putting people first: 10-year housing & homelessness plan. nipissing...

DNSSAB Research and Analysis

DISTRICT OF NIPISSING SOCIAL SERVICES ADMINISTRATION BOARD

Putting People First: 10-year Housing & Homelessness Plan.

Nipissing District Project Research Design

David Plumstead, DNSSAB Research Analyst

October 29, 2012

This report is a corollary to the Project Charter, Putting People First: 10 Year Housing and Homelessness Plan, District of Nipissing. Specifically, this paper focuses on the research design for the 10-year housing and homelessness plan, which includes defining the research objectives and methodology.

TABLE OF CONTENTS

DNSSAB Research and Analysis Page 1

SUMMARY………………………………………………………………………………………………………………………………………...2

I BACKGROUND…………………………………………………………………………………………………………………………………….4

II INTRODUCTION………………………………………………………………………………………………………………………………….6

2.0 Problem Statement..………………………………………………………………………………………………………………………..6

2.1 Research Rationale & Purpose………………………………………………………………………………………………………….6

2.2 Research Aim and Objectives……………………………………………………………………………………………………………6

2.3 Research Significance & Application…………………………………………………………………………………………………8

2.4 Research Setting and Environment…………………………………………………………………………………………………..8

III RESEARCH METHODOLOGY………………………………………………………………………………………………………………14

3.0 Research Approach ............................................................................................................................... 14

3.1 Research Guiding Principles .................................................................................................................. 14

3.2 Data Sources ......................................................................................................................................... 15

3.3 Data Collection Methods – Secondary Data ......................................................................................... 16

3.4 Data Collection Methods – Primary Data ............................................................................................. 17

3.5 Data Analysis ......................................................................................................................................... 21

3.6 Methodology Risks /Limitations ........................................................................................................... 25

3.7 Ethical Review ....................................................................................................................................... 26

IV RESOURCES……………………………………………………………………………………………………………………………………….28

4.0 Funding ................................................................................................................................................. 28

4.1 Time ...................................................................................................................................................... 28

4.2 Human Resources, Research Full-time Equivalents (FTEs) ................................................................... 30

V COMMUNICATIONS……………………………………………………………………………………………………………………………32

APPENDIX………………………………………………………………………………………………………………………………………….33

A)Provincial Interests .................................................................................................................................. 33

B)Ontario Housing Policy Statement .......................................................................................................... 34

C)Housing Continuum ................................................................................................................................. 39

D)Research Methodology Summary Table ................................................................................................. 40

SUMMARY


As mandated under the Housing Services Act 2011, DNSSAB will be developing a 10-year

housing and homelessness plan for Nipissing District. The plan will serve as a five-year update

of the Nipissing District Housing Needs, Supply & Affordability Study (2008) which empirically

revealed gaps in each area of the housing continuum and the subsequent need for more

acceptable housing in Nipissing District. The plan will also result in strategies and action to

address the housing gaps and need in the district, and take DNSSAB a step further towards

realizing its vision of enhancing opportunities for citizen success. Developing the 10-year

housing and homelessness plan will take place over one year, with the research activities set to

begin in November 2012.

The plan’s development centers around the meeting of four research objectives which include

assessing the housing and homelessness landscape in Nipissing District, assessing the district’s

current and future housing needs, and developing an implementation plan. Each of these

objectives has multiple sub-objectives and they were determined by taking into account the

provincial requirements for housing and homelessness plans, pursuant to the Housing Services

Act (HSA), 2011. Thus the objectives meet the mandatory components of the housing and

homelessness plans, and they also follow the provincial interests in the Housing Services Act

and the policy direction set out in the Ontario Housing Policy Statement.

The research for the 10-year housing and homelessness plan will be conducted in a housing

environment that has been negatively charged by recent policy and funding changes. These

include the consolidation of five housing and homelessness programs into the new Community

Homelessness Prevention Initiative (CHPI), and the cancellation of the Community Start-up and

Maintenance Benefit (CSUMB) and the Residential Rehabilitation and Assistance Program

(RRAP). With less funding and more people to serve, the housing and homelessness plan is

starting off on rocky footing.

The population under study for the housing and homelessness plan is the citizens of Nipissing

District who are in need of acceptable housing. Population sub-groups are also being included

in the plan, specifically people with disabilities, victims of domestic violence, people who have

experienced homelessness, Aboriginals living off-reserve, youth, and senior citizens.

The research methodology for the 10-year housing and homelessness plan will take a mixed-

methods approach incorporating both quantitative and qualitative data and analysis. This

approach is largely determined by the research objectives which in order to meet, will require

collecting, analyzing and interpreting, both quantitative and qualitative data. The data will

come from a number of different primary and secondary sources. In general, the primary data

will come from people (such as service providers and the population and sub-populations

mentioned above) while the secondary data will come from sources such as Statistics Canada

and the Canada and Mortgage Housing Corporation. Additionally, other sources will be tapped

SUMMARY


as required and these may include the district’s municipalities and other various community

organizations and groups. In terms of data collection, DNSSAB currently has access to most of

the quantitative data through the various secondary sources. Some data – such as the taxfiler

data from Statistics Canada - will need to be purchased. The qualitative data will be collected

through public consultations, focus groups, interviews and surveys. Depending on the type of

data collected, the analysis of the data will require both quantitative and qualitative methods.

The resources required to conduct the research for the housing and homelessness plan are best

described in terms of funding, time, and research staff. In terms of project funding, DNSSAB

Community Housing Services has allocated $75,000 for the plan’s development – this excludes

the cost of permanent staff who will work on the project, including the Director of Housing,

Research Analyst, Communications Officer and Administration. Based on the Project Charter,

there is approximately one year to complete the plan, with a start date of November 1, 2011.

However, given the project initiation and organization time on the front end, and the plan’s

approval process on the back end, this leaves eight months (34 weeks) with which to conduct

the direct research activities which involve collecting the data, analyzing and interpreting it, and

writing the plan.

Developing the housing and homelessness plan will be an extensive research project based on

achieving the objectives over an eight month period and using a mixed methodology of

quantitative and qualitative research. There will be a relatively large amount of qualitative data

resulting from the numerous public consultations, focus groups, and interviews, and analyzing

this data is more time consuming then analyzing quantitative data. For a project of this scope it

is recommended that there be two researchers /analysts working on the project at any given

time over the 34 week period in order to meet the completion deadline. Based on a 52 week

working year, this equates to 0.65 (34/52) research FTEs for each researcher /analyst, or 1.3

(0.65 x 2) total research FTEs for the project (221 project days). Given the other work

commitments for other departments over the project period, it is estimated that the Research

Analyst can put in 0.4 FTEs on the housing and homelessness project. To make up the additional

0.9 FTE it is recommended that the DNSSAB Data Coordinator and Project Assistant work on the

project through extended, part-time contract work.

I. BACKGROUND


In 2006 the government of Ontario began a Provincial-Municipal Fiscal and Service Delivery

Review (PMFSDR). The purpose of the review was to “identify a new fiscal and service delivery

partnership for the 21st century” (Facing the Future Together, p. 30). The scope of the review

included looking at the financial and funding relationship between the province and

municipalities, as well as the delivery and governance of human services.

The PMFSDR was completed in 2008 and it set out a number of agreements between the

provinces and municipalities in the areas of fiscal responsibility, infrastructure, and human

services. One of the agreements in the area of human services was that “the province and

municipalities will work towards consolidating the many existing housing and homelessness

programs into an outcome-focused housing service managed at the municipal level” (Facing the

Future Together, p. 3). Furthermore, “this effort will focus on enhancing the capacity of

municipalities by coordinating community-based local service delivery and build on multi-year

housing plans” (p. 22). This provincial-municipal agreement was based on the recognition that

the present housing and homelessness system is fragmented and inefficient due to the 20+

programs being delivered through three separate ministries.

In 2010 the provincial government released its long term affordable housing strategy, Building

Foundations: Building Futures. The housing strategy incorporates some of the agreements set

out in the Provincial-Municipal Fiscal and Service Delivery Review (above), including the

consolidation of housing and homelessness programs. A key component of the long term

affordable housing strategy is the Strong Communities through Affordable Housing Act, 2011.

This legislation (Bill 140) replaces the Social Housing Reform Act, 2000, with the Housing

Services Act, 2011. The main purpose of the Housing Services Act (HSA) is to “provide for

community based planning and delivery of housing and homelessness services with general

provincial oversight and policy direction” and “provide flexibility for Service Managers and

housing providers while retaining requirements with respect to housing programs that predate

this Act, and housing projects that are subject to those programs” (Bill 140, Legislative

Assembly of Ontario). Central to the HSA is the requirement that Service Managers prepare

local housing and homelessness plans while addressing matters of provincial interest.

In view of the background above, the District of Nipissing Social Services Administration Board

(DNSSAB) is commencing with the development of a 10-year housing and homelessness plan for

Nipissing District. These first stages of project planning involve the project’s initiation and

organization (identifying the Project Manager and team, sub-committees, structure,

communications framework), and definition (scope, objectives, work breakdown and schedule,

task owners /responsibilities). Determining resource requirements and project commitments

and agreements (deliverables, timelines, milestones) are also necessary in this planning stage,

before the project is implemented.

I. BACKGROUND


The development of a housing and homelessness plan for the district is predominantly a

“research project” as the majority of the tasks and activities associated with the project involve

research and analysis. Thus in addition to the various project planning stages and

considerations mentioned above, it is necessary to develop the research design for this project.

The research design will provide the framework for conducting the research activities for the

housing and homelessness plan. Specifically, it will clearly spell out the research objectives,

approach, and data collection and analysis methodology. The success of the project – and the

schedule and budget – is largely tied to these research components.

II. INTRODUCTION


2.0 Problem Statement The problem of unacceptable housing and homelessness in Ontario is well documented. While

there is abundant evidence pointing to the extent of the problem, a few key statistics capture

the problem succinctly. At the last count, approximately 627,000 (14.5%) Ontarian households

were living in housing that is considered to be unacceptable. Their housing is unaffordable,

unsuitable, or inadequate, or any combination of these.1 There are approximately 152,000

people in Ontario waiting for social housing, and 8,500 people use an emergency shelter every

day.2

Housing and homelessness problems also persist in Nipissing District. Close to 4,000 households

in the district live in unacceptable housing and there are over 1,500 people on the social

housing waiting list. During the year 2011-2012, 465 people attended the North Bay Crisis

Centre (one of the district’s five emergency shelters). Additionally, evidence from past studies

shows that there are gaps along the entire housing continuum in Nipissing District – starting

with emergency shelters, transitional and supportive housing, moving through to social, non-

profit, and market housing, and ending with housing for senior citizens.

