CREATING OPPORTUNITIES HOUSING OUR COMMUNITY
CREATINGOPPORTUNITIESHOUSING OURCOMMUNITYAffordable HousingBUSINESS PLANCity of St John’s2014-2017
ContentsIntroduction3The Housing Continuum: A Focus on the ‘Crunch’4Context: Housing Market Realities in 20145Context: Definition of Affordable Housing5Context: Demographic Realties6Housing Affordability Housing Choices7Housing Choices Opportunities8Engaging Partners to Create Opportunities9Implementation Strategies11Setting Targets16Evaluation and Communication17Appendix A: The City of St. John’s Housing Charter19Appendix B: MACAH Membership20Appendix C: Income Ranges – Rationale21Appendix D: City Action on Housing22Creating Opportunities: Housing Our Community2
IntroductionThe Affordable Housing Business Plan flows directly from the City of St. John’s Housing Charter1,drafted by the Mayor’s Advisory Committee on Affordable Housing (MACAH)2 and adopted by Councilin 2011. The Charter states as its mission:“The City of St. John’s will leverage its unique capacities and build strong partnershipsto produce, protect and promote affordable housing for the people of St. John’s.”The Plan begins with a context section that situates the efforts of the Plan on the Housing Continuum.The focus in on the ‘housing crunch’ – faced by growing numbers of households that have incomes toohigh to be eligible for subsidized housing, but still struggle to afford rental and ownership options in thecurrent housing market. The Context section also outlines market and demographic realities and alsoprovides a definition of affordable housing in that context. There is also an outline of the partnerswho will be engaged in the implementation of this Plan: their current responses to address the shortageof affordable housing and potential new areas of collaboration.The Housing Business Plan proposes a new approach to a complex issue, where problems are viewed asopportunities for collaborative action and investment that produces many dividends. The experience ofcommunities across Canada shows that investment in innovative housing solutions can produce social,economic and environmental dividends such as stronger support networks, jobs in the residentialconstruction industry and reductions in energy costs and greenhouse gases - among many others.Implementation Strategies are identified along with an analysis of how they will be carried out as wellas the financial implications.In addition to the strategies, the Affordable Housing Business Plan sets out a concrete target: to create500 affordable homes in the City of St. John’s by 2017. This target is not one that the City can meet onits own. This is the bench mark that will guide and inspire the action of all the City’s partners as wework together to address housing needs in our community. Finally, the Plan includes an Evaluationand Communication section, which outlines how progress toward the target will be monitored andregularly shared with the public.The ultimate goal of this process is to achieve the vision outlined in the Housing Charter:“St. John’s will be a vibrant, inclusive and thriving city with a wide range of affordablehousing options that contribute directly to community health, sustainable growth andeconomic security.”The City of St. John’s looks forward to working with our partners to achieve that visionover the next four years.12Creating Opportunities: Housing Our CommunitySee appendix A for the full CharterSee appendix B for membership of MACAH3
The Housing Continuum: A Focus on the ‘Crunch’ Over 35% of local households are in this housing crunchMany work in the single biggest sector of the economyIneligible for subsidy but can’t afford market prices They need more housing choicesSheltersCouch SurfingHomelessnessComplex ntIncreases4X e 2004 32 500 *NewHomes &Condos 82 500 *The Housing Business Planfocuses on thisThe CommunityPlan forHomelessnessHousing CrunchGrowing GapGrowing GapNotes:*With an income over 32 500, a household is not eligible for social housing, but market rents are not affordable.Households with incomes under the local median of 82 500 cannot afford to purchase at current average house prices.**CPI Consumer Price Index
Context: Housing Market Realities in 2014RentalHousing Local rental vacancy rates were in the bottom five in Canada formuch of 2008 -12. Availability of affordable rental is still very low. Increases in average market rent have outpaced inflation forseveral consecutive years. Most existing rental stock is old. Very little local rentalconstruction occurred in the three decades before 2012. New home prices doubled between 2004 and 2013. Housing prices in St. John’s rose faster than any city in CanadaRentalfor much of 2008-13.Housing54% since Average MLS house listings prices have increased2009 alone.SocialHousingSingleDetachedOwnership Vacancy rates are low in social housing; very little turnover Little new stock is being constructed. Many households find themselves with incomes too high toqualify for social housing but too low to afford market rents.A high percentage of local rental stock was converted to condosin the past decade.Much new condo construction is at higher ‘luxury’ price points.Vacancy rates for new condos is increasing, indicating that themarket is saturated.CondosDefining Affordable HousingThis document is based on the City’s core belief that housing is a human right and that everyoneneeds and deserves a home that is affordable to them.For housing to be considered affordable, it must cost less than 30% of pre-tax income includinghousing and related costs (mortgage or rent, along with property taxes, home energy, water andrepairs). This Business Plan seeks to promote the creation of more housing choices that areaffordable to a wider range of people according to the 30% criteria.To be even more specific about affordability, the Targets section of the Plan identifies incomeranges on page 16. The 500 homes produced must be affordable first and foremost to the peoplewho are most seriously impacted by shortages of affordable housing. In addition, the homes mustreflect the needs of a diverse population and be spread throughout all regions of the city.
