Business Plan 2019-2021 - Flagstaff Regional Housing Group
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Business Plan 2019-2021 Flagstaff Regional Housing Group
EXECUTIVE SUMMARY
The top three priorities of the Flagstaff Regional Housing Group are:
1. To encourage occupancy in the Big Knife Lodge, FRHG will develop a pilot project to explore service
package and integrated delivery models to meet potential resident needs.
2. FRHG will pursue Health Care Services Contracts for the Big Knife Lodge, to support Age in Place
philosophies and keep seniors in their home community.
3. Capital Maintenance funding for window replacement in the oldest portion of the Big Knife Lodge.
Additionally in support of the Business Plan of The Bethany Group Social Housing portfolio FRHG is willing
to:
1. Work in partnership to redevelop the seniors self-contained apartments in Hardisty to improve
occupancy and better serve the residents and the community.
2. Develop a pilot project for a service package plan for the seniors self-contained apartments in
Sedgewick to better serve the residents and the community.
ACCOUNTABILITY STATEMENT
This Business Plan was prepared under the direction of the Board of Directors of the Flagstaff Regional
Housing Group in accordance with legislation and associated ministerial guidelines, and in consideration
of all policy decisions and material, economic or fiscal implications of which the Board is aware. This
business plan was approved by the Board of Directors on June 26, 2018.
FLAGSTAFF REGIONAL HOUSING GROUP PROFILE
The Flagstaff Regional Housing Group operates pursuant to the Alberta Housing Act under the purpose to
enable the efficient provision of a basic level of housing accommodations for persons, who because of
financial, social or other circumstances require assistance to obtain or maintain housing accommodation.
The Member Municipalities include Flagstaff County, Towns of Hardisty, Daysland, Killam and
Sedgewick, and the Villages of Loughheed, Heisler, Forestburg and Alliance.
Housing Accommodations under operation is the 41 unit Big Knife Villa Lodge in Forestburg that
is owned by the Provincial Government through the Alberta Social Housing Corporation.
The Flagstaff Regional Housing Group also provides strategic advice and community connections
to 110 units of Seniors Self Contained Apartments operated by The Bethany Group and owned
by the Province through the Alberta Social Housing Corporation. This includes units operated in
Forestburg, Killam, Lougheed, Strome, Alliance, Heisler, Daysland, Hardisty, Galahad and
Sedgewick.
Flagstaff Regional Housing Group Business Plan 2019 - 2021
Page 1 of 6 Resident Profile, Occupancy and Waiting Lists - The Big Knife Villa Lodge currently has a 54%
occupancy rate with an average age of 86 and average stay of 2 years. The 10 units of Seniors
Self Contained apartments attached to the Lodge are full with an average age of 82 and average
stay of 5 years. The seniors self-contained buildings in the catchment area are generally at 90%
occupancy with the exception of Parkland Manor in Hardisty, which consistently operates at 50%
or less of capacity.
Staffing Profile and Organizational Structure - The Flagstaff Regional Housing Group employs 13
staff totaling 8.6 FTE at the Big Knife Villa, with an annual payroll of $500,000.
Financial Profile and Budgets - The total annual operating budget for the Big Knife Villa is
$870,000, with resident accommodation fees and recoveries providing $494,000, the Provincial
Lodge Assistance Grant providing $112,000, and the balance of $300,000 provided by Member
Municipalities by way of Municipal Requisitions using an Equalized Assessment Formula.
INSTITUTIONAL CONTEXT
Flagstaff Regional Housing Group enjoys a positive relationship with The Bethany Group and the other
Housing Management bodies that use The Bethany Group as CEO. FRHG is a member of the Alberta
Seniors Community Housing Association. FRHG is participating in interagency meetings hosted by the
regional FCSS organization in order to build relationships and identify opportunities with community-
based organizations in the catchment area.
PLAN DEVELOPMENT
Municipal elections held in the fall of 2018 resulted in significant turnover on the Flagstaff Region Housing
Group board with 8 of 10 members being new to the board with varying levels of elected official
experience.
Activities undertaken by the Board in support of the organization and in the development of the plan
> Board orientation
> Board participation in a Day of Learning event hosted by The Bethany Group May 1, 2018
> Board Business Planning session June 5, 2018
> CEO/CAO meeting with member communities (Hardisty and Sedgewick)
Member communities provide the following in support of local housing initiatives
> Hardisty ad hoc committee of town and county participants to discuss seniors housing and
service needs
Flagstaff Regional Housing Group Business Plan 2019 - 2021
Page 2 of 6ENVIRONMENTAL SCAN AND STRATEGIC CONTEXT
Encompassed within the strategic context is the strategic environment in which we operate; ensuring that
we are living within our means, meeting our accountabilities, and working towards sustainability in our
programs and operations.
