BVRH Bulletin – March 2015

BVRH Bulletin

March 2015

Summary of the January regular board meeting:

The board learned that development of a Rent Geared to Income (RGI) program was making good progress and was on schedule.

The board reviewed a first draft lodge operations budget. The board was provided with key assumption information. CAO invited feedback during the meeting and over the period until the February regular board meeting. Any changes to the draft budget will be presented for consideration at that meeting. Our operating budgets are prepared each year and are forecasts of expected annual revenues and planned expenditures that support the Lodge Programs supportive living operations. The board discussed the importance of maintaining an effective HR model in the challenging Bow Valley Labour Market, given the importance and nature of our work, as well as development of a Lodges Capital Budget.

The board participated in a Fundraising Visioning Workshop facilitated by a representative of KEA Canada. Session Objectives: In order to successfully secure funding in support of BVRH goals and objectives, this session looked at BVRH from the philanthropic perspective in order to provide the framework for an effective fundraising strategy. Together we identified strategic fundraising priorities to profile in a Case for Support. We also explored the type of supporter that might be interested and some initial strategies on where to go to seek that support. Next steps include: develop an initial fundraising strategy and budget.

The board learned that a new website was nearing completion.

The board discussed ongoing efforts related to the development of a BVRH logo.

The board reviewed progress toward the BVRH Strategic Goals for 2013-2018 and agreed to meet to refresh the plan in mid-Fall 2015.

The board agreed to the need to secure a comprehensive housing needs assessment for the entire region in collaboration with relevant community and government agencies.

 

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge 95% occupancy
Cascade House 100% occupancy
Bow River Homes 100% occupancy
Mount Edith House 97% occupancy
Community Housing 98% occupancy
Rent Supplement 100% subscription

 

Major project status updates:

Temporary Flood relief housing:
BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

Bow River Lodge Redevelopment: “This is Home”
Schedule: The tender for construction is closed on February 6, 2015. CAO attended the public opening that occurred at 2:00pm that day. Three bids were received. One firm has been recommended for Ministerial approval. The province now has 60 days from that date to enter into a contract with the successful bidder. CAO anticipates mobilization and construction commencement in early April 2015. Allowing 18 months for construction we can anticipate completion around mid-Fall 2016.

Design: The design includes 63 new residential lodge units, replacing 43 aging units and giving us 20 more, maximizing the available space in anticipation of the looming needs of our aging population in the region. This design means that all of our seniors will be housed in safe, new and fully functional spaces instead of some that are retro-fitted, ensuring more effective and efficient accommodation along with much improved ability to increase care services in the future. Aside from the better facility afforded by this design it is important to also highlight the creation of a valuable and substantial piece of property to be used to meet regional needs in the future. The area currently taken up by the old parts of the original lodge will be used to bring higher levels of supportive living to the region for true aging in place.

Economics: Housing representatives agreed to the 80/20 sharing model, whereby the Province will pay 100% of the project costs and BVRH will pay our 20% over time. This model is awaiting final approval, but an Alberta Housing representative maintains that the intent remains intact now that the bids have been evaluated. The current total project cost estimate is $14.0 million.

Communications: We will present to our member municipality’s councils in April and May, piggy backing on our RGI communications strategy. Exterior signage is currently being produced, as is a looping digital presentation that will run in the lodge and during presentations.

Next steps: Phase 2: BVRH is awaiting word on our application to the 2014 ASLI grant program. Under this program building projects receive 50% capital funding from the Province, as well as an operating agreement with AHS for designated levels of supportive living. We have been encouraged to apply in light of the fact that the Province is eager to build more beds, and our region has been identified as a target for some of them. Given timing surrounding Phase 1, it is possible that we will be more likely to secure ASLI funding during the 2015 round, but we’ll apply this year and if necessary apply again next year. Phase 2 would create between 54 and 75 SL3/4/D units on the footprint currently occupied by the original lodge, bringing again in place to our region. It would also have positive economic effects, hopefully taking Bow River Lodge to cost neutrality!

Levels of supportive living (the basics):
1. Independent
2. Functionally independent with or without the help of community resources. Able to function with regularly scheduled assistance. Able to make own decisions and know when needs are not being met.
3. Require some unscheduled assistance, requires 24 hour access to home care type workers with an LPN on call. Able to make some decisions and usually know when needs are not being met.
4. Require frequent unscheduled assistance, perhaps modified diet and foods, and requires 24 hour access to LPN with RN on call. Unable to make most decisions and typically won’t know if needs are not being met.

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Acronym Glossary:
AAMD&C = Alberta Association of Municipal Districts and Counties
ADM = Assistant Deputy Minister
AHS = Alberta Health Services
APHAA = Alberta Public Housing Administrators Association
ASCHA = Alberta Seniors Citizens Housing Association
ASHC = Alberta Social Housing Corporation
ASLI = Affordable Supportive Living Initiative
AUMA = Alberta Urban Municipalities Association
BRL = Bow River Lodge
BVRH = Bow Valley Regional Housing
CAO = Chief Administrative Officer
CNIT = Core Need Income Threshold
HMB = Housing Management Body
LPN = Licensed Practical Nurse
MO = Ministerial Order
RGI = Rent Geared to Income
RN = Registered Nurse
SL = Supportive Living
SSC = Seniors’ self-contained (independent seniors housing)

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Resources:
• In emergency please dial 9-1-1
• For 24/7 telephone nurse advice and general health information for Albertans information on diseases, treatments, staying well, and healthcare services dial 1-866-408-5465 (toll free)

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About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing a total of about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.

 

The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:
• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

 

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

 

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

These bulletins are available on our website at http://www.bvrh.ca

BVRH Bulletin – January 2015

BVRH Bulletin

January 2015

Summary of the December annual meeting:

The board held its annual elections on December 16, 2014.

• Joanna McCallum was acclaimed as Chairperson.
• Brian Standish was acclaimed as Vice Chairperson.
• Joanna McCallum, Carolyn Montgomery and Grant Canning were appointed to the Building Committee.
• Joanna McCallum, Esmé Comfort and Brian Standish were appointed to the Personnel Committee.

Regular meetings of the Board will be held at Bow River Seniors Lodge on the fourth Thursday of every month at 9:00am unless otherwise stated.