Context: Demographic RealitiesWorking Families Working families power the local serviceindustry which comprises 25% of the economy Affordable rental options are limited Home prices have risen out of reach for many Housing choices must be close to work, schoolNew TalentSeniors Employers say housing priceand availability is becominga barrier to attraction andretention of new talent The leap to home ownershipis getting harder Artists and other creativesare seeking space wherethey can work and liveStudents A huge populationwith shrinking rentaloptions More innovativesolutions like HomeShare are neededComplex Needs Number of people withmental health andaddictions issues isrising, placing strain onsocial support systems Pioneering approachesare successfullyintegrating supportivehousing into thecommunityCreating Opportunities: Housing Our Community The fastest growingage segment of thepopulation is 45–64:the seniors of the verynear future Accessible andaffordable housing iscrucial to healthyaging in place Seniors havesignificantly lowermedian income Many live in older,inefficient housingstock with high energycostsNew Canadians Provincialgovernment plans totriple immigrationover next five years Attracting andretaining newcomers is key tofilling labour gaps Affordable rentaland ownershipoptions are needed6
Housing Affordability Housing ChoicesDifferent people have different housing needs based on their household size, employment, ability,health, income, stage in life, and a host of other factors. Affordable housing is about creating andpromoting a range of housing choices as diverse as the city itself.“A community should not be judged on its economy alone. We need toensure that everyone in our society has a housing choice so that we canbuild on these prosperous times. Prosperity tends to widen the gap inoptions available. Our challenge is to find ways to narrow this gap.”Craig Williams, omeSharingAffordableHomeOwnershipAccessible and AgeFriendly udioSeamusLive-WorkHousingSecondarySuitesCreating Opportunities: Housing Our CommunityEnergy EfficientNeighbourhoodsRetrofits/ New Builds7
Housing Choices OpportunitiesWhen the problem of an affordable housing shortage is viewed as an opportunity to create housingdiversity it shifts perspective positively and radically. As a local home builder stated eloquently:“The greatest way to mobilize huge amounts of capital, resources andinnovation towards affordable housing is to show industry that buildingaffordable housing is an "opportunity" and not a "problem". Treated as anopportunity building a continuous supply of affordable housing becomes partof the norm and becomes part of our main business model as builders.”Greg Hussey, Home BuilderCommunities across Canada are already beginning to realize the practical benefits of engaging partnersfrom all sectors to create more diverse housing choices as a part of their regular ‘business’.Collaborative investments in innovative solutions produce economic, social and environmentaldividends for the entire community:Economic Dividends Adequate supply of high quality and affordable housing attracts and retains young talent Construction and renovation create employment; and can be an opportunity to engagemarginalized members of the labour force, such as youth at promise. Creates housing for workers in the service and hospitality industry close to their work Home ownership increases household equity, economic security, investment in the local economy. Building affordable rental housing creates local small business opportunities; Pilot projects provide opportunities for businesses to build capacity and skill to open new housingmarket niches (such as age friendly housing, energy efficient construction, affordable condos) Housing construction and renovation generates revenue for all levels of governmentSocial Dividends Housing is the fundamental basis from which to pursue health, employment and basic social needs. Accessible, age friendly housing promotes healthy aging in place, which is not only more desirablefor most households but also more cost effective for society. Evidence from several national studies shows that proactive investment in housing solutions is farmore cost effective than reactive, emergency responses for people experiencing housing crisis.Environmental Dividends Higher density housing promotes affordability and makes more efficient use of land: that reducesthe community’s ecological footprint and prevents costly urban sprawl. Increasing energy efficiency in homes produces very significant and highly cost effective reductionsin a community’s greenhouse gas emissions. Remediation of brownfield3 sites as housing makes a community more beautiful and liveable inaddition to cleaning up contamination.3A former industrial or commercial site where future use is affected by real or perceived environmental contamination.Creating Opportunities: Housing Our Community8
