performance and right-sizing the crisis response system through resource allocation.
"Housing First and Youth" by Stephen Gaetz from the workshop 4.6 Housing and Service Models for Homeless Youth at the 2014 National Conference on Ending Homelessness.
Frontline Practice within Housing First Programs by Benjamin Henwood from the workshop 5.9 Research on the Efficacy of Housing First at the 2014 National Conference on Ending Homelessness.
Rapid Re-Housing with DV Survivors: Approaches that Work by Kris Billhardt from the workshop Providing Rapid Re-housing for Victims of Domestic Violence at the 2014 National Conference on Ending Homelessness.
Non-chronic Adult Homelessness: Background and Opportunities by Dennis Culhane from the workshop 1.7 Non-Chronic Homelessness among Single Adults: An Overview at the 2014 National Conference on Ending Homelessness
California’s Approach for Implementing the Federal Fostering Connections to Success Ac by Lindsay Elliott from
5.8 Ending Homelessness for Youth Aging Out of Foster Care at the 2014 National Conference on Ending Family and Youth Homelessness.
This document summarizes key aspects of health care reform related to homeless families and youth. It discusses how the Affordable Care Act expands Medicaid eligibility for youth and reduces costs for families. It then provides details on Medicaid eligibility categories and coverage groups impacted by the reforms. The rest of the document outlines core Medicaid concepts, different means of covering services including waivers and managed care, and concludes with an overview of Louisiana's permanent supportive housing program.
This document summarizes a workshop on retooling transitional housing programs into rapid re-housing models. The workshop included presentations from providers who have successfully made this transition. They discussed the challenges they faced, such as resistance to change from staff and partners, and the solutions they implemented, like developing new screening and employment assistance components. Presenters emphasized the importance of communication, aligning with community plans, and evaluating outcomes when retooling programs. Retooling requires considering funding, staffing, housing issues, and starting a pilot program before fully implementing changes. Overall, the presentations showed how transitional housing can effectively transition to serving more families through a rapid re-housing model.
The Fusion Project is directed by Kim Wirth and focuses on supporting vulnerable youth through building relationships. It utilizes a theory of change that supports youth to meet basic needs, build relationship skills, and reconnect with family/community for long-term self-sufficiency. The program is relationship-focused, invites voluntary engagement, aims to be authentic and youth/family-led, and inspires change through living its values. Preliminary outcomes show a reduction in homelessness and increased natural supports for youth after engaging with the program.
This document summarizes a presentation on the impact of budget cuts to housing assistance programs. It discusses how the Budget Control Act led to automatic spending cuts (sequestration) that have significantly reduced funding for programs like housing vouchers. As a result, hundreds of thousands fewer families are receiving housing assistance. Advocates are urged to contact members of Congress to emphasize how cuts threaten efforts to end homelessness and ask that housing programs be prioritized in any budget deal. Restoring funding could help maintain assistance for vulnerable groups and prevent increased homelessness.
Family Reunification Pilot, Alameda County, CA from the work shop 6.1 Partnering with Child Welfare Agencies to End Family Homelessness at the 2013 National Conference on Ending Homelessness.
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Redevelopment of Seaton House and George St.
1. STAFF REPORT
ACTION REQUIRED
Request for Authority to Negotiate a Public Interest
Partnership for Redevelopment of the Seaton House
Shelter and Revitalization of the George Street
Neighbourhood (Ward 27)
Date: October 23, 2009
To: Community Development and Recreation Committee
From: General Manager, Shelter, Support and Housing Administration
Wards: 27
Reference
Number:
SUMMARY
This report recommends that Council authorize staff to negotiate with Spike Capital
Corporation, Kearns Mancini Architects and others with interests in the adjacent privately
owned properties to the south (collectively, “Spike/KMAI”) to develop a non-binding
proposal for redevelopment of the City-owned property at 339 George St, currently the
site of the Seaton House shelter, together with the adjacent privately-owned properties to
the south, and report back to Committee and Council for approval.