The board met with 22 residents. Topics included the Bow River Lodge redevelopment project and opportunities for residents to provide feedback to the board. Refreshments followed.

 

Summary of the December regular meeting of the board:

The board agreed to explore the development of a comprehensive fundraising program for BVRH further under the guiding principle that we cannot be great without philanthropy. Next steps include: a fundraising workshop with KEA Canada and the BVRH board.

The board learned that administration progress continues with the development of a budget proposal for the consideration of the board. The board was provided with key assumption information. Our operating budgets are prepared each year and are forecasts of expected annual revenues and planned expenditures that support the Lodge Programs supportive living operations.

The board learned that CAO has hired Danielle Montgomery to develop a website that will serve our needs, as well as to launch and manage a social media plan that will raise our profile on Facebook and Twitter.

 

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge                   95% occupancy

Cascade House                      100% occupancy

Bow River Homes                 96% occupancy

Mount Edith House               100% occupancy

Community Housing              100% occupancy

Rent Supplement                   100% subscription

 

Major project status updates:

Temporary Flood relief housing:

BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

 

Bow River Lodge Redevelopment: “This is Home”

Schedule:  The anticipated start date is early 2015. Development Permit application has been submitted to the Town of Canmore. The tender package will be posted to the Alberta Purchasing Connection website on January 9, 2015 for public tender. CAO expects a contractor to be selected in February.

Design: The design includes 63 new residential lodge units, replacing 43 aging units and giving us 20 more, maximizing the available space in anticipation of the looming needs of our aging population in the region. This design means that all of our seniors will be housed in safe, new and fully functional spaces instead of some that are retro-fitted, ensuring more effective and efficient accommodation along with much improved ability to increase care services in the future.   Aside from the better facility afforded by this design it is important to also highlight the creation of a valuable and substantial piece of property to be used to meet regional needs in the future. The area currently taken up by the old parts of the original lodge will be used to bring higher levels of supportive living to the region for true aging in place.

Economics: The current overall capital cost estimate if $15.7 million. ASHC representatives have tentatively committed to paying the total project fees upfront, with an agreement by BVRH to repay 20% of the capital costs over time. BVRH will develop a fundraising program that will help fund equipment and furniture purchases for the new building.

Communications: We will present to our member municipality’s councils once we have reliable data to share; likely after the tender closes and we have bid and schedule data. This will likely coincide with our RGI communications plan.

Next steps: Phase 2: BVRH is currently developing an application to the recently announced ASLI grant program. Under this program projects receive 50% capital funding from the Province, as well as an operating agreement with AHS for designated levels of supportive living. We have been encouraged to apply in light of the fact that the Province is eager to build more beds, and our region has been identified as a target for some of them. Given timing surrounding Phase 1, it is possible that we will be more likely to secure ASLI funding during the 2015 round, but we’ll apply this year and if necessary apply again next year. Phase 2 would create between 54 and 75 SL3/4/D units on the footprint currently occupied by the original lodge, bringing again in place to our region. It would also have positive economic effects, hopefully taking Bow River Lodge to cost neutrality!

Levels of supportive living (very basically stated):

1. Independent
2. Functionally independent with or without the help of community resources. Able to function with regularly scheduled assistance. Able to make own decisions and know when needs are not being met.
3. Require some unscheduled assistance, requires 24 hour access to home care type workers with an LPN on call. Able to make some decisions and usually know when needs are not being met.
4. Require frequent unscheduled assistance, perhaps modified diet and foods, requires 24 hour access to LPN with RN on call. Unable to make most decisions and typically won’t know if needs are not being met.

 

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Acronym Glossary:

AAMD&C = Alberta Association of Municipal Districts and Counties
ADM = Assistant Deputy Minister
AHS = Alberta Health Services
AMA = Alberta Municipal Affairs
APHAA = Alberta Public Housing Administrators Association
ASCHA = Alberta Seniors Citizens Housing Association
ASHC = Alberta Social Housing Corporation
AUMA = Alberta Urban Municipalities Association
BHC = Banff Housing Corporation
BRL = Bow River Lodge
BVRH = Bow Valley Regional Housing
CAO = Chief Administrative Officer
CCHC = Canmore Community Housing Corp
CNIT = Core Need Income Threshold
EHC = Enhanced Homecare
HMB = Housing Management Body
MO = Ministerial Order
RGI = Rent Geared to Income
SL = Supportive Living
SSC = Seniors’ self-contained (independent seniors housing)

---

About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing a total of about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.

 

The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:

• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

 

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

 

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

 

These bulletins are available on our website at www.bvrh.ca

BVRH Bulletin – December 2014

BVRH Bulletin

December 2014

Summary of the November regular meeting of the board:

The board agreed to explore the development of a comprehensive fundraising program for BVRH further under the guiding principle that we cannot be great without philanthropy. Next steps include: development of an initial budget to fund early program exploration and; hold a fundraising workshop with KEA Canada and the BVRH board.

The board agreed to hire LA Taylor to manage the RGI communications strategy. The guiding principles of this initiative are: affordability, fairness and sustainability.

Levels of supportive living (very basically stated):

1. Independent
2. Functionally independent with or without the help of community resources. Able to function with regularly scheduled assistance. Able to make own decisions and know when needs are not being met.
3. Require some unscheduled assistance, requires 24 hour access to home care type workers with an LPN on call. Able to make some decisions and usually know when needs are not being met.
4. Require frequent unscheduled assistance, perhaps modified diet and foods, requires 24 hour access to LPN with RN on call. Unable to make most decisions and typically won’t know if needs are not being met.

The board learned that administration is making progress with the development of a budget proposal for the consideration of the board. The board was provided with key assumption information. Our operating budgets are prepared each year and are forecasts of expected annual revenues and planned expenditures that support the Lodge Programs supportive living operations.

The board learned that ASHC has approved a $160,000 upgrade project to the elevator at Mount Edith House in Banff. Administration will look at strategies to help residents on the upper floors during the project when the elevator is out of service.

The board discussed public comments about the appearance of Woodlands and the behaviour of some residents. CAO presented the 2015 maintenance plan.