Engaging Partners to Create OpportunitiesPartnerships are essential to the success of this Business Plan and collaborative investment in housingsolutions is the only way to realize the full potential of the economic, social and environmentaldividends. This is a summary of the partners that must be engaged in this Plan, including their currentactivity related to affordable housing and potential new areas of collaboration. The St. John’s Mayor’sAdvisory Committee on Affordable Housing (MACAH) is a hub of leadership and partnership for theCity’s housing initiatives, and includes representation from most of the stakeholders in this section.Federal PartnersThe Government of Canada, through Canada Mortgage and Housing Corporation (CMHC), works withits provincial and territorial partners to reduce the number of Canadians in need by improving access toaffordable, sound and suitable housing. CMHC has partnered with the City of St. John’s by sponsoringthe City’s annual Housing Forum, typically held on National Housing Day on November 22. CMHC’sCorporate Representative for NL is an active member of the City’s MACAH as well as severalsubcommittees. More recently, the City has explored CMHC Seed Funding to resource earlydevelopment work on an affordable home ownership project. CMHC Seed Funding and other grantscan be very useful resources for future innovation.Homelessness Partnering Strategy (HPS) allocates funding to address St. John’s communitypriorities through Community Plan to Reduce Homelessness developed by the multi-stakeholderCommunity Advisory Board called the St. John’s Advisory Committee on Homelessness. Since 2001,HPS has invested 18 million in supportive and transitional housing, shelters and community capacitybuilding. This funding is disbursed annually by means of a request for proposals and helps to fund bothshelter construction and community capacity building initiatives. In 2013 the City became theCommunity Entity which administers HPS funding, and the 2014-19 renewal of HPS funding by thefederal government bodes well for continuing collaboration.Canada Lands transferred 2 acres of land for the City’s 46 unit Pleasantville housing initiative in 2010through the HPS Surplus Federal Real Property for Homelessness Initiative. This Initiative and thepartnership hold promise for future housing projects as well.Provincial PartnersNL Housing owns and operates over 2800 units of affordable housing in the City, and provides asubstantial annual operating grant to support the City’s 426 Non-Profit Housing units. NL Housing isalso the lead agency for the implementation of Secure Foundations housing action plan of ProvincialGovernment and the administrator of the jointly funded Affordable Housing Initiative grants which aredisbursed to non-profit and private sector proponents via regular requests for proposals. NL Housing ison the leading edge of social media engagement on housing issues, making them a very valuablepartner and mentor for future communications projects.Creating Opportunities: Housing Our Community9
Advanced Education and Skills delivers income and employment supports and also oversees thepoverty reduction and immigration strategies for the provincial government.Both of these partners are members of the Mayor’s Advisory Committee on Affordable Housing.Private Sector PartnersCanadian Home Builders Association- NL is the voice of the province’s residential constructionindustry. Membership includes new home builders, renovators, developers, trade contractors,manufacturers, suppliers, lenders, and other professionals – the companies and people who provideNewfoundlanders and Labradoreans with quality housing. Through the voluntary efforts of itsmembers, the CHBA-NL serves both consumers and producers of housing by promoting quality,affordability, and choice in housing for all. CHBA-NL members contribute real solutions and makepositive changes that promote and protect the interests of the industry and consumers by working withmunicipal, provincial, and federal governments in the areas of significant importance - labour marketneeds, government-imposed costs, the underground economy, and housing affordability.Community Sector PartnersSt. John’s Community Advisory Committee on Homelessness is community led and comprisesover 30 organizations providing both strategic leadership and front line services to addresshomelessness in the St. John’s region (including the NL Housing and Homelessness Network – anothervaluable partner working at the province-wide level). The Committee’s Community DevelopmentWorker is now on contract through the City as the Community Entity that administers the federal HPSfunding that funds the position. Several members of the Committee serve on MACAH.Another important community partner on MACAH is the Canadian Federation of Students – NL whichis active in collaborative initiatives like Home Share NL. The community housing sector in St. John’shas gained a national reputation for its high level of organization, collaboration and creativity and thepotential for future partnership is formidable.Faith Communities have become engaged in addressing housing issues through initiating housingprojects, spearheading policy advocacy and providing services to people in housing crisis. Faithcommunities have made very significant contributions already, and there is certainly more potential.Resident PartnersResidents in the community also represent interesting potential for collaboration. St. John’s is home toseveral grassroots organizations that promote citizen participation in the development of solutions tolocal issues. There are also several active neighbourhood associations that can be engaged to promoteinclusive and affordable local housing solutions. Even at the household level, homeowners who chooseto take part in Home Share programs, energy retrofits, or secondary suite renovations (among otherpractical solutions) make an important and tangible contribution to expanding housing choices. Thepotential for citizen engagement via social media is also an area that requires intentional exploration.Creating Opportunities: Housing Our Community10