The redevelopment of this portion of George Street would provide more appropriate on-
site facilities for the provision of shelter, housing and support services for single, adult
men who are homeless. The redevelopment would also provide additional affordable and
market housing and contribute to the revitalization and development of a healthier
neighbourhood along this section of George Street.
Redeveloping selected emergency shelter sites into a combination of innovative long-
term care, health care, supportive and affordable housing and emergency shelter
programs is an action identified for implementation by the City in the Housing
Opportunities Toronto Action Plan for Affordable Housing, which was adopted by
Council in August 2009.
Redevelopment of the Seaton House Shelter 1
2. RECOMMENDATIONS
The General Manager, Shelter, Support and Housing Administration, recommends that:
1. Council authorize the General Manager, Shelter, Support and Housing
Administration, to negotiate with Spike Capital Corporation, Kearns Mancini
Architects (collectively, “Spike/KMAI”) to develop a non-binding proposal for a
public interest partnership for the redevelopment of the Seaton House shelter
property and the adjacent properties to the south, which Spike/KMAI has
indicated they own or have under contract, into a purpose built facility(s) that may
include affordable housing units, supportive housing units, emergency shelter and
long-term care beds for the homeless as well as private market uses appropriate
for the area;
2. Council exempt Spike/KMAI’s proposal from the Unsolicited Proposal Policy
and the procurement sections of the Public Interest Partnership Framework, on the
basis of Spike/KMAI’s interest in the adjacent residential properties to the south
of Seaton House, which places Spike/KMAI in a unique position to assist the City
with this redevelopment proposal;
3. Council authorize the General Manager, Shelter, Support and Housing
Administration, to consult with Build Toronto regarding its participation and
potential role in the proposed redevelopment, if any, and to involve Build Toronto
in the proposal development, if appropriate;
4. Council authorize the General Manager, Shelter, Support and Housing
Administration, to consult with Toronto Community Housing Corporation
regarding the potential to include the social housing building to the south at 291
George St in the proposed redevelopment;
5. Council authorize the General Manager, Shelter, Support and Housing
Administration, to consult with Seaton House staff, Seaton House residents, other
appropriate City staff, CUPE Local 79 representatives, and the local community
in developing affordable housing, supportive housing, emergency shelter and
long-term care beds for the homeless and related support services in the context of
a new purpose built facility; and
6. the results of the negotiations with Spike/KMAI, and the redevelopment proposal,
including program details, private market components, projected costs, a
transition plan, sources of funding and timelines, be brought back to Committee
and Council for approval.
Financial Impact
The approved 2009 Approved Capital Budget for Shelter, Support and Housing
Administration includes $350,000 to identify development/redevelopment opportunities
Redevelopment of the Seaton House Shelter 2
3. within the emergency shelter system. Expenditures related to the proposal development
will be paid from within this amount.
Staff will report out on the results of the negotiations with Spike/KMAI, the
redevelopment proposal, projected costs and sources of funding, once the negotiations
and due diligence processes have been completed.
The Deputy City Manager and Chief Financial Officer has reviewed this report and
agrees with the financial impact information.
DECISION HISTORY
This is the first report on the redevelopment of Seaton House.
In the Housing Opportunities Toronto Ten-Year Affordable Housing Action Plan
approved by Council on August 5, 2009, action 5d. states that the City will: “Expand
Toronto’s Housing First approach to help people living on the street or in shelters find
permanent affordable housing by…redeveloping selected emergency shelter sites into a
combination of innovative long-term care, health care, supportive and affordable housing
and emergency shelter programs.”
COMMENTS
The Challenge
Seaton House is an emergency men’s shelter directly operated by the City, with 580 beds
located at 339 George St (see map in Appendix A). Many of the men staying at Seaton
House have a variety of complex health, mental health and addictions issues and within
the shelter there are distinct programs designed to provide services to client groups with
very different needs. Built 50 years ago, the building was not designed for clients with
the range of complex needs that Seaton House has evolved to serve, and the physical
infrastructure and layout of the building is an impediment to effective service delivery.
As an older building, it is also beginning to show significant wear and tear.
