DRAFT APRIL 2012 Housing and Homelessness Plan PDD
DRAFT
Building from Strength:
10 Year Housing and Homelessness
Plan
City and County of Peterborough
PROJECT DEFINITION
DOCUMENT
Version 1.0
County/Townships logos as well?
Project Name:
10 Year Housing and Homelessness
Plan
Project Number:
Project Leader:
Dorothy Olver
Tel./Ext: 705-742-7777 Ext 1501
Project Sponsor:
Susan Bacque
Tel./Ext: 705-742-7777 Ext 1492
Corporate
PDD Author(s)
Last Revision Date
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Departmental
Divisional
Legislated
Dorothy Olver, Susan Bacque, Janet Sheward and Linda Mitchelson
May 2,2012
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DRAFT APRIL 2012 Housing and Homelessness Plan PDD
CORPORATE PURPOSE OF THE PROJECT:
The City of Peterborough is the Service Manager for housing programs and planning, homelessness and
social services in the City and County. The City, County and eight Townships are responsible for cost
sharing these services, and for land-use planning policies and practices.
The Ministry of Municipal Affairs and Housing (MMAH) under the Housing Services Act, 2011 (HSA)
requires all Service Managers to develop a 10 year Housing and Homelessness Plan (“the Plan”). The
Plan will establish priorities for housing and homelessness services based on targeted consultations and
research.
The Plan must be consistent with legislation, Ontario Regulations and the provincial Housing Policy
Statement, and:
 Identify current and future housing needs;
 Set out objectives and targets (goals) relating to housing needs;
 Propose actions to meet the goals; and,
 Establish a process to measure and report progress towards meeting the goals.
The Plan must be approved by Council (June 2013) as Service Manager for the City and County, and be
implemented beginning January 2014. The Plan must be reviewed every five years, with annual public
reporting on results.
The Plan will enable the City to:
 Create a long term community vision, shared goals, agreed upon priorities and strategies for a
continuum of housing and homelessness services;
 Improve access to adequate, suitable and affordable housing;
 Coordinate and integrate housing and homelessness services to assist families and individuals;
 Prepare for future senior government funding and partnership opportunities;
 Make recommendations on process and structure of service delivery within the Corporation and
with the City’s delivery partners.
The Plan will include a three-year Action Plan, which will focus on the most immediate phase of detailed
activities to affect change, maximize service improvements and funding efficiencies.
PROJECT SCOPE
What is included in
the project?
This project covers all phases of the creation of the Plan as follows:
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Solicit, select and engage a consultant who will facilitate and co-ordinate the
Plan development
Create and follow a timeline for the Plan development process
Identify and implement internal progress reporting
Report regularly on information gathered through the consultation process,
research and document reviews, and provide summaries
Develop and present to the Steering Committee a proposed outline for the
Plan including identification of necessary content pieces in accordance with
Provincial direction
Create “look and feel” for the Plan, including pictures, graphics
Complete targeted consultation with identified community stakeholders
based on a first draft of the Plan.
Present a final draft Plan for review by staff December 31, 2012
Revise the Plan in accordance with feedback received
Present final Plan to Steering Committee, Council and other stakeholders
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What is not included
in the project?
The Project does not include:
 Broad-based public consultation
 Direct service and implementation of the Plan
 Recommendations for allocation of resources
Guiding Principles for the Project
Project completion will be guided by the following principles:
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Build the Housing and Homelessness Plan on the strengths of existing housing and
homelessness programs and serivces
Complete research and consultation in a way that maximizes existing resources including, but
not limited to:
o Arranging consultations through existing committees (** see list under Community Input
pg7).
Building a foundation for the Plan from existing documents/reports on housing and
homelessness: Attached as Appendix A
Consult on and seek community input on the draft Plan, i.e. don’t start with a blank slate
Ensure that City/County and urban/rural perspectives are incorporated
Emphasize broad community interests including social, economic, support services, health,
employment in order to maximize creative and innovative partnership opportunities.