The causes of the above housing need are varied and complex due to the many factors involved

and their interrelationships and covariation. Some of the main causes include a relatively low

supply of affordable housing and rental units; low income; unemployment; labour force

detachment; low education levels; poor health; substance abuse and addictions; disability and

mental illness; and stigma. Thus the problems of housing and homelessness cross over into

many other policy areas and sectors.

2.1 Research Rationale & Purpose The rationale for conducting local housing and homelessness research is evident from the

previous background information and problem statement. Through the new Housing Services

Act 2011, Ontario’s 47 Service Managers are mandated to complete housing and homelessness

plans. The research will also result in strategies and action to address the need as described

above in the problem statement. This is also consistent with DNSSAB’s emphasis on “putting

people first” in pursuit of its vision to enhance opportunities for citizen success. Finally, the

project coincides with the five-year update of the Nipissing District Housing Needs, Supply &

Affordability Study (2008) which was scheduled to commence in 2013.

2.2 Research Aim and Objectives The aim of the research is to investigate local housing and homelessness issues in Nipissing

District, for the creation of a 10-year housing and homelessness plan. There are four research

II. INTRODUCTION


objectives for the project and each has multiple sub-objectives as shown in Table 1 below.

These objectives have largely been determined by the provincial requirements for housing and

homelessness plans, pursuant to the Housing Services Act (HSA), 2011. Thus the objectives

meet the mandatory components of the housing and homelessness plans, and they also follow

the policy direction as set out in the Ontario Housing Policy Statement. Additionally, meeting

these objectives will lead to a local housing and homelessness service system that is consistent

with provincial interests (also set out in the HSA, 2011 – see Appendix A).

Research Objectives for 10-year Housing and Homelessness Plan, Nipissing District Table 1 1.0 Assess the Housing & Homelessness Landscape in Nipissing District 1.1 Perform a literature review of existing evidence around local housing and homelessness issues 1.2 Inventory and map the district’s current housing and homelessness programs and services 1.3 Inventory and map the district’s current housing supply 1.4 Identify current strengths in the local housing and homelessness service system 1.5 Identify current weaknesses and barriers /obstacles outside municipal control 1.6 Identify municipal and DNSSAB housing progress over the past 10 years (accomplishments and lessons Learned) 2.0 Assess the Current Housing Needs in Nipissing District 2.1 Provide a demographic and socioeconomic update 2.2 Identify gaps in housing programs, services, and supports, along Nipissing’s housing continuum 3 i) From the consumer’s perspective, including those prescribed by the HSA 2011 and OHPS4 ii) From the service provider’s perspective, including those prescribed by the HSA 2011 and OHPS5 2.3 Develop strategies to eliminate or reduce the gaps, and /or coordinate /integrate housing services 3.0 Assess the Future Housing Needs in Nipissing District 3.1 Estimate the district’s population change over the next 10 years (2013 to 2022) 3.2 Review /update the 10-year affordable housing targets for Nipissing District 3.3 Examine the impact of the housing service provider’s expiring operating agreements on service level

standards 3.4 Examine the impact of the expiry and potential non-renewal, of federal and provincial affordable

housing programs 4.0 Develop Implementation Plan 4.1 Set objectives and targets for the housing needs /priorities identified under objectives 1 to 3 above 4.2 Develop an action plan for achieving the objectives and targets 4.3 Develop indicators for measuring progress in achieving the objectives and targets

Some of the objectives have also been set by the District of Nipissing Social Services

Administration Board (DNSSAB), in conjunction with the updating of its Housing Needs, Supply

& Affordability Study (2008). The updating of the Nipissing housing study closely aligns with the

development of the 10-year housing and homelessness plan and thus the objectives serve the

dual role of satisfying both (note: the 10-year housing and homelessness plan will also serve as

an update to the Nipissing housing study, i.e. there will not be two separate studies or reports).

II. INTRODUCTION


Housing and homelessness is a broad area and there are almost an infinite number of research

questions that could be asked on the subject. The objectives listed in the above table can be

viewed as subproblem areas of the problem statement, so they narrow the research down and

define the project’s scope. The objectives also help to determine the research methodology to

be used in the project. This includes determining the appropriate research approach, identifying

the type and source of data that is required, and collecting and analysing the data.

2.3 Research Significance & Application The applied research undertaken for the housing and homelessness plan for Nipissing District

will build upon – and add to – the existing body of knowledge and evidence that exists on

housing and homelessness issues in Nipissing District. It will do this by updating some of the

current information and data, as well as providing new evidence. The research will have a

practical application as it will influence local housing policy and planning, and the delivery of

housing and homelessness programs and services in Nipissing District. Perhaps most

importantly, the intent of the research is to lead to more citizens in Nipissing District living in

acceptable housing. The research may also have a formal component as it contributes to

housing and homelessness theory, or provides the stimulus for more serious academic inquiry

into a particular housing or homelessness issue.

2.4 Research Setting and Environment The setting and environment is an important consideration for the research design because it

can influence the scope, depth, and methodology of the research and the resources required to

complete the research. The research for the district’s 10-year housing and homelessness plan is

taking place in a housing setting that is undergoing significant change. New provincial housing

legislation and planning requirements for service managers, coupled with major changes in

provincial and federal housing policy and funding, are altering the housing landscape

considerably. These are important considerations heading into the research. The district’s

geography and population characteristics also figure prominently in the research design as

these influence key activities such as data collection. The following subsections look at these

areas in more detail.

2.4.1 Provincial Government Requirements and Guidelines

As mentioned earlier, the provincial government has set out requirements and guidelines for

the service managers to follow in the development of their 10-year housing and homelessness

plans. Specifically, these requirements and guidelines are set out in the Housing Services Act

2011, the Ontario Housing Policy Statement, and the statement of provincial interests. In all,

there are over 25 provincial requirements and guidelines that will largely determine the context

II. INTRODUCTION


and scope of the research project. The following provides a more detailed explanation of the

government’s requirements and guidelines:

2.4.1.1 Housing Services Act, 2011 (HSA)

The HSA requires that the local 10-year housing and homelessness plans include the following

four components:

(a) an assessment of current and future housing needs within the service manager’s service area;

(b) objectives and targets relating to housing needs;

(c) a description of the measures proposed to meet the objectives and targets;

(d) a description of how progress towards meeting the objectives and targets will be measured

Although the term “housing needs” is not defined in the Act, it is being taken for its general,

literal meaning as it pertains to what people need in order to live in - or secure - acceptable

housing. It can be noted that the research objectives listed in Table 1 capture these four

components.

2.4.1.2 Ontario Housing Policy Statement (OHPS)

The Housing Services Act 2011 also stipulates that “for the purpose of guiding service managers

in the preparation of their housing and homelessness plans, the Minister may, with the

approval of the Lieutenant Governor in Council, issue policy statements on matters relating to

housing or homelessness that are of provincial interest”. The Ontario Housing Policy Statement

is one such statement and it is “intended to provide additional policy context and direction to

Service Managers to support the development of locally relevant plans”.

The OHPS has been included in appendix B for reference. The document covers seven policy

areas – with approximately 20 requirements - that the local housing and homelessness plan

needs to address. The research design has taken this policy statement into account by ensuring

that the requirements are met through the research objectives and methodology.

2.4.1.3 Provincial Interest

Additionally, the plan must “address matters of provincial interest” which is to have a system of

housing and homelessness services that address the 12 points listed in Appendix A. It can be

noted that some of these points echo that of the Ontario Housing Policy Statement while

others are additional requirements. These provincial interests have also been incorporated into

the research design to ensure that the local plan is consistent with the provincial direction in

housing and homelessness.

2.4.2 Change in Government Housing Policy and Funding

II. INTRODUCTION


2.4.2.1 Community Homelessness Prevention Initiative (CHPI)

In addition to the above housing and homelessness requirements, the housing landscape is

being significantly altered by the consolidation of the following front-line homelessness

programs: Consolidated Homelessness Prevention Program, Emergency Energy Fund,

Emergency Hostel Services, Domiciliary Hostel Program, and the Provincial Rent Bank.

The program consolidation is a recommendation from the Provincial-Municipal Fiscal and

Service Delivery Review and will go into effect January 2013. The funding for the above

programs is being consolidated into one new program called the Community Homelessness

Prevention Initiative (CHPI). The CHPI is a key part of Ontario’s Long Term Affordable Housing

Strategy, and is intended to “enable Service Managers to develop housing solutions tailored to

local needs” (Ministry of Municipal Affairs and Housing, 2012). However, while many details of

the CHPI are yet to be worked out, it appears that in this preliminary stage, the consolidated

(block) funding for CHPI is less than the total funding for the previous five programs. This

shortfall in funding for core homelessness programs is creating concern amongst staff and key

stakeholders such as the homelessness planning table. So the research for the 10-year housing

and homelessness plan will kick-off in a somewhat negatively charged housing environment.

2.4.2.2 Community Start Up and Maintenance Benefit (CSUMB)

In the 2012 budget Transforming Public Services, the Ontario government announced its

intention to balance the provincial budget over the next five years. One of the measures being

taken in the budget balancing exercise is the cancellation of the Community Start Up and

Maintenance Benefit (CSUMB) starting in January 2013. The CSUMB is a benefit that helps

social assistance recipients (OW and ODSP) establish their principal residence, or prevents them

from being evicted or losing their utilities. This OW benefit is currently funded through an

83/17 provincial /municipal split (the province provides 100% CSUMB funding for ODSP).

Although half the provincial amount of the CSUMB funding is being transferred into the

Community Homelessness Prevention Initiative (CHPI) described above, the new program has

been expanded beyond social assistance to serve the low income population in general (based

on a needs test). In a recent press release, the DNSSAB acknowledged that the cut in funding

will create an imminent gap “by asking us to serve more people with less money” and that “ a

significant number of needs will be unmet”.

2.4.2.3 Residential Rehabilitation Assistance Program (RRAP)

In 2011 the federal and provincial governments developed a new affordable housing

framework for 2011 to 2014. Under this framework, changes were made to the federal

government’s (CMHC’s) Affordable Housing Initiative, and off-reserve renovation programs.