To the south of Seaton House there are a number of dilapidated buildings operating as
rooming houses together with several run-down historic homes which are neglected
and/or vacant and boarded up. The block has a lack of “eyes on the street” as the court
house at 311 Jarvis backs onto the west side of George St and there are few commercial
or retail uses currently in place in the area. There is a significant amount of street activity
on this section of George St. because of the large number of vulnerable people in the
area. Drug activity and trafficking by people from outside the area is a constant concern.
The Opportunity
Redeveloping this portion of George Street would provide a much needed opportunity to
improve facilities and services for vulnerable homeless men. A new purpose built facility
designed to address the multiple needs of the clients would better enable staff to assist
Redevelopment of the Seaton House Shelter 3
4. more homeless men to move into permanent housing with the appropriate supports to
meet their needs. This supports further implementation of the City’s Housing First
approach to addressing homelessness which is based on the principle that the best way to
end homelessness is to provide people with permanent housing.
The redevelopment would also contribute to the revitalization of the George Street
neighbourhood and provide additional affordable and market housing. The proposed
development would be a mixed use community with affordable housing units, supportive
housing units, emergency shelter and long-term care beds for the homeless as well as
private market uses appropriate for the area. This redevelopment would complement the
nearby $6.3 million streetscape improvement plan recently approved by Council to
improve the urban design, landscaping and pedestrian environment on Jarvis St to the
west of George St. It would also bring new residents to the area and create a revitalized
community street space which would attract additional development opportunities to the
surrounding neighbourhood.
Vision for New Facilities and Enhanced Services at Seaton House
It is envisioned that the new facility would be purpose built and designed to allow for the
provision of appropriate services for homeless men, including those with complex
physical health, mental illness and addiction issues. The new building and enhanced
services proposed may include:
a long term care program specifically designed for Seaton House clients with
complex needs developed in partnership with the Long Term Care Homes and
Services Division;
infirmary and health care beds for homeless men with addictions and mental
health issues;
transitional shelter beds and supportive housing units for current Seaton House
clients who are able to maintain housing with supports appropriate to their needs;
improved layout of beds to support the privacy, dignity and security of emergency
shelter users;
expanded recreational and common spaces;
enhanced and expanded programming space to provide additional counselling,
housing and employment assistance; and
private market uses appropriate for the area, possibly including commercial office
space, private market housing, student housing, community services and retail
uses.
Redevelopment of the Seaton House Shelter 4
5. A Short History of Seaton House
Seaton House only houses three kinds of men: somebody’s father, somebody’s
brother, or somebody’s son.
Seaton House began operating as an emergency men’s shelter in its current location in
1959. The original Seaton House was opened in 1931 at 320 Seaton Street for men who
were unemployed during the Great Depression. During the Second World War, the upper
level of the St. Lawrence Market was converted into a shelter for veterans returning from
the war. Later it was determined that the building was unsuitable for the purpose, and a
new facility was built at 339 George St in 1959 to replace both locations. Originally, the
new Seaton House housed the District Community Service Centre (welfare offices), the
Seaton House shelter and men’s residence. The men’s residence, which was for men who
were considered ‘long term unemployable’ was open year round, while the shelter for
men who were temporarily unemployed was open only in the winter months.
The capacity of the site has varied over the years. The highest capacity was reached in the
late 1980’s with between 800 and 900 beds. During the 1990’s, a number of studies, both
internal and external, recommended significant changes to improve the services offered
to clients at Seaton House. In 1999 a new mission statement was developed with the
participation of clients and staff, and a number of new programs were created to serve the
distinct needs of the variety of client groups within Seaton House. During this period
three satellite sites offering specific programming at different locations were developed
and the capacity at the George St. site was reduced to the current 580 beds.
Current Services
There are several distinct programs serving different client groups within Seaton House,
including those who are homeless for the first time and newcomers to Canada, those who
are struggling with addictions, mental illness and other complex and acute health
conditions, those who were previously hospitalized and who may need additional
supports, as well as the regular Hostel Program which provides emergency shelter to men
who have been evicted or those who move between temporary and precarious housing
situations. Each client at Seaton House has access to supports that will allow them to
develop a case plan that addresses their housing, financial, legal and family issues.