CRITICAL SUCCESS FACTORS
The project will have been successfully completed when:
The Plan is Approved.
 Joint Services Steering Committee and City Council have endorsed/approved the Plan;
 MMAH has commented on the Plan and returned it to the Service Manager with minimal suggestions
for amendments.
The Plan is supported by key stakeholders.
 Senior Management, the community, users and operators of shelters and housing, all embrace the
vision, goals, priorities and strategies provided in the Plan.
The Plan has breadth and scope to address the housing continuum, including its social,
economic and political dimensions in both rural and urban settings.
 The Plan links with plans in other sectors,
 The Plan is informed by good examples of the activities in other jurisdictions
 The Plan takes into consideration local social and economic demographics (unemployment rate/job
creation, vacancy rate/housing starts, shelter statistics, labour market information, housing
information, local census data)
PROJECT CHANGES – Procedures to change the Scope, Deliverables, etc. on this project
Outline the steps to
change any major aspect
of this project
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Steps required to change any major aspect of this project include:
 The Steering Committee must approve any major changes to project
implementation that will affect the project e.g. new deliverables,
extended timelines, broaden scope, etc.
 The Consultant is responsible for executing the project in accordance
with the RFP. The Consultant will require Steering Committee approval
for any changes in the direction of the project that are outside of what is
outlined in the Project Definition Document.
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The Project Leader will keep the Steering Committee apprised of
delays, cost changes and required scope changes to the project.
PROJECT GOALS & OBJECTIVES:
The Plan must meet specific provincial directions which include:
 Establish increased accountability and outcomes
 Goal of ending homelessness
 Engage and support of Non-Profit Housing Corporations and Co-operatives
 Engage the private market including promoting and supporting secondary suites
 Improve integration of housing and homelessness plans and services with other human services
planning and delivery resulting in better outcomes for individuals and families
 Allow for a range of housing options to meet a broad range of needs
 Promote environmental sustainability and energy conservation
 Have safe, accessible places for people to live
DELIVERABLES
PERSON MOST RESPONSIBLE
The Plan includes:
Background Reports:
 Needs analysis - current and future housing needs for the
City and County of Peterborough, including demographic
trend analysis, social, economic and cultural
considerations; identify gaps, performance measures
 Summarize current strengths in the housing and
homelessness service system - what the municipality is
currently doing, create service map, provide analysis
 City’s progress over last 10 years - City’s accomplishments,
lessons learned
 Summary and analysis of existing documents
 Communication Strategy – Community Education and
Engagement Plan, with phases appropriate to kick-off,
consultations, and public education
Scope for 10 Year Plan:
 Strategic Directions : need to align with provincial interests,
demonstrate ‘made in Peterborough’ approach and be
appropriate to financial circumstances
 Vision and Goals: based on theme of ‘Building from
Strength” needs and background research
 Barriers/Obstacles: describe external influences outside
municipal control
 Measures: Establish measurable outcomes, metrics,
annual reporting, etc
3 Year Action Plan:
The Action Plan is separate from the Plan, and includes funding
implications and identifies priority actions, responsibility centres
and community partners for the first three years of the Plan.
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Consultant (assisted by community
partners and City staff)
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Well Managed, Effectively targeted Consultation Process
and Supervision of Consultant:
RFP, hire consultant, contract, determine tasks for consultant
and tasks for community partners and City Divisions; basic
structure of report
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Project Leader
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ROLES AND RESPONSIBILITIES
Role
STEERING COMMITTEE (Internal)
Responsibility or Accountability
The Steering Committee governs decision making and will:
Malcolm Hunt (Chair)
Susan Bacque
Linda Mitchelson
Ken Doherty
Dorothy Olver
Kim Beach
Alex McLeod
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Angela Chittick (TBC)
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PROJECT TEAM
Susan Bacque (Chair)
Linda Mitchelon
Dorothy Olver
Suzie Johnson
Rebecca Morgan-Quin (as of July
2012)
Janet Sheward
Sharron Hayton
Paul Pentikainen
Kathleen Williamson
Ken Hetherington
Iain Mudd (TBC)
Kerri Kightly (TBC
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Oversee the project at specific milestones
Ensure project meets objectives
Determine project scope and scope changes
Approve project schedule and any extensions of the project
schedule
Oversee Project Leader’s budget control - recommending
any budget increases to the Project Sponsor and any
necessary resource changes.