The board learned that Alberta Housing had recently sent all HMB’s a detailed survey to catalog existing fire mitigation systems and policies in all provincial seniors housing. CAO submitted our completed survey ahead of the December 1 deadline.

The board reviewed and approved the proposed BVRH 2015-2017 Business Plan. Strategic Goals will be refreshed in 2015.

 

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge                   97% occupancy

Cascade House                      100% occupancy

Bow River Homes                  100% occupancy

Mount Edith House               100% occupancy

Community Housing              100% occupancy

Rent Supplement                   100% subscription

 

Major project status updates:

Temporary Flood relief housing:

BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

 

Bow River Lodge Redevelopment: “This is Home”

Land update: The land is now owned by ASHC, meaning it is ours to develop.

Schedule:  The anticipated start date is early 2015. Development Permit application has been submitted to the Town of Canmore. The tender package is just about ready to be posted to the Alberta Purchasing Connection website for public tender. CAO expects a contractor to be selected in December or January.

Design: The design includes 63 new residential lodge units, replacing 43 aging units and giving us 20 more, maximizing the available space in anticipation of the looming needs of our aging population in the region. This design means that all of our seniors will be housed in safe, new and fully functional spaces instead of some that are retro-fitted, ensuring more effective and efficient accommodation along with much improved ability to increase care services in the future.   Aside from the better facility afforded by this design it is important to also highlight the creation of a valuable and substantial piece of property to be used to meet regional needs in the future. The area currently taken up by the old parts of the original lodge will be used to bring higher levels of supportive living to the region for true aging in place.

Economics: The current overall capital cost estimate if $15.7 million. ASHC representatives have tentatively committed to paying the total project fees upfront, with an agreement by BVRH to repay 20% of the capital costs over time. BVRH will develop a fundraising program that will help fund equipment and furniture purchases for the new building.

 

Communications: A communications plan is in place. Efforts to date include written updates to our member’s municipal councils, our residents, our immediate neighbours and, our employees and a series of open-house type information sessions for these audiences. We will also present to our member’s municipal councils.

 

Next steps: Phase 2: BVRH is currently developing an application to the recently announced ASLI grant program. Under this program projects receive 50% capital funding from the Province, as well as an operating agreement with AHS for designated levels of supportive living. We have been encouraged to apply in light of the fact that the Province is eager to build more beds, and our region has been identified as a target for some of them. Given timing surrounding Phase 1, it is possible that we will be more likely to secure ASLI funding during the 2015 round, but we’ll apply this year and if necessary apply again next year. Phase 2 would create between 54 and 75 SL3/4/D units on the footprint currently occupied by the original lodge, bringing again in place to our region. It would also have positive economic effects, hopefully taking Bow River Lodge to cost neutrality!

 

---

Acronym Glossary:

AAMD&C = Alberta Association of Municipal Districts and Counties
ADM = Assistant Deputy Minister
AHS = Alberta Health Services
AMA = Alberta Municipal Affairs
APHAA = Alberta Public Housing Administrators Association
ASCHA = Alberta Seniors Citizens Housing Association
ASHC = Alberta Social Housing Corporation
AUMA = Alberta Urban Municipalities Association
BHC = Banff Housing Corporation
BRL = Bow River Lodge
BVRH = Bow Valley Regional Housing
CAO = Chief Administrative Officer
CCHC = Canmore Community Housing Corp
CNIT = Core Need Income Threshold
EHC = Enhanced Homecare
HMB = Housing Management Body
MO = Ministerial Order
RGI = Rent Geared to Income
SL = Supportive Living
SSC = Seniors’ self-contained (independent seniors housing)

---

About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing a total of about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.

 

The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:

• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

 

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

 

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

 

These bulletins are available on our website at www.bvrh.ca

 

BVRH Bulletin – November 2014

BVRH Bulletin

November 2014

Summary of the October regular meeting of the board:

The board learned that efforts continue to develop an appropriate and well-functioning RGI program to be implemented later in 2015. The guiding principles of this initiative are: affordability, fairness and sustainability.

CAO presented an update about our 24 hour home care initiative whereby we are seeking same in our lodges to enhance the level of supportive living we can offer to our region furthering our goal of aging in place. The board learned that the local home care and hospital organizations strongly support our efforts, and that the new Premier is urging development of more supportive living in the province.

Levels of supportive living (very basically):

1. Independent
2. Functionally independent with or without the help of community resources. Able to function with regularly scheduled assistance. Able to make own decisions and know when needs are not being met.
3. Require some unscheduled assistance, requires 24 hour access to home care type workers with an LPN on call. Able to make some decisions and usually know when needs are not being met.
4. Require frequent unscheduled assistance, perhaps modified diet and foods, requires 24 hour access to LPN with RN on call. Unable to make most decisions and typically won’t know if needs are not being met.

The board reviewed our lodge fees and administration recommendations. Increases are proposed to continue ongoing efforts to maximize affordability, sustainability and fairness in our revenue model. Currently lodge resident fees cover just 44% of our operating budget, requiring taxpayer subsidies to cover the rest, regardless of resident incomes/ability to pay. The board approved the increases, which match those made last year, effective January 1, 2015.

The board learned that administration is currently developing a budget proposal for the consideration of the board. This budget will take the pending RGI implementation into consideration. Our operating budgets are prepared each year and are forecasts of expected annual revenues and planned expenditures that support the Lodge Programs supportive living operations. The CAO advised that much higher than normal demands on administrative resources will likely result in schedule adjustments for some ongoing initiatives.

The board learned that a recent “Fire Summit” was held in Edmonton during which the topic of fire safety in seniors’ housing was the focus. The summit brought stakeholders from across the province together to explore fire safety issues and to seek solutions to those identified. Top priorities for recommended action included:

• Development of a common definition of care to be used in the Alberta Building and Fire Codes
• Development of an effective Provincial Task Force on Fire Safety in Care Facilities
• Development of an Inventory of Existing Facilities
• Immediate adoption of the B3 Building Classification
• Ensure compliance through enforcement and incentives
• Emphasize the importance of Education

These recommendations are being forwarded to the Government of Alberta for consideration and, ideally, implementation. The board also learned that BVRH is trialling a safety device purported to substantially reduce the fire hazard posed by microwave oven and stove use.