> Recovering Provincial Economy
> Provincial Fiscal challenges
> 2017 Provincial Housing Strategy
> 2017 Federal Housing Strategy
> Aging population and home care shift
> Local Demographic Information
> Household Income and Housing Affordability
> Market Housing Conditions
STRATEGIC RISKS AND STRATEGIC OPPORTUNITIES
The primary impacts on the strategic environment for the Flagstaff Regional Housing Group are:
> Aging population and above average seniors population in the Flagstaff and Region catchment
area, putting pressure on existing facilities.
> Growing demand to support Age in Place philosophies over a large geographic area with a small
population.
> The age, condition and functionality of the Seniors self-contained apartments resulting in
challenges to meet the needs of current and future residents.
> Strong desire to help seniors stay in their community of choice.
STRATEGIC PRIORITIES
The Flagstaff Regional Housing Group has identified the Strategic Priorities outlined in the Provincial
Housing Strategy to guide operations through the next 3 to 5 years:
1. Investing Now and For the Future
2. Integrated Housing and Supports
3. Successful Transitions and Aging in Community
4. Fair and Flexible
5. A Sustainable System
This business plan is developed in keeping within the Purpose of the Alberta Housing Act and the
obligations of the Board of Directors of the Flagstaff Regional Housing Group pursuant to the
Management Body Operations and Administration Regulation.
Flagstaff Regional Housing Group Business Plan 2019 - 2021
Page 3 of 6OUTCOMES, KEY STRATEGIES AND PERFORMANCE MEASURES
Outcome One: I NVESTING N OW AND I N THE F UTURE
Housing Accommodations operated by the Flagstaff Regional Housing Group will meet or exceed
minimum housing standards and options to meet demands for new housing supply will be explored.
Key Strategies:
1.1 Increase the Supply of Affordable Housing
1.2 Improve and Maintain the condition of existing affordable housing
Performance Measures
• Funding is approved for the items requested under the 5 Year Capital Maintenance and Renewal
List supplied by the Flagstaff Regional Housing Group to the Ministry of Seniors and Housing for
renewal of the original portion of the Big Knife Villa.
• FRHG will work with the Bethany Group, Alberta Seniors and Housing, the Town of Hardisty and
other stakeholders to modernized Parkland Manor in Hardisty to better meet local need and
improve occupancy
• All capital projects are completed in accordance with; approved standards, scope and
specifications; on time; and on budget.
Outcome Two: I NTEGRATED H OUSING AND S UPPORTS
Residents of Housing Accommodations and services offered by the Flagstaff Regional Housing Group have
the tools they need to enable successful occupancies and to live independently with or without
community-based services.
Key Strategies:
2.1 Enhance Integration with Community Support Services
Performance Measures
• Occupancy rates at the Big Knife Lodge will improve with the introduction of service package
alternatives such as one meal a day for the rooms that have kitchenettes.
• Connecting with Community Administration and FCSS, a gap analysis will be completed to
develop a service package plan for individuals in the community.
• FRHG will research eligible projects for the New Horizons for Seniors grant program for the 2019
project call.
• Flagstaff Regional Housing Group will participate in social services/FCSS based interagency
meetings and activities in the service area.
Flagstaff Regional Housing Group Business Plan 2019 - 2021
Page 4 of 6Outcome Three: S UCCESSFUL T RANSITIONS AND A GING I N C OMMUNITY
The operations of the housing accommodations and support programs offered by the Flagstaff Regional
Housing Group allows residents to easily access services that enable them to be affordably and safely
housed, as well as successfully transition out of the system when necessary or able.
Key Strategies:
3.1 Enable transitions through the continuum of housing and supports
3.2 Support the desire of Albertans to age in their community
Performance Measures
• The Flagstaff Regional Housing Group approves The Bethany Group to explore options with
Alberta Health Services to enhance Health Care services for residents of the Big Knife Villa.
Outcome Four: F AIR AND F LEXIBLE
The operations of the housing accommodations and support service programs offered by the Flagstaff
Regional Housing Group are flexible and responsive to meet resident needs.
Key Strategies:
4.1 Modernize the regulatory framework to support equitable treatment and housing stability
4.2 Improve System access and navigation
4.3 Promote enhanced understanding of and coordinated response to rural and urban needs
Performance Measures
• Implement the regulatory changes to the Alberta Housing Act pursuant to the Provincial Housing
Strategy and the Lodge Program Renewal Committee for the operations of the Big Knife Villa
upon direction received by the Province of Alberta on implementation.