Approve, own and promote the project within the
Corporation
Provide a forum for direction setting and clarification
Receive reports from the Project Team
Conduct a post-implementation review
Add working groups based on recommendations from the
Project Leader.
Meet monthly for duration of project (through to June 2013)
The Project Team manages the project and will:
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Drive the project to successful completion
Provide regular progress reports to the Steering Committee
Supervises and directs Consultant’s work
Serve as a sounding board for issues and to ensure Project
is on the right track
Brainstorm on issues/challenges (example: how to engage
the community)
Recommend specific actions as challenges arise and
changes to the project
Call in technical support from subject matter experts
Meet regularly, bi-monthly at first
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SUBJECT MATTER EXPERTS
Subject matter experts will be contacted:
Social Services
Building
Public works
Legal
Police
Housing
Fire
Finance
Technology Services
Planning
Townships and County
CE-LHIN
School Board
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On an as-needed basis
On specific issues where the Project Team relies on experts
to clarify or provide necessary information.
Recipients of City/County funding not
elsewhere listed
COMMUNITY INPUT (External)
**
Regularly Scheduled Meetings:
Clerks and Treasurers
8 townships and County
Public Health
Homeless Partnering Strategy
Community Advisory Board
Ptboro small landlords,
PtboroRealtors,
Ptboro Home Builders,
Peterborough Seniors Planning Table,
GPAEDC
Friendship Center, 3 reserves
Poverty Reduction Network (including
Community Food Network and Basic
Needs Group)
 Consultant will meet with existing committees 2 times each
or as needed
 Obtain input and feedback in to process
 Review background report/recommendations and provide
feedback
 Review draft Plan and provide feedback
AHAC – monthly meeting
HSSCC – monthly meeting
Supportive Housing Network –
monthly meeting
Social Housing Providers - quarterly
meeting
Ad hoc Meetings
Other External Contacts
Executive Directors of human service
organizations
People with lived experience
Participant at Open Table
Tenants and shelter users
Community advocates
Faith groups
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PROJECT SPONSORS
Susan Bacque (Manager, Housing)
Linda Mitchelson (Manager, Social
Services)
PROJECT CHAMPION
Malcolm Hunt (Director, Planning)
PROJECT LEADER
Dorothy Olver to July 2012
TBD July 2012 to completion
CONSULTANT
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 The Project Sponsors provides the vision and leadership for
the project:
 Initiates the project and is ultimately responsible for it
 Provides budget approval
 Promotes the project and the benefits it will achieve across
the corporation
 Motivates the steering committee and project team
 Builds support for the project within Planning and
Community Services
 “Owns” the plan when implemented.
 Champion of the project
 Educates Senior Admin Team on the importance of the
project and their roles
 Keeps the Project on Senior Admin Team radar
 Elicits the assistance/engagement of the Senior Team as
needed
 Builds support and commitment on Senior Team
 Directs day to day operation of the project
 Key contact for the Consultant
 Responsible to Project Steering Committee for budget
control, scope control, and resource management
 Represents the department within the Steering Committee
and the Project Team
 Makes [weekly, bi-weekly, monthly] reports to Project
Steering Committee on project status
 Schedules update with the Steering Committee
 Develops and maintains project plan
 Brings issues to the attention of the Project Sponsor
 Educate
The role of the Consultant includes, but is not limited to:
 Create and implement an approach/strategy for consultation
and communications
 Lead research for Background Reports and create reports
 Develop the Plan and 3 year Action Plan
 Accountable to Project Leader with reports to the Steering
Committee
 Report and present to Senior Admin and Council
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CONSTRAINTS & ISSUES: Are there constraints or issues existing on the project, or on the planning for
the project?