The board received a proposed planning document to guide exploration and development of a comprehensive fundraising program for BVRH under the guiding principle that we cannot be great without philanthropy.

 

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge                   97% occupancy

Cascade House                      100% occupancy

Bow River Homes                  100% occupancy

Mount Edith House               100% occupancy

Community Housing              98% occupancy

Rent Supplement                   100% subscription

 

Major project status updates:

Temporary Flood relief housing:

BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

Bow River Lodge Redevelopment: “This is Home”

Land update: The land is now owned by ASHC, meaning it is ours to develop.

Schedule:  The anticipated start date is early 2015. Development Permit application has been submitted to the Town of Canmore. The tender package is just about ready to be posted to the Alberta Purchasing Connection website for public tender. CAO expects a contractor to be selected in December.

Design: The design includes 63 new residential lodge units, maximizing the available space in anticipation of the looming needs of our aging population in the region. This design means that all of our seniors will be housed in safe, new and fully functional spaces instead of some that are retro-fitted, ensuring more effective and efficient accommodation along with much improved ability to increase care services in the future.   Aside from the better facility afforded by this design it is important to also highlight the creation of a valuable and substantial piece of property to be used to meet regional needs in the future. The area currently taken up by the old parts of the original lodge will be used to bring higher levels of supportive living to the region for true aging in place.

Economics: The current overall capital cost estimate if $15.7 million. ASHC representatives have committed to paying the total project fees upfront, with an agreement by BVRH to repay 20% of the capital costs over time. BVRH will develop a fundraising program that will help fund equipment and furniture purchases for the new building.

Communications: A communications plan is in place. Efforts to date include written updates to our member’s municipal councils, our residents, our immediate neighbours and, our employees. We will next hold open-house type information sessions for these audiences on November 26, 2014. We will also present to our member’s municipal councils.

 

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Acronym Glossary:

AAMD&C = Alberta Association of Municipal Districts and Counties
ADM = Assistant Deputy Minister
AHS = Alberta Health Services
AMA = Alberta Municipal Affairs
APHAA = Alberta Public Housing Administrators Association
ASCHA = Alberta Seniors Citizens Housing Association
ASHC = Alberta Social Housing Corporation
AUMA = Alberta Urban Municipalities Association
BHC = Banff Housing Corporation
BRL = Bow River Lodge
BVRH = Bow Valley Regional Housing
CAO = Chief Administrative Officer
CCHC = Canmore Community Housing Corp
CNIT = Core Need Income Threshold
EHC = Enhanced Homecare
HMB = Housing Management Body
MO = Ministerial Order
RGI = Rent Geared to Income
SL = Supportive Living
SSC = Seniors’ self-contained (independent seniors housing)

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About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing a total of about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.

 

The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:

• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

 

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

 

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

 

These bulletins are available on our website at www.bvrh.ca

 

BVRH Bulletin – October 2014

BVRH Bulletin

October 2014

Summary of the September regular meeting of the board:

CAO reported a meeting with a local grassroots group who are in the early stages of pursuing a local hospice program. The program would provide palliative and other special care to patients within and beyond our region. Thus began a very high-level examination of how we might collaborate. A program such as this could potentially fit on our lodge site within our campus of care vision, bringing a much needed and welcome host of programming to the region.

The board received the notes from the facilitated working session that will inform our RGI-related communications plan and overall program. Our priorities include:

• Ensuring that residents feel that they have had ample notice and an opportunity to comment on the change;
• Helping the residents understand the reasonableness of the change, that it is part of a growing trend that makes sense and;
• Sharing a vision for the future that will show how the change can help make the future better.

The guiding principles of this initiative are: affordability, fairness and sustainability.

CAO reported on previous board meetings with our BRL residents where there had been questions about plowing the trail between Fairholme Drive and Railway Avenue during snow season. The Town is now paving the trail so we can expect year-round use of the pathway for our residents.

CAO reported on recent meetings with a fundraising professional to explore development of a broad vision for the organization in this area. CAO supports the concept “we cannot achieve our goal of being a great HMB without philanthropy”. CAO will arrange for a board session on fundraising during the November board meeting. Meanwhile CAO and consultant will work on key next steps to be prepared to move forward after the presentation as appropriate.

The board learned that Premier Prentice has directed Jeff Johnson, Minister of the new Ministry of Seniors, to “address the fire code and safety issues surrounding existing senior’s accommodation in Alberta”.

Alberta Housing has changed the way HMB’s prepare business plans. Unfortunately this means that despite the fact we submitted a 3-year plan earlier this year all HMB’s have been notified that a completed business plan is due to be submitted by December 1, 2014. This will tax our administration, but it is a priority. Performance measures outlined in the plan have been incorporated into the new CAO employment agreement for annual reviews going forward.

The board received details from the results of the 2014 customer satisfaction surveys, which culminated in an overall satisfaction rating of 90%. The surveys highlighted certain areas of service that will be managed to strengthen customer satisfaction.

The board received details from the results of the 2014 employee satisfaction survey, which culminated in an overall satisfaction rating of 81%. The surveys highlighted certain areas of operations that will be managed to strengthen employee satisfaction.

 

Summary of the BVRH personnel committee meetings:

The committee agreed to recommend the board approve the ongoing practice of calculating COLA for all eligible BVRH employees as a blended rate combining 50% of the Town of Canmore COLA, and 50% of the Town of Banff COLA initiatives being applied to municipal employees. The BVRH board accepted the recommendation.

The committee reviewed the CAO 2013-14 Action Plan, Development Plan and overall performance. The committee agreed that the action plan tasks had either been completed or were proceeding in a logical fashion, and that the 2014-15 Plan would be informed by the Strategic Goals and Business Plan. The committee also agreed that development efforts to date had been well worthwhile, and that a review would be conducted to identify further opportunities for development. Furthermore the committee evaluated CAO using established standard performance indicators. Committee scored CAO as having achieved rating of “Exceeded Job Requirements” for 14 out of 15 indicators, the remaining 1being rated as “Achieved Job Requirements”. Overall evaluation found CAO to Exceed Expectations. The BVRH board accepted the results of the review. Formal CAO development and performance reviews are held annually.