Details of the current services are included in Appendix B.
Current Funding
The total 2009 operating budget for Seaton House is $25.4 mil Gross, $16.3 mil Net.
Seaton House operates as a 24/7 service, 365 days a year. There are 254.8 FTE staff,
including 159.8 client support workers, shift supervisors and counsellors, 19 management
and administrative support staff, 11 nursing staff, and 65 maintenance and dietary staff.
Redevelopment of the Seaton House Shelter 5
6. The Need for Re-Development
All current City owned and directly operated shelters are being considered for possible
redevelopment by staff. Through Facilities and Real Estate Division, an independent firm
has been retained to conduct appraisals of these properties to assist in establishing
priorities for redevelopment. As the largest shelter in the City, and with the physical
infrastructure that is least suited to its current use, Seaton House has been identified by
staff as the first priority for redevelopment in order to improve services for clients,
address significant issues with the physical infrastructure of the Seaton House building,
and contribute to revitalization of the George Street neighbourhood.
Services for Clients
The proper and rightful role of the emergency shelter system is to provide emergency
shelter for people who have temporarily lost their housing. Such a role requires only
provision of basic services of room and board, as well as housing assistance to help
people find another permanent place to live. However, Toronto’s emergency shelter
system has now become the system of last resort for the most vulnerable and
marginalized people in the community because other orders of government have failed to
provide the medical, mental health and rehabilitation services that these individuals so
desperately need.
The majority of clients who rely on Seaton House for shelter and other services have
complex physical and mental health issues. These are men who have often been referred
from other institutions, such as prisons, hospitals, emergency rooms, psychiatric hospitals
and long term care homes, because these systems have failed to provide appropriate
housing or address the complex needs of these individuals. A recent needs assessment
survey conducted by researchers from St. Michael’s Hospital and CAMH analysed the
medical and mental health needs of Seaton House clients who had stayed at the Seaton
House shelter for more than 28 days. This research found that 60.2% of clients have a
physical health condition, 33% have a diagnosed mental health condition, 34.9% have an
alcohol use issue, 49.6% have a substance use issue and 17.8% have a concurrent
disorder (both mental illness and addiction). The survey also found that in order to
maintain housing in the community, 10.3% of clients require some form of long term care
or residential care for individuals with complex needs, 42.9% would require intensive
case management supports or assertive community treatment with or without on-site
housing supports, and 29.6% would require case management supports. Just 17.2% were
identified as being able to maintain housing without some level of supports.
Redevelopment of the site would support further implementation of the Housing First
approach which is now the foundation for all services and programs to address
homelessness in the City of Toronto. The Housing First approach is based on the
principles that the best way to end homelessness is to provide people with permanent
housing and that homeless individuals, even those with complex mental health and
addiction issues, can successfully maintain housing with the appropriate supports in
place. Seaton House already operates on a Housing First model and assists many men
annually to move into housing in the community. A redevelopment which allowed for
Redevelopment of the Seaton House Shelter 6
7. the construction of a purpose-built facility with services to meet the complex needs of
clients, including a mix of supportive housing, long term care beds and emergency shelter
services, would better enable staff to assist more homeless men to move into permanent
housing with the appropriate supports to meet their needs. Redevelopment of the shelter
would support implementation of the City’s Housing Opportunities Toronto Ten Year
Action Plan for Affordable Housing.
Building Issues
The physical infrastructure and layout of the Seaton House building no longer meets the
needs of the clients and poses a significant impediment to efficient and effective client
service. At 50 years of age, the building is also beginning to show significant wear and
tear.
The total estimated square footage of the current building is 100,000 sq ft., with four
stories in the main building, as well as the O’Neill program in a smaller adjacent building
(a retrofitted former bath house). The buildings have undergone renovations over the
years. The most recent was in 1999, when the specialized programs described in
Appendix B were introduced. However, the effectiveness of these renovations for the
specialized programs was significantly constrained by the fact that the renovation was
limited to working within the existing building envelope – one that was never intended
for the types of services that are currently being provided.