Description
Mitigating Action
Lack of dedicated staffing resources – given Hire a consultant to complete the background
the scope and magnitude of the project and given research, consultations and final report.
the uncertainty that exists in information gaps,
staff resources may be required.
Engaging existing staff and Council who are Strategically plan for the involvement of key staff at
already busy – existing staff involvement will be critical points in the project to minimize their time
key in all phases of the project.
commitment through the use of subject matter
experts.
Commitments extending beyond Council Maintain focus on strategic, high level vision, create
cycle – term of Council is to 2014 but the Plan shorter term “Action Plans” which better correspond
extends to 2024
to Council cycles
Engaging the community – the community Need to develop and implement a well-designed
needs to be engaged or the plan will not succeed community engagement and communication strategy.
for implementation
Provincial Guidelines/direction – the provincial Access opportunities for sharing ideas and
interests and plan requirements outlined in the brainstorming issues at sessions provided by the
Housing Services Act and the Housing Policy Ministry and OMSSA (OMSSA Resource Centre), as
Statement are not clearly or concisely defined by well as involvement in OMSSA Housing and
the Ministry
Homelessness Networks.
Provincial interests may require actions and/or Proactively identify what they are in the Plan and
participation which are outside the influence or outline strategies to address them.
control of the municipality.
Macro-economic climate is unfavourable to Involve decision makers at appropriate intervals
plan development [rethink wording of this point]
RISKS – Project risks are characteristics, circumstances or features of the project environment that may
have an adverse effect on the project or the quality of the deliverables. (Whereas a constraint or issues is
a current problem that must be dealt with, a risk is a potential problem that has not yet occurred.)
Risk Area
Level
Risk Mitigation Plan
(H/M/L)
High expectations that the Plan will solve all
Med
Within the Plan, identify the issues that the
housing and homelessness issues.
Plan is intended to solve and the issues that
the Plan will not solve – have sections in the
Plan to deal with this.
Effective communication within and outside
the Plan.
Perception that funding will come with the
High
Identify any funding implications in the 3-year
Plan and the Plan cannot be implemented
Action Plan.
without funding.
Political division if there are contentious
High
Updates to Council and community on the
issues within the Plan, making it more
project so they have a sense of ownership.
challenging for Council support.
Create positive momentum around the Plan’s
successes.
Ensure
strategic
communications
are
conducted related to the Plan development
and roll out.
A lack of inter-departmental understanding
Med
Communication
strategy
for
interabout the Plan that may affect project buydepartmental
communication.
Help
in.
Departments understand the relevance of the
Plan to their work and how the Plan will
benefit them.
DEPENDENCIES: (This section will outline the dependencies that this project has that are outside of the
scope of this project)
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Phase 1 Program Consolidation of Housing and Homelessness Programs will be effective
January 1, 2013. Throughout 2012, more information will be received about what this will look like
and implications for our community (funding level, local flexibility). The Ministry is also hosting focus
groups with service providers. The new program funding is a critical component to the resources
available for the Plan.
Housing Services Act was enacted in 2011. The new legislation provides greater flexibility to
Service Managers, however requires new local rules and directives and a review of the centralized
waiting list. The local rules need to be created with housing and homelessness in mind.
Planning Act – The City of Peterborough Planning Department has released the Community
Improvement Plan (CIP) for Affordable Housing that provides funding incentives for the development
of affordable housing in Peterborough. CIP’s need to be considered in the development of the Plan.
Expiry of Operating Agreements: Social Housing Providers operating agreements are due to expire
over the next several years. At the same time, the HSA requires the Service Manager to maintain
service level standards that are now embedded in the Act. The expiry of operating agreements will
need to be addressed in the 10 year plan.
Expiry of Affordable Housing Programs: Affordable Housing programs will expire in 2013 as well
as the Investment in Affordable Housing Program (2015) that will result in the end of rent supplement
programs, repair programs, affordable housing construction and home ownership loan assistance.