One of these changes was the elimination of the long-standing, homeowner Residential

Rehabilitation Assistance Program (RRAP). This program offered financial assistance for

II. INTRODUCTION


“mandatory” home repairs (heating, structural, electrical, plumbing), to low-income

homeowners. Under the new federal-provincial affordable housing framework, a similar

homeowner repair program is available under the Ontario Renovates program (an optional sub-

program in the provincial Investing in Affordable Housing program). The problem is, the funding

that is available for the new Ontario Renovates program is a smaller amount then what was

available for the previous RRAP program. DNSSAB could not meet the demand for the new

Ontario Renovates program in just the first year of administering it. This is very concerning

given the relatively large percentage of houses in disrepair in Nipissing District, which at the last

count (2006), was twice the provincial rate.

The above policy and funding changes in housing and social assistance programs represent a

smaller amount of funding for some of the core housing programs that citizens and the

community have been relying upon to mitigate unacceptable housing conditions. These funding

shortfalls amount to trying to serve more people with less dollars. As the research for the

housing and homelessness plan kicks-off, the project team needs to be aware of these policy

changes and their negative impact on the current housing environment, especially when

conducting public consultations and focus groups. With regards to one of the research

objectives of identifying gaps in housing programs, services, and supports, along Nipissing’s

housing continuum, these recent program changes will invariably be front and center. The

project team will also need to reconcile the positive language and intentions of the 10-year

housing and homelessness plan (which includes “putting people first” and “the goal of ending

homelessness”) with the negative implications and outcomes of the above changes in housing

policy. Hopefully this reconciliation can also lead to developing solutions with the community to

mitigate the impact of these policy and funding changes.

2.4.3 Geography

Nipissing District covers an area of 17,000 square kilometres and has a population of

approximately 85,000 people. From a service management and statistical perspective, the

district is comprised of 15 geographies which include 11 municipalities, two First Nations, and

two unorganized areas, as shown on the map on the following page.

Approximately 73% of the population is urban and lives in the three population centres of

North Bay, Sturgeon Falls (West Nipissing), and Mattawa. The remaining (27%) rural population

is spread out through the two unorganized areas – Nipissing North and South – the two First

Nations (Temagami and Nipissing), and the municipalities of West Nipissing, Temagami, East

Ferris, Chisholm, Bonfield, Calvin, Papineau-Cameron, Mattawan, and South Algonquin.

From a research perspective, the district’s geographical structure and population distribution is

highly relevant to the design of the project, particularly in terms of methodology and

II. INTRODUCTION


population representation. The housing and homelessness plan will require sample

representation from across the district if it is going to meet the requirements set out by the

province and DNSSAB as indicated in the Project Charter.

These requirements state that the housing and homelessness plan must:

include an assessment of current and future housing needs within the service manager’s

service area (Housing Services Act, 2011)

be supported by the district’s 11 municipalities (DNSSAB, Project Charter).

be coordinated and integrated with all municipalities in the service area (Ontario Housing

Policy Statement)

ensure that district urban /rural perspectives are incorporated into plan (DNSSAB, Project

Charter)

Given Nipissing District’s vast geography and rural areas, achieving adequate population

representation will require specific sampling and data collection methods. These are addressed

in more detail in the research methodology section of the report.

2.4.4 Population

Figure 1

II. INTRODUCTION


The population under study is also an important consideration for the project’s research design

as this determines the individual study elements and sampling units, which in turn affects the

project scope and research resources.

The housing and homelessness population under study consists of Nipissing District citizens

who are in need of acceptable housing. The empirical evidence and literature on housing and

homelessness indicates that this population will largely be comprised of people with low

incomes, low education levels, disabilities, substance abuse and/or addiction problems, and

little-to-no employment. Lone-parents, singles, and Aboriginals also tend to be over-

represented in the population that is in need of acceptable housing.

In addition to the population above, the Housing Services Act 2011 stipulates that “in the

course of preparing its housing and homelessness plan, a service manager shall consult with the

public and the prescribed persons”. The ‘prescribed persons’ in this case are those referenced

in the Ontario Housing Policy Statement and include the following population sub-groups:

people with disabilities (accessibility)

victims of domestic violence (special priority)

people who have experienced homelessness

Aboriginals living off-reserve

Finally, the policy statement stipulates that the housing and homelessness plans “reflect the

evolving demographics of their community and address the needs of specific local groups”.

These groups might include seniors, youth, immigrants, etc. At the time of this paper, these

other population sub-groups have not been defined. Presumably however, addressing the

housing needs of senior citizens and youth would also be deemed important by the DNSSAB

and community.

Table 2 below summarizes the population under study. The section on research methodology

goes into more detail on the sampling plan and the means of data collection from these

population sub-groups.

Project Sampling Frame Table 2 Citizens of Nipissing District with housing needs People with disabilities Victims of domestic violence People who have experienced homelessness Aboriginals living off-reserve Youth Senior citizens

III. RESEARCH METHODOLOGY


The research methodology for the 10-year housing and homelessness plan describes the overall

approach for the project. Most research projects take either a quantitative or qualitative

approach, or a mix of both. Each method has its strengths and weaknesses and particular

applications. Which method to use depends on factors such as the purpose and application of

the research, the research problem to be investigated and the type of data that will be

collected. While quantitative research focuses on variables of interest that are numerical and

represent amounts or quantities, qualitative research focuses on variables that are non-

numerical (for example, text or image) that represent characteristics or qualities.

The research methodology also defines the sources of data (for example, for each of the

objectives), and the means of collecting and analyzing the data.

3.0 Research Approach The research for the 10-year housing and homelessness plan will be a mixed-methods

approach. This approach is largely determined by the research objectives in Table 1 which in

order to meet, will require collecting, analyzing and interpreting, both quantitative and

qualitative data. For example, some data will be quantitative and will come from sources such

as Statistics Canada and the Canada Mortgage and Housing Corporation (CMHC). Other data

will be qualitative and will come from focus groups, interviews, and public consultations.

It should be noted that some of the “qualitative” data will first undergo qualitative analysis but

then may be subject to further quantitative analysis (for example, by charting the distribution

of response themes from a focus group). There will be no qualitative research in terms of

participant observation in the natural setting, or studying the complexities of housing and

homelessness phenomena in great detail. Thus the overall approach for the 10-year housing

and homelessness plan will largely be a quantitative approach.

As the main application of the research is a practical one (to inform local policy development,

planning, and service delivery) vs. an academic one (to explore phenomena, develop /confirm

theory, or test hypotheses) the methodology favours the quantitative approach. Additionally,

the project’s relatively large scope (vs. depth), fixed timeline (one year) and limited budget

favours more of a quantitative approach.

3.1 Research Guiding Principles In addition to the Project Charter’s guiding principles for the development of the housing and

homelessness plan, the following principles will help guide the research and ensure that it

remains focused.



Putting people first

“Putting people first” is one of the key pillars in Ontario’s long-term affordable housing

strategy, and is also one of DNSSAB’s core values. The research team will ensure that the best

interests of people who are in need of acceptable housing are kept front-and-centre during the

research activities.

Systems thinking /holistic perspective

Many would agree that housing and homelessness issues have escalated to the point where

they span across many different policy areas and mandates, and thus are beyond the resolve of

any one sector, organization, or government. Viewing housing and homelessness as an

interrelated system where the individual parts are connected and inter-dependent will help the

project team and the community to see the whole, and better understand the underlying

structure and complexities of the local housing system. The systems principle will be

particularly useful when working on housing solutions that require a multi-disciplinary and

sectoral approach.

Not re-creating the wheel

Not consulting the past research and local evidence around housing and homelessness could

lead to poor results through project inefficiencies, duplicated work, or gaps in the research.

Consequently, it would be ineffective to start with a clean slate where there is existing housing

and homelessness knowledge and information already available. Additionally, this will help to

avoid stakeholder fatigue whereby stakeholders are being asked to participate in the housing

and homelessness research, but feel it is repetitive as they have been though the same exercise

before. “Not re-creating the wheel” will be an important principle to adhere to in conducting all

facets of the research.

3.2 Data Sources The research objectives determine what data is needed and where it will come from. The

summary table in appendix D lists the objectives by data source, means of data collection, and

method of analysis. In general, the primary data will come from people (the general public,

service providers, and clients /consumers) while the secondary data will come from databases

such as the national census, the Taxfiler database, the Canada and Mortgage Housing

Corporation and the Homeless Individuals and Family Information System (HIIFIS). Additionally,

other sources will be tapped as required and these include the district’s municipalities and

other various community organizations and groups.

It should be noted that some of the secondary data is limited to specific geographies, while

others are only available for expanded geographies. For example, CMHC data which includes

vacancy rates, average rents, and building data, is only available for North Bay and West



Nipissing. Health data on the other hand, is available by health region (Nipissing District and

Parry Sound combined). Other limitations include the Labour Force Survey data which is only

available for North Bay.

Also of note, the data source for the objective of providing a demographic and socioeconomic

update is not yet confirmed. Previously this socioeconomic data would have come from the

long-form census. However, in 2011 Statistics Canada replaced the long-form census with the

National Household Survey (NHS). Not only is the quality of the NHS data unknown at this time,

the data will not be released by Statistics Canada until May to August, 2013 which is too late for

the project’s timelines. As a substitute, the taxfiler database is an administrative database that

provides similar socioeconomic data. Based on the current project timelines, it is recommended

that the taxfiler dataset be used in order to meet the plan’s deadlines. It should be noted that

this data will provide a socioeconomic snapshot only – there will be no trend analysis because

DNSSAB’s past socioeconomic data is from the long-form census (a sample) and is not directly

comparable to the taxfiler data (a direct count).

In summary, the study will draw data from a number of different primary and secondary

sources, as shown in the table below (note: The data will not be confined to these sources as

other sources may be identified once the research is underway).

Data Sources Secondary Data

Table 3 Primary Data

Canada 2011 census (Stats Can) Citizens of Nipissing District Canada Taxfiler (Stats Can) People with disabilities National Labour Force Survey (Stats Can) Victims of domestic violence CMHC (HiCO, other various data sets) People who have experienced homelessness Canadian Community Health Survey Aboriginals living off-reserve North Bay Real Estate Board (NBREB) HIFIS Nipissing District Housing Registry (NDHR)6 ON Min. of Finance Population Projections MCSS Statistics & Analysis Unit, PRAB

Youth Senior citizens Service providers representing the housing continuum

Literature review Other various secondary sources7

3.3 Data Collection Methods – Secondary Data This section provides an overview of the various methods that will be used to collect data from

the secondary data sources above.