The committee reviewed CAO compensation and developed recommendations to be presented to the board. The recommendations address potential COLA (TBD), market adjustment similar to previous year (3rd of 3 year program) and merit bonus. The BVRH board accepted the recommendations.

The committee reviewed the BVRH CAO Position wage range and developed relevant recommendations. The BVRH board accepted the recommendations.

The committee adopted a new 5 year CAO employment contract, which was professionally developed by a Human Resources Lawyer. The board approved the new contract as presented.

 

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge                  100% occupancy

Cascade House                      100% occupancy

Bow River Homes                 100% occupancy

Mount Edith House               100% occupancy

Community Housing             100% occupancy

Rent Supplement                   100% subscription

 

Major project status updates:

Temporary Flood relief housing:

BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

Bow River Lodge Redevelopment:

Land update: ASHC has ratified the proposed land transfers. Town of Canmore will receive proposal from ASHC shortly for consideration by council. Update: Town of Canmore Council have approved the land transfer!

Schedule:  The anticipated start date is November. Development Permit application has been submitted to the Town of Canmore. The tender package should be ready by mid-October.

Design: The design includes 63 new residential lodge units, maximizing the available space in anticipation of the looming needs of our aging population in the region. This design means that all of our seniors will be housed in safe, new and fully functional spaces instead of some that are retro-fitted, ensuring more effective and efficient accommodation along with much improved ability to increase care services in the future.  The design looks good, but cost will determine how we proceed. Aside from the better facility afforded by this design it is important to also highlight the creation of a valuable and substantial piece of property to be used to meet regional needs in the future.

Economics: Discussions about the higher capital cost estimate versus announced funding with ASHC representatives stating they are not interested in leaving funding shortfalls up to management bodies and municipalities to manage, saying that in essence the original 80/20 split would remain, but how it would be structured would still have to be determined. This is tempered by the fact that the tendered cost will be subjected to testing to ensure that any cost increases are reasonable/acceptable. The board will discuss a formal fundraising program further in the near future.

Communications: A communications plan is in place. Efforts to date include written updates to our member’s municipal councils, our residents, our immediate neighbours and, our employees. We will next hold open-house type information sessions for these audiences. We will present to our member’s municipal councils when we have reliable figures to share.

BVRH continues to work with the Province to develop a clear project scope, funding models and designs, with the expectation of presenting this project to our contributing member municipal councils when clear data becomes available.

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Acronym Glossary:

AAMD&C = Alberta Association of Municipal Districts and Counties
ADM = Assistant Deputy Minister
AHS = Alberta Health Services
AMA = Alberta Municipal Affairs
APHAA = Alberta Public Housing Administrators Association
ASCHA = Alberta Seniors Citizens Housing Association
ASHC = Alberta Social Housing Corporation
AUMA = Alberta Urban Municipalities Association
BHC = Banff Housing Corporation
BRL = Bow River Lodge
BVRH = Bow Valley Regional Housing
CAO = Chief Administrative Officer
CCHC = Canmore Community Housing Corp
CNIT = Core Need Income Threshold
EHC = Enhanced Homecare
HMB = Housing Management Body
MO = Ministerial Order
RGI = Rent Geared to Income
SL = Supportive Living
SSC = Seniors’ self-contained (independent seniors housing)

---

About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing a total of about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.

 

The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:

• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

 

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

 

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

 

These bulletins are available on our website at www.bvrh.ca

 

BVRH Bulletin – September 2014

BVRH Bulletin

September 2014

Summary of the August regular meeting of the board:

Leslie Taylor facilitated a working session with the Board and senior management to assist with development of a Communications Plan so that we can:

• Ensure that residents feel that they have had ample notice and an opportunity to comment on the change;
• Help the residents understand the reasonableness of the change, that it is part of a growing trend that makes sense and;
• Share a vision for the future that will show how the change can help make the future better.

It was agreed that this initiative is the right thing to do and that the organization, and consequently our stakeholders, will emerge better off. The guiding principles of this initiative are: affordability, fairness and sustainability.

The board approved the new Tenant Selection Policy.

The board accepted the KMSS external audit proposal for the 2014 financial audit.

 

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge                  100% occupancy

Cascade House                      95% occupancy (1 vacancy allocated to 1 applicant)

Bow River Homes                 100% occupancy

Mount Edith House               97% occupancy (1 vacancy allocated to 1 applicant)

Community Housing             100% occupancy

Rent Supplement                   100% subscription

 

Major project status updates:

Temporary Flood relief housing:

BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

 

Bow River Lodge Redevelopment:

Land update: ASHC and Town of Canmore are still discussing a broader range of land-related matters, including the land earmarked for the expansion. Interim access was granted so that the surveys and analyses could be conducted

Schedule:  The anticipated start date remains October. ASHC is still committed to getting the project underway this Fall. The Development Permit application will likely proceed in late August, having been pushed back while waiting for surveys, etc.

Design: The design phase is nearly done in terms of layout and FFE.

Economics: Discussions about the higher capital cost estimate versus announced funding with ASHC representatives stating they are not interested in leaving funding shortfalls up to management bodies and municipalities to manage, saying that in essence the original 80/20 split would remain, but how it would be structured would still have to be determined. This is tempered by the fact that the tendered cost will be subjected to testing to ensure that any cost increases are reasonable/acceptable. The board will discuss a formal fundraising program further in the near future.

BVRH continues to work with the Province to develop a clear project scope, funding models and designs, with the expectation of presenting this project to our contributing member municipal councils when clear data becomes available.

---

 

Acronym Glossary:

AAMD&C = Alberta Association of Municipal Districts and Counties
ADM = Assistant Deputy Minister
AHS = Alberta Health Services
AMA = Alberta Municipal Affairs
APHAA = Alberta Public Housing Administrators Association
ASCHA = Alberta Seniors Citizens Housing Association
ASHC = Alberta Social Housing Corporation
AUMA = Alberta Urban Municipalities Association
BHC = Banff Housing Corporation
BRL = Bow River Lodge
BVRH = Bow Valley Regional Housing
CAO = Chief Administrative Officer
CCHC = Canmore Community Housing Corp
CNIT = Core Need Income Threshold
EHC = Enhanced Homecare
HMB = Housing Management Body
MO = Ministerial Order
RGI = Rent Geared to Income
SL = Supportive Living
SSC = Seniors’ self-contained (independent seniors housing)

---

 

About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing a total of about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.