Implementation StrategiesIncrease EngagementActionImplementationFinancial ImplicationsConvene a PartnershipForumBring diversestakeholders together topublicly sign on to theBusiness Plan targets.This event will be a half day forumin fall 2014. The mainstakeholders identified in the Planwill be invited to discuss of howeach of them can help to achievethe Plan’s targets.Event can be held in Foran room forvery little cost.Craft a Social MediaCampaignDesign a campaign thatengages the public togenerate and take part inpractical, local housingsolutions.Communications staff and allMACAH members will be engagedto help craft this strategy.Community input will also besought early in the design process.This City has a wealth of internalexpertise to draw upon.This campaign can be planned andimplemented by staff withstakeholder input and engagementwith little to no cost.Cultivate a Base ofLandlords willing to rentto those seekingaffordable housing(including those who mayrequire supports) basedon models like Calgary’sCommunity PartnershipHousing Program.A workshop has been planned withBoulder County Housing,recognized as a municipal bestpractice on landlord engagement.This workshop will inform the nextsteps in development of thisstrategy.The workshop will be held viateleconference. Long distance phonecharges will be absorbed by the City.Engage multiplestakeholders in thecreation of new policyand program models toaddress under-reportingof property standardsviolations in rentalhousing.The Rental Housing Action Teamof MACAH is working on severalinitiatives: revision anddissemination of a handbook onproperty standards protocols; alandlord engagement strategy(above); review of rental licensingmodels in other jurisdictions.Costs will be minimal: printinghandbooks internally, teleconferencecalls with other jurisdictions on rentallicensing and other best practices.Creating Opportunities: Housing Our Community11
Inform ActionActionImplementationFinancial ImplicationsConduct a SeniorsHousing Market SurveyDesign and implement acomprehensive survey ofseniors housing needs andemerging marketopportunities. Publishfindings widely.An RFP has already beenpublished to secure a consultant todo the research. 25 000 has already been secured tofund this research project from CityCouncil and Provincial Office forAging and Seniors.Convene an InnovativeHousing WorkshopInvite local and nationalexperts to share practicaland innovative housingdesigns that meetemerging market needsA workshop series on innovativehousing options will be createdwith CHBA-NL and Harris Centre.Workshops on different topics willthen be rolled out over a numberof months on diverse housingforms to meet local needs.Workshops will involve minimalcosts and can be hosted in the ForanRoom or other free venues.Align the City and NLTerms of reference are beingHousing Waiting Lists into drafted for a feasibility study for aa single list; and work with local housing registry.the province to Create aCity Wide HousingRegistry based on modelslike London and WaterlooRegionFunding is required for the feasibilitystudy – several external sources arebeing considered. Council maydecide to contribute toward thecompletion of the study ( 10 -20000).Revitalize PolicyActionImplementationFinancial ImplicationsAdopt AlternativeDevelopment StandardsComplement the newMunicipal Plan withcomprehensive andflexible regulations thatenable and encouragehousing innovation.A small housing team can workwith the staff and/or consultantswho craft the new Municipal Planregulations.No additional costs will be incurred.The regulations must be rewritten –this effort will inform that ongoingprocess.Creating Opportunities: Housing Our Community12
Unlock ResourcesActionImplementationFinancial ImplicationsCreate an Inventory ofLand for PotentialRedevelopment asHousingIdentify opportunitieswhere underutilized landcan be used for housingand approach the ownersabout creativepossibilities.A staff team has already compiledan inventory for Ward 2 andresearch has been completed onseveral pieces of land that havepotential. Next a strategy will bedeveloped to approach the landowners to discuss potentialredevelopment opportunities.Once this process is complete inWard 2, lessons learned can beapplied to complete an inventoryin other wards.Initial phase of inventory in Ward 2has been completed by staff at noadditional cost to City. Additionalwards will be completed in the samemanner. The Housing Catalyst Funddescribed below may be a source offunds to get redevelopment projectsstarted.Establish a HousingCatalyst FundWith the City providingthe initial investment andinviting partners to help itgrow, this fund canleverage significantresources for