3.3.1 Databases: Statistics Canada; CMHC; NBREB; HIFIS; NDHR; MOHLTC; MCSS

In terms of the databases, “data collection” refers to the purchasing of the data and/or

obtaining the data from the primary source and transferring it into a suitable statistical program



for manipulation and analysis. DNSSAB currently has access to most of the data in the

databases in Table 3. The data specifications and cost for the taxfiler data will need to be

determined as the National Household Survey data will not be available in time to meet the

project’s timelines. Also, the quality of the data from the Nipissing District Housing Registry will

need to be reviewed prior to use as the data is presently undergoing a review. The availability

of the North Bay Real Estate Board’s data is also unknown at this time.

3.3.2 Literature Review

Although the literature review is listed as one of the research objectives for the project, it

serves the dual role of providing a source of information and data which will help to inform the

housing and homelessness plan – thus it is included in this section on data collection methods.

The literature review will be a systematic review of housing and homelessness literature in

Nipissing District. The review will identify, evaluate, and descriptively synthesize, the existing

housing and homelessness material relevant to Nipissing District. As the review will be confined

to content that is specific to Nipissing District, it is expected that the review will primarily be

one of grey (unpublished) literature. The methodology for the literature review is still to be

worked out and includes identifying the search questions, terms, and screening criteria.

3.3.3 Other Various Secondary Sources

Various other data sources will be accessed as required based on the type of data needed for

the specific research objective. These sources include DNSSAB Community Housing Services,

the Nipissing District Homelessness and Housing Partnership, Nipissing District’s municipalities,

and other relevant service providers, organizations, and groups in Nipissing District.

3.4 Data Collection Methods – Primary Data The following sub-sections provide an overview of the various methods that will be used to

collect data from the primary data sources in Table 3. The collection methods consist of public

consultations, focus groups, interviews, and surveys.

3.4.1 General Citizens of Nipissing District

The general citizens of Nipissing District refer to people in the district who are living in

unacceptable housing. This means that their housing is unaffordable, unsuitable, or inadequate,

or any combination of these. The empirical evidence shows that the majority of these citizens

are people with low-incomes. In terms of data collection, general citizens also include those

who work in the housing field or provide housing programs and services at any point along the

housing continuum.

3.4.1.1 Public Consultations



Public consultations will be held to collect information and data from the general public. This

method is also consistent with the Ontario Housing Policy Statement and policy direction for

accountability and outcomes which states that “Service Managers will ensure that local housing

and homelessness plans provide for public consultation”. Having said the above, it is not

feasible to conduct 15 public consultations in Nipissing District given the project’s resources.

Instead, it is proposed that there are six public consultations held in the district’s population

centres and furthest outlying areas. The general public from the neighboring municipalities and

areas will be invited to attend the respective sessions as outlined in Table 4 below (note: the

Project Charter calls for three public consultations in the district’s population centres.

Expanding the consultations to include rural areas will increase the sample size and population

representation. It will also capture the district’s rural housing and homelessness perspective

which is one of the plan’s requirements).

General Area

Public Consultation

Table 4 Surrounding municipalities and areas invited

North Temagami Temagami First Nation, Nipissing North West Sturgeon Falls West Nipissing, Nipissing First Nation, Nipissing North Central North Bay Nipissing North East Ferris Chisholm, Bonfield East Mattawa Mattawan, Papineau-Cameron, Calvin South South Algonquin Nipissing South

The consultations will be designed to inform the public, as well as seek input on the local

housing and homelessness issues. Specifically, the public consultations will be a primary data

source for the research objectives of identifying current strengths and gaps in the local housing

and homelessness service system, and developing strategies to eliminate or reduce the gaps.

3.4.1.2 Survey

An electronic survey will also be available for the general public that will provide another

means for those not inclined to attend an open consultation – this increases the sample size

and representation. For comparability purposes, the survey will use similar language and

questions to the public consultations. The research team will design the survey but will rely on

the DNSSAB Communications Officer, housing and social services staff, and community partners

to implement the survey (for example, informing the public about the survey and posting the

survey link on websites, etc.).

3.4.2 People with Disabilities, Aboriginals living off-reserve, Youth, Senior Citizens

3.4.2.1 Focus Groups



Focus groups will be one of the primary data collection methods for the above groups. The data

will be used for the research objective of identifying gaps in housing programs, services, and

supports, along Nipissing’s housing continuum and developing strategies to eliminate or reduce

the gaps, and /or coordinate /integrate housing services.

The overall focus group strategy for the housing and homelessness research will be one of

segmentation whereby the participants will be in focus groups that are comprised of people

with similar characteristics and circumstances (i.e. each focus group has participants from only

one of the above groups).This is in contrast to a mixed strategy whereby participants join focus

groups comprised of people with different characteristics and circumstances (i.e. each focus

group has participants from each of the above groups).

The appropriate number of focus groups to hold is determined by achieving adequate

representation and data collection to meet the research objective for the respective groups.

Following general focus group convention, this number occurs at the point of saturation

whereby holding additional focus groups will not provide any new information or data. The

saturation point in turn depends on the variability of the participants within – and across – the

focus groups (which in turn can be affected by the recruitment process). Other factors that will

determine the appropriate number of focus groups include the structure of the focus group

sessions and the availability of participants. Many of these factors have not yet been

determined and will be addressed by the research and project teams in the specific planning of

the focus group sessions. However, for the purpose of the research design it is good to have an

idea of how many focus groups will be needed to complete the research.

In terms of geographical representation, the focus groups will be conducted in each of the six

municipalities in Table 4. For the smaller areas (Temagami, East Ferris, and South Algonquin) it

is estimated that between four to six focus groups per area, will be adequate to obtain

representative data across the groups. This is based on a conventional focus group size of 6-10

people and assumptions that the focus groups are relatively structured, standardized and

homogeneous. The number of focus groups may be less due to lower participant availability or

recruitment issues in these rural areas. Based on the conventional 1.5 – 2.0 hours per focus

group and a maximum of three focus groups per day, this amounts to staff spending two days

conducting focus groups in each of the above municipalities. If it is necessary to increase the

sample size then additional focus groups may be held, but it should be noted that a survey will

also be running for those who are not participating in the focus groups (see ‘survey’ section

below).

For the three population centres (North Bay, Sturgeon Falls, and Mattawa), more focus groups

will likely be required to obtain adequate representation and data (although surveys will also be

running in these areas for those that are not in the focus groups). Based on the same



conventions and assumptions as above, it is estimated that between 8-10 focus groups will

need to be held in North Bay and West Nipissing respectively, and 6-8 in Mattawa. This

amounts to staff spending three to four days conducting focus groups in North Bay and West

Nipissing, and two to three days in Mattawa.

Research ethics are another important consideration for the focus group sessions. It will be

important to address any ethical concerns such as ensuring there is not an invasion of privacy in

the open, group settings. All focus group designs and questions will be submitted to the

Steering Committee for ethical review and approval before conducting the focus groups (see

also the section on ethical review).

Closely related to the above, the Aboriginal focus groups should have an Aboriginal researcher

assist with moderating the sessions and interpreting the results. This will help to avoid any

ethnocentrism and bias that may be present with the project’s non-aboriginal researchers and

analysts.

3.4.2.2 Survey

For the youth, seniors, and disability groups, electronic surveys will also be available. This will

increase the sample size and representation by providing an additional means for participating

in the research, for those who were not recruited into the focus groups. For comparability

purposes, the survey will have similar language and questions as the focus groups. The research

team will design the survey but will rely on the DNSSAB Communications Officer, housing and

social services staff, and community partners to implement the survey (which mainly entails

informing the prospective participants about the research and survey, and distributing the

survey link). The survey will be drawn from a non-probability sample.

3.4.3 Service Providers Representing the Housing Continuum

This group includes organizations, agencies, or community groups that administer or provide

housing and homelessness programs or services in any area of the housing continuum

(appendix C). These areas include emergency shelters, transitional housing, supportive housing,

non-profit housing (corporations and co-operatives), social housing, private market rental

housing and homeownership (planners, building contractors /developers, real estate agents,

landlords), retirement homes, long-term care, and hospital ALC (alternate level of care) beds.

3.4.3.1 Focus Groups

Focus groups will also be held to collect information and data from service providers in the

above housing areas. The data will be used for the same research objective mentioned earlier

for the housing consumers which is to identify gaps in housing programs, services, and

supports, along Nipissing’s housing continuum and develop strategies to eliminate or reduce the

gaps, and /or coordinate /integrate housing services.



In applying a similar segmentation strategy described earlier, the respective focus groups will

be comprised of service providers that work in the same area of the housing continuum.

Holding nine focus groups –one for each area of the continuum – should be adequate in terms

of service provider representation and data collection. Focus groups will be held in the same

municipalities as for the housing consumers. However, in some of the municipalities –

particularly the rural ones - it is likely that some of the focus groups will be mixed due to the

relatively small numbers of service providers. Additionally, as some of the service providers are

based in North Bay and deliver housing programs and services throughout Nipissing District, it

may not be necessary to hold focus groups in all areas.

3.4.4 Victims of Domestic Violence and People Who Have Experienced Homelessness

3.4.4.1 Interviews

Given the sensitive nature of the subject matter for victims of domestic violence and people

who have experienced homelessness, personal interviews will be the most effective method for

collecting information and data. Similar to the groups above, this data will be used for the

research objective of identifying gaps in housing programs, services, and supports, along

Nipissing’s housing continuum and developing strategies to eliminate or reduce the gaps, and

/or coordinate /integrate housing services.

The interviews will be less structured than the focus groups and surveys, with more flexibility

around the questioning. The number of interviews will be dependent on the availability of

participants which may be limited due to the sensitivity of people who have experienced

domestic violence or homelessness, and potentially difficult recruitment. In terms of data

collection, completing four to six interviews for each group is considered sufficient. Recruiting

interview participants will need to be done with the assistance of service providers who have

clients in these specific groups. Service provider staff may also need to be present for the

interviews.

3.5 Data Analysis As stated earlier, the analysis of the data for the housing and homelessness research will

require both, quantitative and qualitative methods. While the two analysis methods share

common goals– for example to summarize the data and look for patterns and underlying

meaning in the data – they use different statistical approaches to arrive at the same goal. The

sub-sections below give a brief description of how each method will be applied to the data that

is collected during the study.