The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:

• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

These bulletins are available on our website at http://www.bvrh.ca

BVRH Bulletin – August 2014

BVRH Bulletin

August 2014

Summary of the July regular meeting of the board:

The board received the BVRH Q2 2014 Financial Statements for information.

The board learned that the Province has identified 38% of the 160+ seniors’ lodges and 5% of the 425+ independent seniors’ buildings in Alberta are fully sprinklered. They have determined that the cost to install sprinklers in these buildings will likely approach over $400 million. BVRH is fortunate in that 100% of our lodge spaces will be sprinklered upon completion of the BRL redevelopment project. We will continue to encourage provincial funding to sprinkler our independent seniors’ buildings.

The board received the 2nd Quarter 2014 update on all 2013 – 2018 Strategic Goals, which address:

• ongoing operation of our housing and hospitality programs
• administrative structure
• redevelopment of Bow River Lodge
• improved sustainability of our revenue models, including development of the rent-geared to income model in lodges
• knowing and meeting regional housing needs through collaboration with relevant stakeholders and agencies
• organizational capacity development
• employee satisfaction
• governance models

The board learned that AMA Housing is developing a new business planning process for HMB’s. This process will require significantly more administration than the current model, but at the same time will greatly enhance accountability and efficiency for HMB’s. The board also learned that the CAO was among a group of HMB CAO’s selected to review a draft version of the Business Plan template and provide feedback to AMA Housing.

The board learned that a recent change to the CNIT for Canmore, initiated by Town of Canmore and CCHC, will mean more applicants will be eligible to benefit from our social housing programs.

The board reviewed and discussed pending changes to BVRH tenant selection policies. CAO will present proposed policy to the board for approval at the next regular board meeting. Proposed changes will include a residency requirement for the lodge program, administration performing tenant allocation, and reporting of all tenant allocation to the board at regular meetings. BVRH will continue to advocate for review and reform of legislated selection regulations, particularly in terms of consideration of how candidates’ assets affect eligibility and/or priority of need.

The board received a brief update about our exploration of an initiative that would improve the effectiveness of our housing programs by re-profiling our standalone houses in Canmore, learning that a letter to the ADM of AMA Housing had garnered an encouraging reply. Administration will continue to explore this matter, including a request for pertinent information from AMA Housing.

ASCHA continues to provide substantial assistance with the development of a strong RGI model. An action plan has been developed with the goals of:

a) Identifying and developing a strong model that is appropriate given our facilities and operations

b) Developing a comprehensive business case

c) Developing a strong implementation plan.

The guiding principles of this initiative are: affordability, fairness and sustainability. CAO has contracted LA Taylor Consulting to assist with development of a Communications Plan so that we can:

• Ensure that residents feel that they have had ample notice and an opportunity to comment on the change;
• Help the residents understand the reasonableness of the change, and why the status quo is not an option and;
• Share a vision for the future that will show how the change can help make the future better.

The board agreed to participate in a workshop before the next regular board meeting to work on the plan.

 

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge                  95% occupancy (3 vacancies allocated to 3 applicants)

Cascade House                       86% occupancy (3 vacancies allocated to 3 applicants)

Bow River Homes              100% occupancy

Mount Edith House            97% occupancy (1 vacancy allocated to 1 applicant)

Community Housing         98% occupancy (1 vacancy allocated to 1 applicant)

Rent Supplement                100% subscription

 

Major project status updates: 

Temporary Flood relief housing:

BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

Bow River Lodge Redevelopment:

Land update: ASHC and Town of Canmore are discussing a broader range of land-related matters, including the land earmarked for the expansion. Interim access had been granted to conduct surveys and analysis. Nothing appears to be a barrier to our project.

Schedule:  The anticipated construction start date is now late October, having been moved back due to the land survey process. Development Permit application will likely proceed in early August.

Design: The program design phase is nearing completion but will be followed by detailed design of building systems. The current design includes 63 new residential lodge units, maximizing the available space in anticipation of the looming needs of our aging population in the region. This design means that all of our seniors will be housed in safe, new and fully functional spaces instead of some that are retro-fitted, ensuring more effective and efficient accommodation along with the ability to increase care services in the future.  The design looks good, but cost will determine how we proceed. Phase 2 planning will be a strong priority over the course of Phase 1 construction and will have to be informed by valid data indicating regional housing needs that BVRH could address in the facility or otherwise on the site.

Economics: Ongoing discussions about the higher capital cost estimate versus announced funding with ASHC representatives stating they are not interested in leaving funding shortfalls up to management bodies and municipalities to manage, saying that in essence the original 80/20 split would remain, but how it would be structured would still have to be determined. This is tempered by the fact that the tendered cost will be subjected to testing to ensure that any cost increases are reasonable/acceptable. The board will discuss a formal fundraising program further in the near future.

BVRH continues to work with the Province to develop a clear project scope, funding models and designs, with the expectation of presenting this project to our contributing member municipal councils when clear data becomes available.

 

---

 

Acronym Glossary:

AAMD&C = Alberta Association of Municipal Districts and Counties
ADM = Assistant Deputy Minister
AHS = Alberta Health Services
AMA = Alberta Municipal Affairs
APHAA = Alberta Public Housing Administrators Association
ASCHA = Alberta Seniors Citizens Housing Association
ASHC = Alberta Social Housing Corporation
AUMA = Alberta Urban Municipalities Association
BHC = Banff Housing Corporation
BRL = Bow River Lodge
BVRH = Bow Valley Regional Housing
CAO = Chief Administrative Officer
CCHC = Canmore Community Housing Corp
CNIT = Core Need Income Threshold
EHC = Enhanced Homecare
HMB = Housing Management Body
MO = Ministerial Order
RGI = Rent Geared to Income
SL = Supportive Living
SSC = Seniors’ self-contained (independent seniors housing)

 

---

 

About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing a total of about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.

 

The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:

• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

 

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

These bulletins are available on our website at www.bvrh.ca

BVRH Bulletin – July 2014

BVRH Bulletin

July 2014

Summary of the June regular meeting of the board:

The board learned that our supportive living accommodation “mini” inspection at Cascade House had taken place on June 20, 2014, and that we achieved a perfect score once again (that’s 3 years running!), being 100% in compliance. This inspection occurred at the half-way point in our 2-year license; next year we will undergo the full process for licence renewal.