In the main building, long, narrow central corridors lead to the dorm rooms that house
between 4 and 40 men and various program offices. The building layout is difficult to
navigate, which can be confusing for clients and makes it challenging for staff to monitor
activity in some areas of the building.
Although a large proportion of the clients in the long term and infirmary programs have
significant mobility issues, there is only one elevator in the building. Accessibility in
many areas is difficult for men with serious health and mobility issues.
There is no air conditioning in the dorm rooms where up to 580 men sleep in communal
dorms, and air ventilation and temperature control is a challenge, particularly in the
summer months. Further, the existing ventilation system does not meet TB control
guidelines that were recently developed by Toronto Public Health and Shelter, Support
and Housing Administration, and will have to be upgraded if the building is not
redeveloped. Replacement of the ventilation system has been estimated to cost $1.5
million.
The building lacks programming space, which makes it difficult to conduct workshops or
training with clients or to provide clients with access to computers that are required for
job and housing searches. As well, there is limited recreational or common space to
accommodate the number of clients on each floor. For example, there is only one lounge
area on the main floor for use by up to 250 men in the second floor hostel program. There
is also insufficient outdoor common space for clients to socialize or engage in
Redevelopment of the Seaton House Shelter 7
8. recreational activities. The only outdoor space available for clients is a narrow area
between the building and the sidewalk on George St. This lack of appropriate outdoor
spaces for recreation means that clients frequently congregate on the sidewalk area in
front of the building, which creates pedestrian traffic congestion and contributes to the
perception of negative street activity.
Seaton House is the largest emergency shelter in Toronto. Having such a large number of
men housed in one building which was intended to serve a less challenging clientele for
shorter periods of time, creates an environment that limits the efficiency and
effectiveness of service delivery. As described in Appendix B, Seaton House offers
several distinct programs to serve the complex needs of different client groups, however,
all of these programs operate within the same building and clients with very diverse
needs share common spaces such as the entranceway, outdoor space, and dining areas.
Physical infrastructure that was designed for the specific needs of each of these client
groups, provided sleeping areas with a smaller number of beds per room, and would
allow for programs areas to be more physically separated would provide greater privacy,
dignity, and more effective services for these vulnerable clients.
Neighbourhood Context
Seaton House is located at 339 George Street, on the east side of the street between
Gerrard and Dundas Streets just east of Jarvis. Allen Gardens is to the north on Gerrard
St, and Filmores Bar is to the south on Dundas.
Directly opposite Seaton House on the west side of the street, the court house at 311
Jarvis backs onto George St, creating a lack of “eyes on the street” for that portion of the
block. There are no retail or commercial uses currently in place on the street.
Adjacent to the south side of Seaton House are a number of dilapidated buildings
operating as rooming houses and several run-down historic homes which are vacant and
boarded up. South of these is a TCHC building for single adults (291 George St.). The
Schoolhouse Shelter, owned by the City and operated by Dixon Hall, is directly to the
north of Seaton House. The Jenny Green Housing Co-operative with townhouses and
apartments is located south of Seaton House on the opposite (west) side of the street.
The north end of the street, particularly during warmer weather, experiences significant
street activity. Because of the large number of vulnerable people in the area, including
Seaton House clients, drug trafficking by people from outside the area is a constant issue.
To the west of George St., Council has recently approved a $6.3 million streetscape
improvement plan to enhance the urban design, landscaping and pedestrian environment
on Jarvis St. A redevelopment of this portion of George St. would further contribute to
this initiative to improve outdoor community street space and enhance amenities in this
section of downtown Toronto.
Redevelopment of the Seaton House Shelter 8
9. Unsolicited Proposal from Spike Capital Corporation
In 2008, staff received an unsolicited inquiry from Jonathan Kearns, the president of
Spike Capital Corporation, who advised that Spike Capital Corporation has purchased or
have under contract the residential properties to the south of Seaton House (295, 297,
299, 299R, 301, 301A, 303, 305, 309 and 311 George St). The unsolicited inquiry
concerned the potential interest in forming a public interest partnership with the City to
develop the sites together as a large-scale redevelopment of this section of George St.