3.5.1 Quantitative Analysis



The quantitative analysis for this research project will first require obtaining the data from the

respective database and transferring it into a suitable software program for manipulation and

organizing. Organizing the data includes reformatting spreadsheets, etc. to accommodate the

data where necessary and sorting the data by variables and geography where applicable (e.g.

Nipissing’s 14 areas).

Exploring and describing the data is the next step, using charts or frequency tables to show the

distribution of a given variable and a numerical description to describe the variable’s centre and

spread. Additionally, if the variable has sub-groups, these will be analyzed and described in a

similar manner to the main variable, followed with a comparative and/or explanatory

description. A comparative analysis of the geographical distribution of some of the variables will

also take place. Examples of this include the comparison of summary measures such as the

mean and standard deviation, between municipalities and Nipissing District, or between the

district and Ontario.

In some cases, more than one variable will be analyzed simultaneously in order to determine

the relationship between the variables. The analysis of two variables will include the use of

cross-tabulations or two-way tables for categorical data, or scatterplots and correlation for

quantitative data. Where two or more variables are analyzed simultaneously, multivariate

analysis will be applied accordingly.

3.5.2 Qualitative Analysis.

The research for the 10-year housing and homelessness plan will produce a large volume of

qualitative data collected through numerous recorded observations during the public

consultations, focus groups and interviews. As with the quantitative data it will be important to

organize and sort the data, and look for patterns of behaviour and the underlying meaning in

the data. However, the analysis of qualitative data will follow a different process than that

described above for the quantitative data.

First it will be necessary to systematically organize and process the transcripts or field notes

from the respective qualitative research sessions. This will require a process of coding whereby

the analyst begins ordering the data by identifying and labelling concepts and themes in the

field notes. Specifically, the field notes and data are broken down into discrete parts and

examined for similarities and differences. This results in the categorization of the data based on

similar meaning, concepts, themes, events, actions, ideas, behaviours or general phenomena.

Additionally, as the data is being coded, the analyst may add further notes (memos) to the data

which expands upon the codes or conveys other pertinent thoughts or commentaries about the

data.



The qualitative analysis will generally be an iterative, emergent process whereby the process

described above leads to the next phase. In this phase, the analyst will look at the utility of the

codes and see if they are intertwined or related. This may lead to the collapsing of themes or

categories, the elimination of some, or the creation of new ones. As well, the memos from the

previous stage are elaborated upon to provide definitions for the themes or categories, and to

explain the relationships between the themes and concepts, or their connection to the topic of

interest.

Through this iterative analysis process, the coding and memoing become more focused until

clear themes, patterns, and relationships in the data emerge, and the underlying meaning is

revealed to the analyst. It should also be noted that the qualitative analysis may cross-over into

quantitative analysis. For example, the distribution of themes or categories or other

characteristics of the qualitative data may be described with charts or a numerical summary.

Additionally, the qualitative analysis will include a comparison of the data across the different

groups in Table 2 to see if there are differences or similarities, and also within the groups – but

across geographies – to see if there is variation in urban and rural perspectives.

3.5.3 Time Series Analysis

Some of the data collected for the housing and homelessness project will consist of the same

variables collected for previous research projects, or over time as part of DNSSAB’s planning

process. Examples of this are the census demographic data (population, age, family household

types, language, etc.) and the CMHC data (rents, vacancy rates). Where historical data exists, it

is often beneficial to look at the data as a time series to see how /if the variable is changing

over time and what this may mean in terms of the research objective or problem at hand.

Given the nature of the research objectives and the problem being studied, the time series

analysis in this project will again, be primarily descriptive (vs. forecasting or modelling). The

analysis will start with a time plot of the data which will visually reveal any seasonality or

trends. Additionally, it may show random events or outliers that are relevant to the research

objective or problem, and which, need further investigation and /or explanation. The context of

the specific problem will largely determine the extent of any further analysis - for example,

measuring (or removing) the effects of the seasonal or trend variations. In some cases, the

analysis may be expanded to show the time series of two or more variables simultaneously, in

order to observe the relationship between them.

3.5.4 Triangulation

Given the mixed-methods design of the research and the multiple sources of data, some of the

analysis will include combining or cross-referencing the qualitative and quantitative data and

findings. For example, addressing a given research objective will not be confined to just one

data collection and analysis method. Both quantitative and qualitative data and analysis may be



used in a combined analysis, to meet a specific research objective. As an example, “identifying

current strengths and weaknesses in the local housing and homelessness service system” will

primarily require qualitative data collection and analysis. However, the analysis may be

expanded to include quantitative data from other data sets, such as the housing supply or

demographic data. In this manor, the qualitative findings can be checked against the

quantitative data and vice-versa (this also helps to strengthen the research design and mitigate

the risk to the project’s validity - see “Methodology Risks /Limitations”).

Additionally, the three project researchers /analysts (see “resources”) can triangulate the

interpretation of the data which expands the analysis by providing additional perspectives and

more thorough questioning of the data. This will be particularly valuable for the qualitative

analysis which tends to be more subjective and in-depth than the quantitative analysis.

3.5.5 Other Data Analysis Methods: SWOT, Gap, and Scenario Analysis

The above sections briefly describe the statistical means of analysis that will be carried out on

the primary and secondary raw data that is collected during the project. However, other

analysis methods will be useful for organizing and distilling the vast amount of research data

that is produced, and turning that data into something that is meaningful and can be acted

upon. These additional methods will look at the bigger picture and help to connect the dots

which is important for developing housing and homelessness objectives and strategies for

implementing the housing and homelessness plan. While other various data analysis methods

and tools will be used in the project, three in particular will be useful for developing objectives

and strategies, and setting up the plan’s implementation – these are summarized below:

A SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) is an effective method for

assessing the district’s housing & homelessness landscape in Table 1. This will involve rolling up

and summarizing the research results from that objective and placing them into a SWOT

framework for analysis. The SWOT will inform staff and the project committees on these four

critical housing planning elements. The SWOT will also complement the gap analysis (below) by

helping to set priorities and strategies for moving forward.

Assessing the current housing needs in Nipissing District (Table 1) lends itself to gap analysis.

The qualitative data collection sessions will be designed with the gap concept in mind, which

essentially will look at the desired future state of the district’s housing and homelessness

programs and services, the expected state if no changes to strategy are made, and strategies to

close the performance gap between the two. Gap analysis will play an important role in

developing the objectives and strategies for the 10-year housing and homelessness action plan

and implementation.



Scenario analysis will be helpful in assessing the future housing needs in Nipissing District. The

research results from this objective will reveal some of the main impacts on the district’s future

housing needs and supply. Analyzing the impacts within a range of future scenarios will help to

determine the best alternative courses of actions and strategies given the probable scenarios.

Combining the gap and scenario analyses may also help to determine whether resources need

to be acquired and /or reallocated to achieve a desired future state of housing.

3.6 Methodology Risks /Limitations The Project Charter states some of the project risks that could occur while developing the

housing and homelessness plan. In addition to those project risks, the following are risks and

limitations that could arise from the research design and methodology.

3.6.1 Validity

In the ideal research world, the research for the 10-year housing and homelessness plan would

produce data that is representative of the study population and allow the researchers and

others to draw accurate conclusions that are based on sound interpretation of the data. In the

practical research world however, there are factors that can distort the data and reduce the

research project’s validity – either through unrepresentative data or inaccurate conclusions

based on misinterpretation of the data. As an example, all of the risk factors in the subsections

that follow can reduce the validity of the research project. The research project’s mixed-

method approach is a strong mitigating factor for minimizing these risk factors and threats to

validity. As both quantitative and qualitative research methods have validity issues of their

own, using both methods together (triangulation) increases validity with one method offsetting

the weakness of the other. Additionally, validity threats will be reduced by using multiple data

sources and/or more than one data collection method to address a given research question or

objective. These multiple sources converge to strengthen the interpretations and conclusions

from the observations.

3.6.2. Researcher Bias

Closely related to the issue of validity above, the large amount of qualitative data that will be

processed in the housing and homelessness plan increases the risk of researcher bias. This bias

occurs when the researcher’s subjective interpretation of the data does not adequately reflect

the true –or intended – meaning of the data. Mitigating this risk factor is another form of

triangulation whereby the analysis of the qualitative data will be undertaken by three

researchers /analysts. This reduces the risk of bias by providing further scrutiny and questioning

of the data and more thorough analysis. Additionally, as described earlier, the researchers will

be following a systematic qualitative analysis method which will provide consistency and

uniformity in the way the data is interpreted – this further reduces potential bias.



3.6.3 Sample Selection

The majority of the qualitative data sampling of the study’s population will be purposive

(nonprobability) in nature. Prospective research participants (housing consumers and service

providers) will be selected to participate in the qualitative research sessions because they

belong to a specific subpopulation or group that has been identified as being important to the

study, and are best suited to provide the most information about the research objective or

problem at hand. Random selection within these groups will not be possible (nor desirable in

some cases such as for focus groups) as there are no ‘master lists’ from which to draw the

random sample from (for example, of people who have experienced homelessness or domestic

violence in Nipissing District). With this type of sampling there is the possibility that those

selected to participate in the research will not be representative of the entire subpopulation or

group. To mitigate this risk, participants in the qualitative sessions will be segmented and

relatively homogeneous from a housing perspective. This should help to achieve the

representation necessary to meet the research objective or gain a better understanding of the

housing situation at hand. Additionally, the risk of sample bias and weak representation will be

reduced by using more than one data collection method for the study population samples, and

cross-referencing the data from various sources – such as the housing service provider data

with the housing consumer data.

3.6.4 Participant Recruitment

Closely related to the above, recruiting participants for the public consultations, focus groups,

interviews and surveys is a considerable administrative task that will take considerable time and

effort during the project. Recruitment includes identifying participants from the study

population, informing them of the research and obtaining their consent to participate. The

researchers will rely on the project committee, Communications Officer, service providers, and

administrative staff to coordinate and organize the public consultations, focus groups,

interviews, and surveys. The project could easily fall behind if these sessions are not organized

according to schedule.

3.7 Ethical Review The main ethical considerations for the project are ensuring that the participant’s

confidentiality and right to privacy is maintained, and that participation in the research is done

on the basis of voluntary, informed consent. Other considerations revolve around the

standards of professional conduct – or the code of ethics - that the researchers are expected to

uphold in conducting their research activities. While DNSSAB does not have its own research

code of ethics, the project researchers will conduct their work under the guidance of the tri-

council policy statement (TCPS) which is a joint policy of federal research agencies that

promotes the ethical conduct of research involving humans.8 Additionally, as DNSSAB does not



have an ethics review board either, it is recommended that the project Steering Committee

perform the role of ethics review.