An action plan for development and implementation of a Rent Geared-to-Income (RGI) model is being developed with the goals of: a) identifying and developing a strong model that is appropriate given our facilities and operations b) developing a comprehensive business case c) developing a strong implementation plan. Currently a realistic schedule would appear to feature actual implementation in the last half of 2015. The guiding principles of this initiative are: affordability, fairness and sustainability.

The board received an update on BVRH efforts to have AHS provide 24-hour home care services at Bow River Lodge, which would fill a significant gap in regional capacity for aging in place. We hope to be able to have a partnership with AHS in place within 18 months.

The board learned that members of the BVRH seniors management team had presented an organizational overview focused on seniors programming to the Heart Mountain Go Getters in Exshaw earlier in June.

The board learned that CAO had provided supportive comments regarding the Town of Canmore initiative to redevelop the Old Daycare Site through an online survey and will draft a letter of support in keeping with our strategic goal of “Remaining informed of regional housing needs and collaborating with relevant stakeholders to meet the relevant and valid demands”. The board agreed that BVRH supports “what’s best for the community“, advocating for the development of affordable housing in the region, and feels that the site is well-suited to be used in part for this purpose.

The board received an update about ongoing organizational development efforts, including an ongoing Team Building initiative. The guiding principle of this initiative is “respecting differences while celebrating similarities as we enhance our ability to function as a team”. Most of the BVRH staff participated in Customer Service training this month. The guiding principle of this training is “providing caring services to our clients in their homes”. Ongoing staff development is a cornerstone of BVRH operations, reflected in our strategic goals of “Continued organizational capacity development ensuring BVRH is able to effectively provide excellent service into the future” and “Ensuring employee satisfaction”.

 

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge       97% occupancy (2 vacancies)

Cascade House           95% occupancy (1 vacancy)

Bow River Homes      100% occupancy

Mount Edith House    97% occupancy  (1 vacancy)

Community Housing   93% occupancy  (4 vacancies)

Rent Supplement         100% subscription

 

Major project status updates:

Temporary Flood relief housing:

BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

Bow River Lodge Redevelopment:

Land update: ASHC and Town of Canmore are discussing a broader range of land-related matters, including the land earmarked for the expansion. Interim access has been granted to conduct surveys and analysis. Nothing appears to be a barrier to our project.

Schedule:  The anticipated construction start date is early October, having been moved back a bit due to changes in the design concept and the land survey process. ASHC is committed to getting the project underway this Fall. Development Permit application will likely proceed in late June or early July.

Design: The design phase is progressing to more detailed aspects. The board agreed to pursue addition of 4 residential units to the southern wing design to maximize land use and cost-effectiveness in preparation for future seniors housing demands. Phase 2 planning will be a strong priority over the course of Phase 1 construction and will have to be informed by valid data indicating regional housing needs that BVRH could address in the facility or otherwise on the site.

Economics: Ongoing discussions about the higher capital cost estimate versus announced funding with ASHC representatives stating they are not interested in leaving funding shortfalls up to management bodies and municipalities to manage, saying that in essence the original 80/20 split would remain, but how it would be structured would still have to be determined. This is tempered by the fact that the tendered cost will be subjected to testing to ensure that any cost increases are reasonable/acceptable. The board will discuss a formal fundraising program further in the near future.

BVRH continues to work with the Province to develop a clear project scope, funding models and designs, with the expectation of presenting this project to our contributing member municipal councils when clear data becomes available.

 

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About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.
The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:
• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

These bulletins are available on our website at http://www.bvrh.ca

BVRH Bulletin – June 2014

BVRH Bulletin
June 2014

Summary of the May regular meeting of the board:

The board received resource materials outlining Supportive Living services in Alberta in response to a request for more information about the levels of Supportive Living in Alberta.

The board discussed the development and implementation of an RGI model for our lodges, highlighting benefits to the people of the region that would include:

• Greatly improve long-term ability to continue to provide supportive living accommodations in the region in a much more sustainable, fair and responsible manner.
• Maintaining affordability for lower income earners.
• Maintaining fairness between subsidies and taxpayers funding them; ensuring that those who need subsidies will continue to receive assistance to maintain a minimum disposable income each month.
• Better alignment with the average lodge accommodation fees throughout the province – the Bow Valley has some of the lowest supportive living accommodation fees, requiring significant subsidization to offset some of the highest operating costs in the province due to the economics of the Bow Valley.
• Alignment with the practices of the industry and governmental direction. While only about 10% of lodge operators have implemented an RGI model, they represent about 50% of the lodges in the province. It is widely anticipated that the rest of the industry will adopt RGI models due to their apparent fairness and improvement to sustainability so that lodges can continue to serve Albertans well into the future.

A transition period would provide ample time for residents to adjust to/prepare for a new model. CAO agreed to have a plan in place for board review by the end of 2014. Dates for adoption and implementation of a new model remain unknown.

The board learned that the province has increased the minimum guaranteed disposable income amount by $50 per month, to $315, for those living in lodges.

The board approved CAO recommendation to request an amendment to our agreement with the province to increase LAP grant funding eligibility at Cascade House.

The board discussed tenant selection and resident eligibility in lodges further, agreeing to continue with the review of existing policies and procedures to ensure legal, cultural and financial effectiveness in how we allocate housing in the region. They received an overview of BVRH tenant selection processes, as well as relevant government and internal protocols and documentation.