Flagstaff Regional Housing Group Business Plan 2019 - 2021
Page 5 of 6Outcome Five: A Sustainable System
The financial operations of the Flagstaff Regional Housing Group are sustainable based on new funding
models, including allowing market rental options within the portfolio.
Key Strategies:
5.1 Support operational and environmental sustainability of affordable housing projects
5.2 Partner with other governments to support a sustainable system and meet the housing and
support needs of Albertans
5.3 Improve the knowledge of the housing and support needs of Albertans
Performance Measures
• Communications and reporting between FRHG and the Bethany Group on the social housing
portfolio will be more formalized.
• Capital maintenance funding for window replacement will improve energy efficiency in the Big
Knife Lodge
• Support The Bethany Group to work with Municipalities within the catchment area of the
Flagstaff Regional Housing Group to complete updated Housing Needs Assessments.
• That Seniors and Affordable Housing will be identified in the Flagstaff Regional Housing Group
members Inter-municipal Collaboration Frameworks.
APPENDICES
• Appendix A - Housing Management Body Corporate Profile
• Appendix B - Portfolio Profile
• Appendix C - Financial Budget and Forecasts
• Appendix D - Capital Maintenance and Renewal Program
• Appendix E - Surplus Properties
Flagstaff Regional Housing Group Business Plan 2019 - 2021
Page 6 of 6Waitlist Information
as of May 31, 2018
Avg.
Length
Building No. Of Vacant Current Current
Type Town Waitlist of
Name Units Units Avg. Age Gender
Stay
(Years)
BIG KNIFE VILLA FEMALE 15
Lodge FORESTBURG 41 20 2 86 2
LODGE
MALE 7Appendix A – Housing Management Body Corporate Profile
Organization details
Housing Management Body Name Flagstaff Regional Housing Group
Alberta Housing Act
Societies Act
Incorporation type
Part 9, Alberta Companies Act
Other (please specify)
Name Position Phone Number Email Address
Brenda McDermott Town of Killam 780.385.0537 bmcdermott@town.killam.ab.ca
Blaise Young Village of Forestburg 780.385.4588 bkyoung@persona.ca
Doug Irving Town of Hardisty 780.888.7146 d.irving@hardisty.ca
Rick Manning Flagstaff County 780.888.7350 rmanning@flagstaff.ab.ca
Board of Directors
Jeff Eckstrand Flagstaff County 780.384.2110 jeckstrand@flagstaff.ab.ca
Murray Candlish Town of Daysland 780.678.4037 mcmcr57@gmail.com
Susan Armer Village of Lougheed 780-888-7288 susan.armer@lougheed.ca
Bonnie Wood Village of Heisler 780.889.0009 bwood@villageofheisler.ca
Dell Wickstrom Village of Alliance 780.879.2241 dellran@cciwireless.ca
Greg Sparrow Town of Sedgewick 780-385.0447 gsparrow@sedgewick.ca
Name Position Phone Number Email Address
Mike Leathwood CEO, The Bethany Group 780.679.2010 mike.leathwood@bethanygrp.ca
Stakeholder Relations, The
Melodie Stol 403.786.2426 melodie.stol@bethanygrp.ca
Bethany Group
Director of Finance, The
Dave Buist 780.679.2020 dave.buist@bethanygrp.ca
Bethany Group
Senior management team
Director of Client Services, The
John Davis 780.679.2008 john.davis@bethanygrp.ca
Bethany Group
Director of Human Resources,
Lorraine Kiel 780.679.3055 lorraine.keil@bethanygrp.ca
The Bethany Group
Director of Facility Services,
Glen Blatz 780.679.3033 glen.blatz@bethanygrp.ca
The Bethany Group
The Board operates as a Board of Governance and is responsible for the overall direction and oversight of the Organization. The
Bethany Group operates and manages the lodges on behalf of the Board and is responsible to the Board for all administration
and CAO functions.
Governance structure (including any
other organizations associated with
the HMB)
List of contracts to provide services
on behalf of other organizations /
contracts to have services provided
by another organization (e.g. with
AHS or other HMBs).Appendix A – Housing Management Body Corporate Profile
Organization details
1
Number of full time employees
12
Number of part time employees
Number of employees earning
minimum wage.
N.B. PLEASE DO NOT DISCLOSE IF
THIS NUMBER IS 5 OR LOWER
Management, Administration, Lodge Attendant, Activities Coordinator, Housekeeping, Food Services, Maintenance
Categories of staff (e.g. management,
maintenance, administration,
housekeeping, catering, resident
services etc.).
2017 Annual Employee Turnover
(average monthly employment / 10%
number of separations * 100)
Are staff unionized? No
Organizational chart
See Tab - Organizational Chart
Insert a high level organizational chart
for the HMBAppendix B – Property Profile
This document should include all properties that the HMB manages, owns, operates or has any connection to through other companies.