The ethical details of the research project have not yet been worked out. These include

participant recruitment (for example, how the participants will be selected and informed about

the project, and their consent obtained); the structure and types of questions for the focus

groups, interviews, etc; how the privacy of the participants will be protected during data

collection sessions; and how confidentiality will be maintained throughout the project and

afterwards (for example in reporting). The research team will address these details in the data

collection design phase for the various methods (public consultations, focus groups,

interviews). Before data collection occurs however, the respective designs should be reviewed

for approval by the acting ethics review board, i.e. the project Steering Committee.9

IV. RESOURCES


Research objectives aside, the scope and depth of research projects are largely determined by

the amount of resources available to conduct the research and analysis. Funding, time, and

research staff figure prominently in any research project, and this one is no different.

Currently the resource environment is one of constraint. The provincial government is in deficit

reduction and cost containment mode, and the Service Managers are being held to strict

budget maintenance. As noted in the Project Charter, there is no new provincial funding to

support any new programs or services. Thus the district’s 10-year housing and homelessness

plan is being conducted during a period of budget restraint and cutbacks.

4.0 Funding Having said the above, the DNSSAB has budgeted $75,000 for the development of the 10-year

housing and homelessness plan (see Project Charter, “estimated resource and budget

requirements”). It should be noted that this amount excludes the cost of the DNSSAB staff who

will be involved in the project, specifically the Research Analyst, Director of Housing Services,

the Communications Officer, and administrative staff. There are no other funds allocated for

the plan or its action plan and implementation at this time.

4.1 Time As per the Project Charter, the project will start in September 2012 and finish in October 2013

upon approval of the final plan. The implementation of the plan will then commence in January

2014. However, while there is approximately one year to complete the project start-to-finish,

some of this time includes project initiation at the beginning of the year and plan revisions,

editing, and approval at the end. The chart below shows the key production timelines as

outlined in the project schedule-overview in the Project Charter:

ID Project Task Start Finish Duration (days)

Q4 12 Q4 13Q1 13 Q3 13Q3 12 Q2 13

Dec JulAprMarNov OctJanSep Feb JunOct SepAug

1 32d25/09/201213/08/2012Project Charter

2 23d03/10/201203/09/2012Project Research Design

3 13d31/10/201215/10/2012Assemble project teams; project

initiation and organization

4 172d28/06/201301/11/2012Research (data collection, analysis,

writing)

5 86d28/06/201301/03/2013Write draft plan and three-year

action plan

6 45d30/08/201301/07/2013Draft plan dissemination (municipal /

community presentations, meetings)

7 35d30/08/201315/07/2013Plan revisions

8 21d30/09/201302/09/2013Municipal support /approval

9 19d25/10/201301/10/2013DNSSAB approval (management,

committees, Board

10 4d31/10/201328/10/2013Approved plan sent to MMAH for

comment

May NovFigure 2

IV. RESOURCES


The area in green on the chart represents the eight month (34 weeks) period in which the direct

research activities will be conducted. These activities include collecting the information and

data for the research objectives, analyzing and interpreting the data, and writing the plan.

While there will also be indirect research time associated with the project prior to November

and after June, the eight month research period is the most significant in terms of calculating

the research full-time equivalents (FTEs) required for the project (see next section). It should

also be noted that while four months for the plan approval may seem excessive, this is

necessary given all the various stakeholder groups that that need to approve the plan, and the

subsequent presentations, meetings, plan revisions, and general coordination that goes along

with obtaining that approval. As noted in the Project Charter, “the project schedule for the

completion of the plan is aggressive but attainable”.

The following chart shows the eight month research activity timeline from above, broken down

by objectives. The second column shows the sub-objectives and some of these have been

combined for the purpose of viewing the timelines. The four main objectives are identified by

the color of the bars on the chart.

Ob.

#Research Sub-objective Start Finish Duration (days)

Q4 12 Q1 13 Q2 13

Nov Dec Jan Feb Mar Apr May Jun

1 42d28/12/201201/11/2012Literature review

2 42d28/12/201201/11/2012Inventory and map the district’s housing

and homelessness, programs /services

3 23d01/02/201302/01/2013Inventory and map the district’s current

housing supply

4 44d31/01/201303/12/2012Identify strengths, weaknesses, barriers in

local housing system (public consultations)

5 42d28/12/201201/11/2012

Identify housing progress, and

accomplishements /lessons learned

(survey to municipalities and DNSSAB)

6 63d29/03/201302/01/2013Demographic and socioeconomic update

7 74d12/04/201301/01/2013

Identify gaps along housing continuum

(focus groups, interviews, surveys) and

develop strategies

8 31d18/03/201304/02/2013

Estimate Nipissing’s 10-year population

change; review /update 10-year affordable

housing targets

10 33d17/06/201302/05/2013Set objectives and targets, develop action

plan and indicators

11 86d28/06/201301/03/2013Plan writing

9 43d01/05/201304/03/2013

Examine impact of expiring operating

agreements; potential non-renewal of

affordable housing programs

Figure 3

1.1

1.2

1.3

1.6

1.4 1.5

2.1

2.2 2.3

3.1 3.2

3.3 3.4

4.1 4.2 4.3

Assess the Housing & Homelessness Landscape in Nipissing District

Develop the Implementation Plan

Assess the Current Housing Needs in Nipissing District

Assess the Future Housing Needs in Nipissing District

IV. RESOURCES


Many of the research activities will overlap as there will often be more than one objective or

sub-objective being worked on at the same time. As many of the research activities for the

objectives will be conducted in parallel there are no critical activities or paths in the activities or

logical dependencies between them. The general work flow and timing of the project will follow

the numerical order of the main objectives, starting with an assessment of the housing and

homelessness landscape in Nipissing District, followed by an assessment of the current and

future housing needs, and the development of an implementation plan. Of particular interest

are the qualitative research sessions. The public consultations are scheduled for December and

January while the focus groups and interviews will run between January and April, 2013. These

research activities account for a large share of the overall project work time and will require

extensive planning and organizing by staff. It should also be noted that in order to meet the

project’s completion deadline, the research should start on November 1, 2012 with the

literature review and program /service inventory.

4.2 Human Resources, Research Full-time Equivalents (FTEs) The project’s human resource requirements are defined in more detail in the Project Charter

document. This includes identifying the human resource requirements for the Steering

Committee, Project Team, SMEs (Subject Matter Experts), Project Champion, Project Leader,

Researcher, and Communications Officer.

For project planning and budgeting purposes, the amount of research time required for the

housing and homelessness plan is measured in the standard unit of full-time equivalents (FTEs).

The research FTEs required for the project are dependent on the scope of the project, which in

turn is mainly determined by the research objectives (Table 1), the sampling frame (Table 2),

the research methodology and the amount of time available to conduct the research (Figures 2

and 3 above). A change in any of these scope variables will affect the number of research FTEs

required for the project. For example, to meet the research objectives, extending the project

period will require fewer FTEs while reducing it will require more FTEs.

Developing the housing and homelessness plan can be considered an extensive research

project, based on achieving the objectives over an eight month period and using a mixed

methodology of quantitative and qualitative research. As noted earlier in the report, there will

be a relatively large amount of qualitative data resulting from the numerous public

consultations, focus groups, and interviews, and analyzing this data is more time consuming

then analyzing quantitative data. For a project of this scope and size it is recommended that

there be two researchers /analysts working on the project at any given time, over the 34 week

(eight month) period. Based on a 52 week (12 month) working year, this equates to 0.65

IV. RESOURCES


(34/52) research FTEs for each researcher /analyst, or 1.3 (0.65 x 2) total research FTEs for the

project (221 project days).

In determining where the 1.3 research FTEs will come from for the project, DNSSAB currently

has one research FTE on staff – the Research Analyst. Given the analyst’s workload over the

project period which includes other project work and commitments for other departments, it is

estimated that the analyst can put in close to half-time on the project, or 0.4 FTEs. DNSSAB also

has a Data Coordinator and a Project Assistant who are on contracts until November and

December 2012 respectively. It is recommended that the Data Coordinator and Project

Assistant make up the remaining 0.9 research FTEs through extended, part-time contract work

(for example, 0.5 and 0.4 FTEs respectively). The funding for this 0.9 FTE would come out of the

budget in the Project Charter (see report HHE20-12, Estimated Resource & Budget

Requirements, p. 3). 10

Based on the above scenario, the research staffing for the housing and homelessness project

would be as follows:

Table 5 Project FTE

Project Days

Research Analyst 0.4 68 Data Coordinator 0.5 85 Project Assistant 0.4 68 Total 1.3 221

It should be noted that the above research FTEs are based on the researchers performing direct

research activities which consist of data collection, analysis, and writing. All the administrative

details of the project – which include organizing and coordinating the qualitative research

sessions – will need to be managed by other staff and /or project members.

V. COMMUNICATIONS


As outlined in the Project Charter, communications will play an important role in the

development of the 10-year housing and homelessness plan for Nipissing District. In addition to

the charter’s requirements, a communications strategy will be needed to coordinate the

qualitative research sessions and disseminate the research findings and final plan. All

communications aspects of the project will be deferred to the DNSSAB Communications Officer.

APPENDIX


A) Provincial Interests As stipulated in the Housing Services Act, 2011 “it is a matter of provincial interest that there be a

system of housing and homelessness services that,”

(a) is focussed on achieving positive outcomes for individuals and families;

(b) addresses the housing needs of individuals and families in order to help address other challenges they face;

(c) has a role for non-profit corporations and non-profit housing co-operatives;

(d) has a role for the private market in meeting housing needs;

(e) provides for partnerships among governments and others in the community;

(f) treats individuals and families with respect and dignity;

(g) is co-ordinated with other community services;

(h) is relevant to local circumstances;

(i) allows for a range of housing options to meet a broad range of needs;

(j) ensures appropriate accountability for public funding;

(k) supports economic prosperity; and

(l) is delivered in a manner that promotes environmental sustainability and energy conservation.