 

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge       95% occupancy (3 vacant units)

Cascade House           100% occupancy

Bow River Homes      100% occupancy

Mount Edith House    100% occupancy

Community Housing   100% occupancy

Rent Supplement         100% subscription

 

Major project status updates:

Temporary Flood relief housing:

BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

Bow River Lodge Redevelopment:

The board has agreed to proceed with Phase 1 of Concept B4 which will build up to 60 new, barrier-free and safer resident rooms plus new common spaces, a dining room with adequate space and a production kitchen, while leaving older spaces to be used appropriately in support of services to seniors and BVRH. This concept provides many advantages to previous concepts including: increased quality of life for our residents; better timing – sooner is better; more prudent use of capital funding and increased economic efficiency in future operations; serves the region for a much longer time, well into the future; much more closely aligned with the Federal and Provincial funding commitment and; creates more much more usable space on the site for future phases to better address the needs of the region. Cost comparisons using initial capital cost estimates reflect: costs of previous concept (B3): currently estimated to cost at least 80% more than the funding commitment. This figure would likely be higher given the uncertainty regarding costs to renovate the 40 year-old portions of the lodge at this point. Costs of adopted concept (B4): currently estimated to save about $1.5 million compared to B3, while: avoiding cost risks in renovation of older portions of the lodge, which would likely cost in the 80% to 100% + of the cost to build new; providing a superior and more efficient long-lasting building.

The board agrees that proceeding with concept B4 is the right thing to do for BVRH, the people of our region and for the province in meeting our goals of 1) meeting the current and future supportive living accommodation, and perhaps other housing-related needs of our region and 2) significantly improving the economics of the site toward fiscal sustainability.

The board also agreed to continue to use the older areas of the lodge in the interim as appropriate in their current state.

The board identified planning for Phase 2 as a priority to meet the needs of the region.

The board also discussed development of a communications plan.

The working concept maximizes our ability to bring AHS on to commit to health care in Phase 2.

The Town of Canmore remains eager to finalize land arrangements.

BVRH continues to work with the Province to develop a clear project scope, funding models and designs, with the expectation of presenting this project to our contributing member municipal councils when clear data becomes available.

---

 

About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.
The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:
• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

These bulletins are available on our website at http://www.bvrh.ca

BVRH Bulletin – May 2014

BVRH Bulletin
May 2014

Summary of the April regular meeting of the board:

The board received the BVRH Q1 2014 Financial Statements for information.

The board requested more information about the levels of Supportive Living in Alberta, which the CAO will provide.

The board learned that the 2014 Requisition packages had been sent out to our contributing municipalities. The numbers are quite similar to 2013, featuring no increases to operating deficit requirements for the fifth year running and a continuation of annual capital asset management reserve contributions. The Towns of Banff and Canmore will see a substantial decrease this year since they have satisfied previous commitments to capital funding initiatives related to a 2004 addition to BRL and the purchase of Abbeyfield House in 2009. Overall requisitions will be 10% less than 2013!

The board supports Administration’s prioritization of the development and implementation of an RGI model for our lodges so that we can mitigate certain concerns about subsidization of high income earners, seeking to ensure fairness and sustainable revenues so that we can give the seniors of the region the housing they deserve at fair prices. Government speakers at the recent ASCHA conference indicated an apparent desire for MB’s to transition to RGI models to improve efficiency and fairness. At present about 10% of ASHCA members have implemented such programs, accounting for about 50% of all lodges in the province. CAO was directed to consider sourcing external expertise and assistance with this project in pursuit of a high-quality program to be developed by year end.

The board received a brief update about the Alberta Housing initiative to improve fire mitigation strategies in their Seniors Housing portfolio. The BRL fire panel upgrade had been completed and administration had submitted formal requests to Alberta Housing for full fire systems in Bow River Homes and Mount Edith House.

The board received the 1st Quarter 2014 update on all 2013 – 2018 Strategic Goals, which address:
• ongoing operation of our housing and hospitality programs
• administrative structure
• redevelopment of Bow River Lodge
• improved sustainability of our revenue models, including development of the rent-geared to income model in lodges
• knowing and meeting regional housing needs through collaboration with relevant stakeholders and agencies
• organizational capacity development
• employee satisfaction
• governance models

The board reviewed and commented on the Interim Document of the Banff Community Housing Strategy Committee, noting the good work done and need for more of the same.

The board discussed tenant selection and resident eligibility in lodges, agreeing to review existing policies and procedures to ensure legal, cultural and financial effectiveness in how we allocate housing in the region.

The board agreed to explore reprofiling of our stand-alone houses in hopes of better meeting the housing needs of the region, starting with a request for information from Alberta Housing.

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs:

Bow River Lodge 92% occupancy (5 vacant units)
Cascade House 100% occupancy
Bow River Homes 100% occupancy (1 vacant unit)
Mount Edith House 97% occupancy (1 vacant unit)
Community Housing 100% occupancy
Rent Supplement 100% subscription

Major project status updates:

Temporary Flood relief housing:
BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

Bow River Lodge Redevelopment:
Progress continues; it is still important to note that Phase 1 will result in a net increase of about 10 to 12 lodge units, while Phase 2 will be built to address identified and validated housing needs in the Bow Corridor that align with the BVRH mandate, helping to support Aging in Place to the Bow Valley!

The design team was expected to have the final functional programming along with the overarching program ready for approval by the end of April. The concept builds on both BVRH and Alberta Social Housing Corp priorities.

AHS has restated their inability to commit to health care in Phase 2 without further planning.

The board agreed to the need to develop a comprehensive communications plan, seeking help from local experts.

The board agreed to meet to discuss fundraising plans and messaging, seeking help from locals with experience. The board has created a BRL Redevelopment FFE Reserve Fund, which will ensure our ability to purchase the furnishings and equipment necessary to operate the lodge once the redevelopment project has given us a new and bigger facility. The board has kick-started the fund with $50,000!

The Town of Canmore remains eager to finalize land arrangements.

BVRH continues to work with the Province to develop a clear project scope, funding models and designs, with the expectation of presenting this project to our contributing member municipal councils when clear data becomes available.

---

 

About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.
The BVRH Mission Statement

Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage:
• seniors’ lodges in Canmore and Banff that currently house up to 85 residents
• seniors’ independent housing buildings in Canmore and Banff that have 62 one-bedroom apartments
• 58 family housing residences in Canmore
• Interim relief housing for about 6 households displaced by the June floods
• the Rent Supplement Program in the region that currently provides financial assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley in 8 permanent and 1 interim housing projects encompassing 41 separate buildings between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

The BVRH Vision Statement

In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion.

We will remain committed to staying informed of relevant and valid community trends and housing needs.

We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing.

We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

BVRH Values

Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes.

Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness.

Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

These bulletins are available on our website at http://www.bvrh.ca