innovativehousing solutions.A small team of staff and someexternal stakeholders can beassembled to research bestpractices and develop a conceptpaper for Council review.The team can develop a proposal forthe fund, including where the fundswill come from and how they will beused. The proposal will determinethe annual amount to be invested inthe fund. It is recommended thatother partners (government andprivate sector) also be engaged tocontribute to the fund to increase itsleveraging power.Lead InnovationActionImplementationFinancial ImplicationsEncourage EnergyRetrofitsBring partners togetherto create collaborativeprojects to reduceheating costs andincrease housingaffordability; with a viewto applying lessonslearned throughout thecity.A team of diverse stakeholders hasbegun practical discussions onretrofit opportunities and the rolethat each party can play in makingthem happen. In the aftermath ofrecent power supply issues,utilities may be more interestedthan ever in the energy efficienciesthat scalable retrofits can produce.The City will not be playing a capitalrole in retrofit projects. Our role is asa convenor and catalyst, briningpartners together to discussinnovative options. Minimal costs forhosting events or teleconferenceworkshops may be incurred.Creating Opportunities: Housing Our Community13
Facilitate an AffordableHome Ownership PilotProjectA project that uses Cityland and private sectorinnovation to createmedium density homeownership possibilities.An RFP process is alreadyunderway to select a proponent todevelop the attainable subdivisionon City owned land in SheaHeights. This project will be atesting ground for innovativeaffordable home ownershipapproaches.Facilitate a HousingDesign CompetitionAn open competition withawards for designs thatincorporate affordabilityas well as other importantfeatures to meet theneeds of our changingpopulation.A concept paper is currently beingdrafted for Council review. Thispaper grew out of discussion at the‘Make Room in the Boom’ HousingForum in November 2013.Promote Mixed UseDevelopmentIdentify an opportunity toincorporate affordablehousing into acommercial constructionproject (e.g. hotel, mall,office) and work withdevelopers to facilitate it.Promote an AffordableCondominium PilotProjectInvite an experiencednon-profit developer likeCreating Homes to buildan affordable condoproject and grow localcapacity to build more.Facilitate a Housing Firstpilot initiativeEarmark some Cityowned housing (as itbecomes available) tohelp people most in needto get out of the cycle ofhomelessness.The City can develop an RFPprocess to engage private sectorinterest in mixed-use projects thatinclude housing. This could also fitinto the land inventory project, orbe a stand-alone initiative.Overall costs for this project will beminimal for the City, since thesubdivision will be created by aprivate sector proponent (selected inRFP process). CMHC has alreadyagreed to provide 10 000 in seedfunding to the winning proponent tohelp them develop their winningproposal further before developmentbegins.The concept paper will include abudget: items include prize money, asmall budget to publicize thecompetition and a small amount tohelp the winning proponentstranslate their winning ideas intohousing. CMHC will also beapproached to provide seed fundingto winning proponents for thispurpose.This project requires further researchand development to determine thebudget, but it will follow the sametheme as other projects in this Plan.The City will be a catalyst, engagingother partners to help fund this pilotproject.This initiative may fit into theShea Heights project or the landinventory project. If not, it couldbe developed as a stand-aloneRFP if land can be identified.The City will play a catalyst rolehere as well: not building acondominium project but rathercreating the conditions andengaging the partners to help ithappen.The City will work with the St.John’s Community AdvisoryCommittee on Homelessness asthey develop and implement their2014- 2019 Community Plan toidentify how this project couldwork.This will not involve the creation ofnew housing but rather potential repurposing of existing City resources.Costs will be minimal, but cannot beexactly determined until the detailsof this project are worked out inconjunction with End HomelessnessSt. John’s.Creating Opportunities: Housing Our Community14
Build CapacityActionImplementationFinancial ImplicationsCreate a St. John’sHousing InitiativesPartnership (SJHIP)A non-profit,independent entity thatprovides capacity andexpertise to affordablehousing initiatives –modeled after SHIPSaskatoon.The first step is to create a smallworking group to guide thedevelopment of this initiative.Several other cities includingSaskatoon and Calgary havecreated similar organizations. Thedevelopment of a proposed modelwill begin with a teleconferencewith cities that have beenidentified as best practices.Cost depends on the model chosen:this requires more research. Aconcept paper with proposed budgetwill be presented to Council forconsideration.The vision is to create a diverseboard of directors that bringsorganizations together to formcollaborations to do what no oneorganization can accomplish alone.SJHIP would play a role offacilitator – helping identifyopportunities and the potential forcollaboration to create projectswith better outcomes in terms ofdesign, affordability, anddistribution across the city. SJHIPwould also be a capacity builderand technical assistance provider;a one-stop-shop for affordablehousing project development.Creating Opportunities: Housing Our Community15