APPENDIX


B) Ontario Housing Policy Statement

Policy Direction

1. ACCOUNTABILITY AND OUTCOMES

1.1 Background

Responsibility for housing and homelessness is shared among multiple partners including federal, provincial and local governments, as well as not-for-profit service providers, the private sector, volunteers, individuals and families. The Act sets out certain responsibilities for Service Managers and the province. The Act provides Service Managers with the flexibility to use funding, tools and other resources to better address the unique housing needs of their community across the housing continuum. While the province will review local housing and homelessness plans, the Service Manager will approve the plan and the accountability for identifying and addressing need is between the Service Manager and the public it serves. Both the province and Service Managers will provide annual progress reports to the public. The Long-Term Affordable Housing Strategy committed to a series of performance measures, including the Ontario Housing Measure and the Rental Affordability Indicator which will be reported on by the province, as well as Social Housing Tenant Satisfaction Surveys and local metrics, reported on by Service Managers in order to track progress in meeting local needs.

1.2 Policy Direction

Service Managers will ensure that local housing and homelessness plans: a. demonstrate a system of coordinated housing and homelessness services to assist families and individuals to move toward a level of self-sufficiency; b. include services, supported by housing and homelessness research and forecasts, that are designed to improve outcomes for individuals and families; c. are coordinated and integrated with all municipalities in the service area; d. contain strategies to increase awareness of, and improve access to, affordable and safe housing that is linked to supports, homelessness prevention and social programs and services; e. contain strategies to identify and reduce gaps in programs, services and supports and focus on achieving positive outcomes for individuals and families; f. contain local housing policies and short and long-term housing targets; g. provide for public consultation, progress measurement, and reporting.

1.3 Anticipated Results

Measurable, improved outcomes for individuals and families will be achieved through increased access to locally relevant programs, services, and supports that are coordinated and address identified needs. Service Managers will be able to demonstrate accountability for achieving these results in a fiscally responsible manner.

2. GOAL OF ENDING HOMELESSNESS

2.1 Background

The province’s policy for ending homelessness puts a primary focus on helping people who are homeless, or at-risk of homelessness, to quickly access safe, affordable and stable housing. This approach, referred to as Housing First, is linked to the provision of a variety of flexible supports based on clients’ needs that can assist people in sustaining their housing, and with re-

APPENDIX


housing when necessary. A Housing First approach also assists people who are homeless, or at-risk of homelessness, to address other challenges and needs, with a goal of connecting them to community supports and improving social inclusion.


Service Managers will ensure that housing and homelessness plans: a. provide measures to prevent homelessness by supporting people to stay in their homes including eviction prevention measures and the provision of supports appropriate to clients’ needs; b. are based on a Housing First philosophy and developed in consultation with a broad range of local stakeholders including those who have experienced homelessness; c. support innovative strategies to address homelessness; d. include the provision of supports prior to and after obtaining housing to facilitate transitioning people from the street and shelters to safe, adequate and stable housing.


Communities will have strategies to prevent and to reduce homelessness and assist people who are homeless to find and keep housing and be able to demonstrate that these strategies have a measurable impact on at-risk and homeless individuals and families.

3. NON-PROFIT HOUSING CORPORATIONS AND NON-PROFIT HOUSING CO-OPERATIVES

3.1 Background

Non-profit housing corporations and non-profit housing co-operatives have an important role in helping to deliver effective housing services and fostering inclusive communities. They provide a significant amount of affordable housing and play a key role in developing and managing housing and homelessness solutions. This includes non-profit housing organizations owned by community groups, municipal non-profits and local housing corporations controlled by Service Managers. Through active tenant involvement, they engage in community-building and create a pride of place that can serve as a foundation for every person to achieve his or her full potential, and contribute to and participate in a prosperous and healthy Ontario. Non-profit housing corporations and non-profit housing co-operatives play a significant role in the housing continuum. 3.2 Policy Direction Service Managers will ensure that their housing and homelessness plans: a. reflect the active engagement of non-profit housing corporations and non-profit housing co-operatives in current and future needs planning; b. include strategies to support non-profit housing corporations and non-profit housing co-operatives in the delivery of affordable housing; c. include strategies to support ongoing access to affordable housing by preserving existing social housing capacity.


APPENDIX


Community-based approaches to social housing are maintained through the continuous engagement and support of non-profit housing corporations and non-profit housing co-operatives, so that affordable options that exist today will continue to be available in the future.

4. THE PRIVATE MARKET

4.1 Background

In Ontario, most of the housing need and demand is met by the private market, through private home ownership and private market rental. This includes a role for the private market in preventing and addressing homelessness, where private market capacity is present. When combined with housing allowances, rent supplements and rent supports, private market capacity can prevent the marginally housed from becoming homeless. Service Managers have employed a variety of strategies and programs to assist people in affordable home ownership. Through careful land use planning, municipalities can regulate their private market housing growth and development while satisfying important social, economic and environmental concerns. The legislative framework under the Planning Act includes processes and tools to help municipalities plan and control private development or redevelopment.


Service Manager housing and homelessness plans will set out a strategy to generate municipal support for an active and vital private ownership and rental market, including second units and garden suites, as a necessary part of the housing continuum including affordable home ownership, where appropriate.


Current and future housing needs within the service area that can be addressed by the private market are identified, targets are established, and progress is measured. Second units and garden suites are promoted and supported. 5. CO-ORDINATION WITH OTHER COMMUNITY SERVICES

5.1 Background

A human service system includes the organizations, groups and individuals involved in administering and delivering a set of interdependent supports and services that meets the defined needs of people. Service Managers occupy a unique position as system managers and major service providers in the areas of income support and allied employment services, early learning and child care services, social housing, and homelessness initiatives. While the level of system integration varies across the province, there are opportunities to build on existing strategic planning for housing, homelessness and other human services that many Service Managers have already undertaken. The particular form taken by a community’s human services system depends upon the services available in that community, the local needs and the local commitment to the integration of human services. Improved integration of human services planning and delivery would enhance administrative efficiency and provide for the more effective coordination of services. As a result, people would be better able to access the range of services they need.


APPENDIX


Service Manager housing and homelessness plans will demonstrate how progress will be made in moving toward integrated human services planning and delivery.


Improved integration of housing and homelessness plans and services with other human services planning and delivery will result in better outcomes for the people accessing services.

6. A BROAD RANGE OF COMMUNITY NEEDS

6.1 Background

The province remains committed to its Special Priority Policy that helps victims of domestic violence and their families escape unsafe and abusive situations, and to improving accessibility for people with disabilities in key areas of daily living. The regulations under the Act include a requirement that these matters be addressed in local housing and homelessness plans. The province is committed to building stronger, more positive relationships with Aboriginal people in Ontario and to improving their quality of life. The identification of a broad range of community needs, and working to develop services, supports, programs and protections that address these needs, will result in a better experience for people who require assistance. This will satisfy the broader goal of allowing people to live with respect and dignity in their homes and thrive in their communities.


a. Accessibility

Service Manager housing and homelessness plans will contain an assessment of needs that identifies and sets local requirements for accessible housing and homelessness services for people with disabilities, including those who have mental health needs or illness and/or substance use issues.

b. Special Priority Policy Service Manager housing and homelessness plans will include a strategy setting out how the housing needs for victims of domestic violence will be addressed and managed at the local level, in coordination with other community-based services and supports.

c. Aboriginal Peoples Living Off-Reserve Service Manager housing and homelessness plans will identify and consider the housing needs of Aboriginal Peoples living off-reserve.

d. Community Needs

Service Manager housing and homelessness plans reflect the evolving demographics of their community and address the needs of specific local groups. Local groups might include: seniors, youth, women, immigrants, persons released from custody or under community supervision, Crown Wards, and Franco-Ontarians.


APPENDIX


Community integration and diversity will be reflected through meeting the needs of people with disabilities, victims of domestic violence, Aboriginal Peoples living off-reserve, and those in other locally defined groups.

7. ENVIRONMENTAL SUSTAINABILITY AND ENERGY CONSERVATION

7.1 Background

Across Ontario there is increased awareness of the importance of developing sustainable and energy efficient housing. The province is committed to being a leader in building renewable energy, encouraging energy and water conservation and creating green jobs by supporting investment that builds a stronger, cleaner economy. Energy efficient housing is less expensive to operate, less vulnerable to increased energy costs, and provides for higher quality living environments. Housing located near public and community transit options can provide access to schools, health services and employment centres which would improve social inclusion, build economic prosperity, and further reduce energy consumption and cost.


Service Manager housing and homelessness plans will demonstrate a commitment to improve the energy efficiency of existing and future publicly funded housing stock. This includes support for energy conservation and energy efficiency through operating programs, tenant engagement, housing located near transportation choices, and innovative investment decisions such as the installation of renewable energy and low carbon technologies.


Service Managers will provide specific strategies to build a more energy efficient publicly funded

housing portfolio while helping create a stronger, cleaner economy that better protects our

environment.

APPENDIX


C) Housing Continuum

Absolute homelessness Retirement Home, Long-term care, etc

Shelters, transitional housing, supportive Mortgage-free asset housing, etc.

Not for profit, community, social housing

Source: Leaks in the Roof, Cracks in the Floor: Identifying Gaps in Canada’s Housing System (Steve Pomeroy, 2004) – adapted from Mawby, 2004. Modified by D. Plumstead (2008).

Private sector market

“Affordable” private rental

and entry homeownership

Traditional focus of

Non-profit sector

High Income Time

Private /Public

sectors

APPENDIX


D) Research Methodology Summary Table

Objective 1.0: Assess the Housing and Homelessness Landscape in Nipissing District

Sub-objective Data Data Source Data Collection

Method

Data Analysis

1.1 Perform a

literature review of

existing evidence

around local housing

and homelessness

issues

Housing and

homelessness in

Nipissing District

- DNSSAB

- HPS planning table

- Nipissing

municipalities

- Local groups,

organizations

- Online

bibliographic

databases (public &

private)

- Internet

Form research questions

Choose search terms

Apply screening criteria

Descriptive synthesis

Constant comparison analysis

Thematic analysis

1.2 Inventory and

map the district’s

current housing and

homelessness

programs and

services

Housing and

homelessness,

programs and

services

- DNSSAB

- HPS planning table

- No Wrong Door

service directory

Gather data from sources (exhaustive list)

GIS map NodeXL map

1.3 Inventory and

map the district’s

current housing

supply

Structural type of

dwelling for 11

municipalities, two

unorganized areas,

and one First Nation

(data unavailable

for

- Statistics Canada

2011 census

Have data Quantitative analysis: distribution of

variables; charts,

numerical

description,

geographical

comparison

GIS map

1.4, 1.5 Identify

current strengths and

weaknesses in the

local housing and

homelessness service

system (including

barriers outside

municipal control)

Strengths;

weaknesses along

housing continuum

- Citizens of

Nipissing

- Nipissing District

Housing Needs,

Supply &

Affordability Study

(2008)

- Literature review

Public consultations held in: Temagami, Sturgeon Falls, North Bay, East Ferris, Mattawa, South Algonquin

Qualitative analysis: thematic analysis

narrative analysis

Quantitative analysis: distribution of

APPENDIX


responses

Triangulate primary and secondary data

1.6 Identify municipal

and DNSSAB housing

progress over the

past 10 years

(including

accomplishment and

lessons learned).