The potential absence of these programs must be considered in the development of the Plan.
Provincial Housing Policy Statement sets provincial interests that may require actions and/or
participation of other organizations or entities that are outside of the influence or control of the
municipality (e.g. other Ministries, private sector, etc). The Plan will need to contain a section that
addresses these dependencies.
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PROJECT COMMUNICATIONS PLAN
Author
What
Throughout All Project Phases
Project Leader and
Initial orientation of Steering Committee
Consultant (Project
followed by written project status reports
Sponsors will likely lead
communication related
to the orientation
phase)
Project Leader
Initial orientation of Project Team on the
(occasionally Project
Project followed by verbal and written
Sponsors)
updates on the progress of the Project
Any Team Member
Communication of Project changes,
issues, etc. verbally, in writing, via phone,
email etc.
Project Steering
Communication of Project Vision, Scope,
Committee
Priorities to ensure the importance of the
Communication
Project is widely understood and to
material to be
encourage staff support and involvement
developed by the
Project Leader
Project Team
Communication of Project details,
progress, importance etc. to ensure
positive momentum for the Project
Consultant
Develop and implement a Community
Engagement and Communication Plan to
achieve the following objectives:
- Engage key community stakeholders in
the Plan
- Report to Sr. Staff and Council on the
Plan
- Promote and encourage participation in
community consultation
- Generate enthusiasm and commitment to
the process and contents of the Plan
- Communicate progress on the
development of the Plan
Develop responses and key messages
suited to stakeholder reactions
The Community Engagement &
Communication Plan must include:
- The identification of key messages
- Key communication milestones (i.e.
updates to stakeholders, presentations of
Plan etc.)
- Plans/details for the Project Kick Off (i.e.
with HSSCC, AHAC, JSSC, Council etc.)
- Identification of the key components of
the Plan that require consultation and the
strategies/mechanisms/ time lines for
conducting the consultations
- Strategies for disseminating information
via website, media releases, displays at
events, advertising etc.
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When
To Whom
At each monthly
meeting
Project
Steering
Committee
Twice monthly
Project Team
Any time
Project
Leader
Ongoing
To other
Senior staff
and reporting
staff
Ongoing
To other City
staff, key
stakeholders
To be
detailed in
the
Engagement
&
Communicati
on Plan being
developed by
the
Consultant
May 2012 for
completion of
Engagement &
Communication
Plan (E&C Plan)
E&C Plan will
then be
implemented
throughout the
Project as
outlined in the
E&C Plan
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TEAM OPERATING AGREEMENT:
The Steering Committee will do the utmost to ensure that everyone is kept up to date with the status of
the project. This will be accomplished with regular status meetings, a work plan, and a clear list of what
tasks are outstanding and who is responsible for them. The Steering Committee will resolve project
issues that cannot be solved at other levels.
 The Project Leader will schedule meetings on a regular and timely basis.
 The agenda will be provided a minimum of 48 business hours prior to the meeting.
 The Project Leader will distribute meeting minutes in a timely manner following each meeting.
 The Project Leader will ensure that all Team members are copied on all correspondence related
to significant changes, delays, etc in the project.
Roles and responsibilities for team members and committees have been identified in the Roles and
Responsibilities section.
All Committee members are encouraged to exchange views in a respectful environment. Decisions will be
reached based on a consensus of the team; otherwise they will be referred to the Steering Committee for
a decision.
ASSUMPTIONS:
Assumptions that will be built into the Plan include:
 Housing continuum: The plan must cover the spectrum from homelessness to home ownership
(Homelessness, emergency shelters, transitional housing, supportive housing, social housing,
subsidized rental, private market rental and home ownership) and address the broad range of
needs in the community (accessibility, special priority, aboriginal peoples living off-reserve,
seniors, youth, etc.).
 A low-key communications and targeted consultation approach is required.
 A progressive, incremental approach to gain buy-in and support is required for the community, as
well as for the City’s internal stakeholders.