Targets: Concrete, Collaborative GoalsSetting a concrete target to meet together inspires collaborative action and provides a benchmark toevaluate progress. The overall target of 500 homes by 2017 is broken down into four priority areas.Each priority area also includes an income range to ensure that the housing is truly affordable to thosewho are most seriously impacted by shortages of affordable housing.Affordable RentalHome OwnershipTarget: 200 homesTarget: 100 homesAffordable to households below 65% ofmedian incomeAffordable to households belowmedian incomeEngage community and industry partners increation of supportive rental homesFacilitate innovative housing forms andencourage density to create more affordablehome ownership opportunitiesIdentify opportunities to build affordablerental homes in mixed use developments onrepurposed vacant or brownfield sitesEncourage affordable condominiumbusiness modelsEncourage secondary suites innew and existingneighbourhoodsEnergy EfficiencyTarget:500 homesby 2017Target: 100 homesAffordable to a mix of householdincomes below median, with a goal ofreducing energy costs by 30%Test new approaches such as energy retrofitsin mixed income areasEncourage all new housing (rental andownership) to be built with high efficiencystandards that promote long term affordabilityAge FriendlyHousingTarget: 100 homesAffordable to households below65% of median income, includingthose below median seniors incomeEncourage the creation of affordable housingfor seniors in mixed use developmentsEncourage innovation in age friendly homedesign and constructionSupport community organizations thatfacilitate home sharing partnershipsSee Appendix C for more on the income ranges.Creating Opportunities: Housing Our Community16
Evaluation and Communication“We strongly believe that housing stability for our residents isfundamental to our prosperity and vibrancy as a city.”Mayor Dennis O’KeefeProgress toward the target of 500 homes will be consistently monitored and reported throughout thefour years. The City’s existing regulation regime already ensures that City staf
3 Creating Opportunities: Housing Our Community Introduction The Affordable Housing Business Plan flows directly from the City of St. John’s Housing Charter 1, drafted by the Mayor’s Advisory Committee on Affordable Housing (MACAH)2 and adopted by Council in 2011.The Charter states as its mission: “The City of St. John’s will lev
There are multiple avenues through which pension funds can invest in the housing sector. ‘Supply side’ investment opportunities range from direct investments in housing projects or investments in housing developers, to investments in housing funds or social housing bonds. ‘Demand side’ investment opportunities include
Crisis response system recognize roles in housing advocacy and rapid connection to permanent housing. Strong referral linkages between crisis response system and permanent housing. Unified, streamlined, and user-friendly process for applying for rapid re-housing, permanent supportive housing and/or other housing interventions.
4 A WORKBOOK FOR CREATING A HOUSING TRUST FUND What are Housing Trust Funds? Housing trust funds are an exciting new model for funding critically needed affordable hous-ing. Housing trust funds were created as early as the mid-1970s, but they did not really become a trend until the late 1980s and into the 1990s. There are now nearly 150 housing
Mercy Housing Sue Reynolds— . Affordable housing developers compete to creatively stretch and utilize a limited pool of public and private financing sources to develop housing. And even though the demand for affordable housing continues to far outstrip our ability to supply housing, the affordable housing industry has changed .
2 2012 Advocates' Guide to Housing & Community Development Policy About the Advocates' Guide The National Low Income Housing Coalition's 2012 Advocates' Guide to Housing and Community Development Policy is intended to provide advocates, policymakers, students, and others with information on the most relevant housing and housing-related programs and issues at the federal level, as well .
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housing authorities in England (2012). The Chartered Institute of Housing (CIH) and BMENational run a Housing Rights website specifically aimed at answering housing eligibility queries in regard to new migrants. Information on housing eligibility in Scotland can be found on the Housing Rights website at . Housing Rights in Scotland
There are three levels of classification: "TOP SECRET", "SECRET", and "CONFIDENTIAL." Information is classified only to protect the national security. To have access to classified information, a person must have a security clearance at an appropriate level and a need-to-know. 2 National Security Information National security information is marked to alert recipients about its .