Housing progress;

lessons learned for

11 municipalities

and DNSSAB

- DNSSAB

- Nipissing

municipalities

Survey

Qualitative analysis: Thematic analysis

Quantitative analysis: distribution of responses

APPENDIX


Objective 2.0: Assess the Current Housing Needs in Nipissing District

Objective Data Data Source Data Collection

Method

Data Analysis

2.1 Provide a

demographic and

socioeconomic

update for Nipissing

District and

municipalities and

areas.

Population

Age

Language

Household Type

Marital status

Education

Labour Force

Income

Housing

Aboriginal

Health

Social assistance

- Statistics Canada

2011 census

- Statistics Canada

taxfiler data

- Labour Force

Survey (LFS)

- Canadian

Community Health

Survey

- MCSS Statistics

and Analysis Unit

Have census data.

Have LFS data

Data from the taxfiler database will need to be purchased

Quantitative analysis: distribution of

variables; charts,

numerical

description;

relationships

between variables

2.2 i Identify gaps in

housing programs,

services, and

supports, along

Nipissing’s housing

continuum from the

consumer’s

perspective,

including those

prescribed by the

HSA 2011 and OHPS

Gaps People that

represent the study

population

(Table 2):

- Citizens of

Nipissing District

- People with

disabilities

- Victims of

domestic violence

- People who have

experienced

homelessness

- Aboriginals living

off-reserve

- Youth

- Senior citizens

Focus groups in the following areas: Temagami

Sturgeon Falls

North Bay

East Ferris

Mattawa

South Algonquin

Interviews for victims of domestic violence and people who have experienced homelessness

Surveys

Qualitative analysis Thematic analysis

Narrative analysis

Quantitative analysis

Gap analysis

2.2 ii Identify gaps in

housing programs,

services, and

supports, along

Nipissing’s housing

continuum from the

service provider’s

perspective,

including those

Gaps Service providers

that represent the

housing continuum:

- Emergency

shelters

- Transitional

Support Workers

Focus groups in the following areas:

Temagami

Sturgeon Falls

North Bay

East Ferris

Mattawa

Qualitative analysis Thematic analysis

Narrative analysis


Gap analysis

APPENDIX


prescribed by the

HSA 2011 and OHPS

- Supportive

/supported

housing providers

- Public landlords

- Private landlords

- Real estate

agents

- Developers &

contractors

- Long-term care

- Hospital ALC

beds

- Nipissing District Housing Needs, Supply & Affordability Study (2008) - Literature review

South Algonquin

Surveys

Triangulate with primary and secondary data

2.3 Develop

strategies to

eliminate or reduce

the gaps, and /or

coordinate /integrate

housing services

Strategies, action - Consumers and service providers from 2.2 above

- Nipissing District Housing Needs, Supply & Affordability Study (2008)

- Literature review

Through above focus groups, interviews and surveys

SWOT and Gap analysis

Triangulate with Nipissing housing study and literature review

APPENDIX


Objective 3.0: Assess the Future Housing Needs in Nipissing District


Method

Data Analysis

3.1 Estimate the

district’s

population change

over the next 10

years

Age: single year and

general age groups

- Ontario Ministry of Finance population projections

Have data Quantitative analysis

Population pyramids

3.2 Review /update

the 10-year

affordable housing

targets for

Nipissing District

- Population

projection by

general age groups,

2013- 2023

- Headship (primary

household

maintainer by

general age group)

- Tenure by general

age group

- Household income

distribution

- 10-year population projections from above

- Statistics Canada Taxfiler

- 1991 to 2006 census

- Nipissing District Housing Needs, Supply & Affordability Study (2008)

Have most data

Need to purchase taxfiler data

Household growth estimate by general age group and tenure

Ave. number of households (four census periods) in low-income range ($0-$45k in Nipissing housing study –includes homeownership component)

= 10-year affordable

housing targets

3.3 Examine the

impact of the

housing service

provider’s expiring

operating

agreements on

service level

standards

- DNSSAB Community Housing Services

- Social housing providers


Qualitative analysis Scenario analysis

3.4 Examine the

impact of the

expiry and

potential non-

renewal of federal

and provincial

affordable housing

programs

10-year housing and

homelessness

research findings

- 10-year housing and homelessness plan

Draft 10-year housing and homelessness plan

Scenario analysis

APPENDIX


Objective 4.0: Develop Implementation Plan


Method

Data Analysis

4.1 Set objectives

and targets for the

housing needs

/priorities identified

under objectives 1

to 3 above

Goals,

Objectives

Targets

- Sub-objective 2.3 above

- Draft 10-year housing and homelessness plan

N/A Prioritization/ list reduction

Decision matrix DNSSAB strategic

plan and budget alignment

4.2 Develop an

action plan for

achieving the

objectives and

targets

Who

What

When

Where


- Draft 10-year housing and homelessness plan

N/A CSF analysis (critical

success factors)

4.3 Develop

indicators for

measuring progress

in achieving the

objectives and

targets

Results and

performance

/outcome measures

KRIs (key result

indicators)

KPIs (key

performance

indicators)


N/A Develop program logic model

Identify performance criteria including results (output) and outcomes

Select indicators Develop data

collection, analysis and reporting methodology

ENDNOTES


1 Source: CMHC Canadian Housing Observer 2011, Table 15. As defined by the national housing agency (CMHC)

“Acceptable housing” refers to housing that is in adequate condition, of suitable size, and affordable. Adequate housing is that which does not require any major repairs; suitable housing has enough bedrooms for the size and make-up of resident households according to National Occupancy Standard requirements and affordable housing costs less than 30% of before-tax household income. For renters, cost includes rent and utilities. 2 Sources: waiting list statistic: Ontario Non-Profit Housing Association (ONPHA) waiting lists survey 2011; shelter

statistic: Building Foundations: Building Futures, Ontario’s Long-Term Affordable Housing Strategy. 3 The housing continuum includes emergency shelters; transitional housing; supportive housing; non-profit and

social housing; private sector rental housing and homeownership; and retirement homes, long-term care, etc. 4 Under the Housing Services Act 2011 and the Ontario Housing Policy Statement there are prescribed sub- groups

of the consumer population that need to be included in the study. These groups include people with disabilities, victims of domestic violence, Aboriginal people living off-reserve, and people who have experienced homelessness. Other locally defined groups such as youth, senior citizens, immigrants, etc. can also be included in the study. 5 Under the Housing Services Act 2011 and the Ontario Housing Policy Statement there are prescribed sub-groups

of the service provider population that need to be included in the study. These groups include non-profit housing corporations and cooperatives. Additionally, one of the Ontario Housing Policy Statement requirements is for “a strategy to generate municipal support for an active and vital private ownership and rental market, including second units and garden suites”. Developing such a strategy will require the perspective of private sector landlords, real estate agents, contractors /developers and municipal planners. 6 The Nipissing District Housing Registry is currently undergoing a data review.

7 These other sources include municipalities, planning tables, and other relevant organizations and groups.

8 The Tri-Council Policy Statement: Ethical Conduct for Research Involving Humans is a joint policy of Canada’s

three federal research agencies – the Canadian Institutes of Health Research (CIHR), the Natural Sciences and Engineering Research Council of Canada (NSERC), and the Social Sciences and Humanities Research Council of Canada (SSHRC). The policy “has been informed, in part, by leading international ethics norms, all of which may help, in some measure, to guide Canadian researchers, in Canada and abroad, in the conduct of research involving humans” ( Canadian Institutes of Health Research, Natural Sciences and Engineering Research Council of Canada, and Social Sciences and Humanities Research Council of Canada, Tri-Council Policy Statement: Ethical Conduct for Research Involving Humans, December 2010). 9 The tri-council policy statement (TCPS) offers guidance around the extent to which the ethics review should be

applied (in this case, by the project Steering Committee). According to the TCPS, the review should balance the level of risk of the research with the potential benefits of the research. Risk is a function of the magnitude or seriousness of the harm that may come to research participants (‘harm’ is anything that has a negative effect on the welfare of participants, and the nature of the harm may be social, behavioural, psychological, physical or economic). On a spectrum of risk that ranges from “minimal” to “significant”, the research for this project can be considered minimal risk (based on past experience with similar projects) given that the probability of the participants suffering any harm is low.

10

The Data Coordinator would start on the project in November upon completion of the previous contract work. Under a new contract arrangement with HRSDC (Homelessness Partnering Strategy) the coordinator will also be fulfilling the role of HIFIS Community Coordinator in the remaining work time. The Project Assistant currently works for Community Housing Services two days a week and would join the project on a contract extension working the same number of days for the duration of the project.

I think by

now we

have

beaten to

death the

idea that

Additionally, Government agencies, Non-profit

Ensuring an adequate supply of housing that meets

Thus within the strong homeownership market,

This appears to be happening in North Bay and

Despite the low mortgage rates (which help to

Since 2000, the average selling price of a house in

Prior to that point, approximately half of the annual building

Single-detached houses have been the primary

In 1994 however, the market dropped out and housing

As North Bay accounts for approximately 65%

The average waiting time for a 1-bdrm. social

Nipissing’s central housing waiting list is a key indicator

There are also housing supply issues: 80% of the

I think by

now we

have

beaten to

death the

idea that

Additionally, Government agencies, Non-profit

Ensuring an adequate supply of housing that meets

Thus within the strong homeownership market,

This appears to be happening in North Bay and

Despite the low mortgage rates (which help to

Since 2000, the average selling price of a house in

Prior to that point, approximately half of the annual building

Single-detached houses have been the primary

In 1994 however, the market dropped out and housing

As North Bay accounts for approximately 65%

The average waiting time for a 1-bdrm. social

Nipissing’s central housing waiting list is a key indicator

There are also housing supply issues: 80% of the

putting people first: 10-year housing & homelessness plan. nipissing...

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