Jonathan Kearns is also a principal at Kearns Mancini Architects Inc., a well known
architectural firm that has been working in Toronto for nearly three decades. They have a
history of working on revitalization projects which incorporate environmental,
community and public interests, including Regent Park, the Rivertowne redevelopment,
and the Centre for Addiction and Mental Health (CAMH) campus.
The initial proposal from Spike/KMAI envisions a major redevelopment of George
Street’s east side, including the Seaton House site and the properties to the south owned
by Spike Capital Corporation, into a mix of private market housing, student housing,
commercial space, supportive and affordable housing and emergency shelter beds. At the
north end of the site, closest to Gerrard St, Spike Capital Corporation has suggested that
market rent housing would be possible. The redevelopment could also include affordable
housing and some office space for commercial or community uses. The existing heritage
buildings, including two houses with heritage designation which are some of the oldest in
the city, built in the 1850’s, would be preserved and renovated.
Spike/KMAI has suggested the City consider the redevelopment as an eco-architectural
project incorporating green energy generation such as rooftop wind turbines, solar
thermal panels, and methane driven generation, as well as geothermal heating and
cooling. The development could also incorporate an urban agriculture project at roof
level, with at least one rooftop greenhouse. Food produce grown could be sold at an on-
site grocery store or used in an on-site educational cooking program with clients.
Rationale for Negotiations with Spike/KMAI
Staff have been aware for some time of the need to redevelop Seaton House, both to
improve the quality of services offered to clients and to improve the program’s interface
with the street and local community. However, the condition of the properties directly to
the south of Seaton House was always identified as a barrier to moving forward. Without
addressing these essentially derelict properties, investing large amounts of time and
resources into developing the City’s property at 339 George St. would likely meet with
limited success in changing the environment for clients or the local community.
Redeveloping the privately owned lands at the same time as the City-owned property
would allow for creation of a mixed-use development with a seamless integration of the
Seaton House shelter, community services, affordable housing, private market and
commercial uses.
Redevelopment of the Seaton House Shelter 9
10. Because of their interest in the lands adjacent to the south of the Seaton House property,
Spike Capital Corporation is in a unique position to work with the City to develop a
proposal that can provide for a comprehensive redevelopment of the site with a potential
financial advantage to the City.
Council has approved an Unsolicited Proposals Policy and the Toronto Office of
Partnerships has developed a framework for development of Public Interest Partnerships.
For the reasons identified above, this report recommends that Council exempt the
proposal from the Unsolicited Proposal Policy and the procurement section of the Public
Interest Partnership Framework. However, negotiations will reflect other portions of the
PIP Framework, particularly around articulating the public interest objectives and
protecting the City’s interests. Competitive RFPs may be issued for other components of
the redevelopment, as appropriate.
Role of Build Toronto
Build Toronto was created at the direction of Council in November 2008 with a mandate
to develop underutilized and surplus City real estate to unlock the value of the properties,
stimulate job creation in key sectors and regenerate Toronto's neighbourhoods. While the
Seaton House property is not surplus to operational needs, it is recommended that Build
Toronto be consulted to determine its potential participation and role, if any, in the
negotiations with Spike Capital Corporation, development of the proposal and, if it
proceeds, in the redevelopment project itself.
Local Councillor Support
The local councillor has been consulted on this report regarding development of a
proposal for public interest partnership redevelopment and is in full support.
Redevelopment Proposal
This report recommends that staff report back to Committee and Council on the results of
the negotiations with Spike/KMAI, and the redevelopment proposal, including program
details, private market components, projected costs, sources of funding and timelines.
The proposal for redevelopment will also include a transition plan to ensure clients
continue to receive services throughout the redevelopment process.
Redevelopment of the Seaton House Shelter 10
11. CONTACT
Anne Longair, Director, Hostel Services
Tel.: 416-392-5417
Fax: 416-392-8758
E-mail: ALongair@toronto.ca
SIGNATURE
______________________________
Phil Brown
General Manager
Shelter, Support and Housing Administration
ATTACHMENTS
Appendix A: Map
Appendix B: Current Services
Redevelopment of the Seaton House Shelter 11