Tables are provided and these should be completed for each category.
SCHEDULE A PROPERTIES
Number of
Project Name Address Ownership Building Type
Units
4401 – 47 St.
Big Knife Lodge Forestberg AB 41 ASHC Lodge (with integrated SSC)
T0B 1N0Financial Operating Summary - Lodges (If Applicable)
Organization: 0
Forecasted Projected
REVENUE 2017 Actuals 2018 Budget 2018 2019 2020 2021
400000 Rent 439,686.00 509,850.00 458,472.00 463,056.72 467,687.29 472,364.16
410000 Resident Services 40,074.00 37,500.00 34,536.00 38,250.00 39,000.00 39,800.00
420000 Non-Resident Services 30,045.00 12,800.00 13,848.00 13,050.00 13,300.00 13,550.00
Other Revenue 9,660.00 10,150.00 7,500.00 10,350.00 10,550.00 10,750.00
430050 ASHC - LAP grant (Lodge Only) 90,518.00 64,050.00 57,000.00 57,570.00 58,145.70 58,727.16
460010 Municipal Requisition (Lodge Only) 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00 300,000.00
Total Revenue 909,983.00 934,350.00 871,356.00 882,276.72 888,682.99 895,191.32
EXPENSES
500000 Taxes and Land Leases
510000 Utilities 76,743.00 80,200.00 80,000.00 81,800.00 83,450.00 85,100.00
520000 Operating 58,690.00 15,950.00 15,156.00 16,250.00 16,550.00 16,900.00
520000 Food (Lodge Only) 87,717.00 87,000.00 81,954.00 88,750.00 90,550.00 92,350.00
530000 Operating Maintenance 41,740.00 16,650.00 16,332.00 17,000.00 17,350.00 17,700.00
540000 Charitable Costs
550000 Human Resources 487,191.00 559,993.00 520,921.00 531,339.42 541,966.21 552,805.53
560000 Administration 109,096.00 112,100.00 110,529.00 96,634.29 97,600.63 98,576.64
Total Expenses 861,177.00 871,893.00 824,892.00 831,773.71 847,466.84 863,432.17
Net Excess (Deficiency) from Operations 48,806.00 62,457.00 46,464.00 50,503.01 41,216.15 31,759.15
OTHER EXPENSES
590000 Interest costs
591000 Other 2,250.00 30,000.00 30,000.00 30,000.00
592000 Amortization 10,180.00
Net Excess (Deficiency) 36,376.00 62,457.00 46,464.00 20,503.01 11,216.15 1,759.15
Lodge Annualized Cost Pressures
Year Account (list) Program (list) Description/ExplanationAppendix D: Capital Maintenance and Renewal $ 200,000 Total Requests
Note: Input your 12 digit project number and building information is automated Note: include any energy savings or environmental considerations or opportunities associated with this project.
HMB:
Estimated Cost To Condition of
Initial Year 12 Digit Environment sustainability (Climate
HMB Code Building Name Building Address Municipality Postal Code Building Ownership Program # of Units Category Major Expense Type Description Of Work Complete The Priority Ranking (Level 1, 2 or 3) Facility (FCI) or
Constructed Project Number Change)
Work Good, Fair, Poor
TBG Big Knife Lodge 4401 ‐ 47 Street Forestburg T0B1N0 Alberta Social Housing Corporation Lodge 21 October 1, 1986 1639‐2751‐2107 Capital Maintenance Electrical Systems Replace Exterior Lighting with LED's $ 10,000 Priority 3 ‐ General Needs Good
Big Knife Lodge Big Knife Lodge 4401 ‐ 47 Street Forestburg T0B1N0 Alberta Social Housing Corporation Lodge 21 October 1, 1986 1639‐2751‐2107 Capital Maintenance Electrical Systems Replace Interior Lighting with LED's $ 15,000 Priority 3 ‐ General Needs Good
Big Knife Lodge Big Knife Lodge 4401 ‐ 47 Street Forestburg T0B1N0 Alberta Social Housing Corporation Lodge 21 October 1, 1986 1639‐2751‐2107 Health And Safety Building‐Exterior and Interior Parking lot repairs $ 25,000 Priority 1 ‐ Life, Health and Safety Needs Good
Big Knife Lodge Big Knife Lodge 4401 ‐ 47 Street Forestburg T0B1N0 Alberta Social Housing Corporation Lodge 21 October 1, 1986 1639‐2751‐2107 Capital Maintenance Building Envelope Replace Windows in Original Lodge Building. $ 150,000 Priority 3 ‐ General Needs GoodYou can also read