 Consultant services are necessary to lead the Plan development – RFP, selection, contract and
monitoring.
 Staffing Resources – a staff member as a lead to oversee the work of the Consultant and ensure
project time lines are being met; staff members to be part of the Steering Committee and Project
Team.
BUDGET AND FINANCIAL MANAGEMENT OF THE PROJECT:
The Steering Committee will review, discuss and approve the project plan, expenditures, and financial
reports prepared by the Project Leader. The Steering Committee will be accountable for decisions taken
on the project. The Project Leader will monitor and approve the expenditures for the project. The Project
Leader will prepare the project plan and estimate the costs associated with the required resources and
timetables, and approve payments under the contracts. The Project Leader will be accountable to the
Steering Committee for regular financial reporting which, at a minimum, should include the total budget,
planned expenditures, committed expenditures, and total spent to date.
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ESTIMATED RESOURCE & BUDGET REQUIREMENTS
Staff name and division,
business unit and/or external
Org.; Hardware, Software, etc.
Consultant
Public consultation
Staffing to manage the process
Tech support
Time
(workdays)
Skills / Expertise / Role
Research,
presenting
writing,
consulting,
Room rental, refreshments
Project management
Data
bases,
maps,
communications, etc
@$850/day
120 days
Estimated $$
$102,000
$2,000
web
$2,000
$4,000
$4,000
$3,000
Materials and supplies
Printing/distribution
Travel
OPERATING VS CAPITAL BUDGET
Capital $
Contingency %
Operating $
Contingency %
Misc $
Approved
Required
Project Total $
City GL Account #
$117,000
PUSI JC #
PROJECT SCHEDULE - OVERVIEW
Date Project Requested
Start Date
Target Completion Date
Mandatory Completion
Dates
June 2012
July 2012
June 2013
March 2013 – Plan to JSSC
June 2013 – Plan to Council for approval
June 2013 – Plan to MMAH for comment
PROJECT SCHEDULE - SPECIFICS
PDD Final
June 5, 2012
PDD Review
City and County
PDD Approved
JSSC : June 14 2012
Committee of the Whole/City Council: June 18, 2012
RFP Draft
July, 2012
RFP Approved and Issued
July, 2012
Consultant selected
August, 2012
Identification and
June, 2012
Orientation of Team
Members
Orientation and Introduction August 15 to Sept 1, 2012
of Consultant
Clarifying/Work through with Ongoing
Ministry and other Service
Managers Project
Requirements
Background Reports
Needs Analysis
Fall 2012
Review of existing Plans
Fall 2012
(City and County) – do a
summary and analysis
Progress of last 10 years
Fall 2012
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Document of Inventory of
Fall 2012
existing housing and
homelessness programs
and services
Plan Framework
Develop the Plan
Sept – Nov 2012
(Framework, looking at
examples of other similar
plans)
Develop Vision, Goals,
Oct 2012
Strategic Directions and
Measures
Analysis of dependencies,
Nov 2012
limitations, barriers
Communication Plan
Sept 2012
 Kick-off
 During consultations
 Public release and Plan
circulation
Communication Material –
Sept 2012
content and production
Plan Development
Write the Draft Plan and a
Fall – Winter 2012
3-year Action Plan
Graphics, pictures, layout,
Winter 2012
design for the plan and
communication material
Consult on Draft Plan – Winter 2012
Presentation at City
October 2012
Directors
Presentations at existing
Participation of City staff and consultant in up to 15 community committees
community committees
(cited earlier), some to be attended twice
Convene broad, local human services Executive Director’s forum
Plan Revisions
Plan Revisions based on
consultations
Winter 2012/13
Final Plan
Presentation to City
Directors
January 2013
Final Plan completed
February2013
Management Approvals
JSSC Agenda setting
February 2013
City Administration
Committee meeting
March 2013
County/City Approvals
JSSC meeting
June 2013
C of Whole meeting
June 2013
Council meeting
June 2013
Ministry of Municipal Affairs and Housing (MMAH)
Approved Plan sent to
MMAH for comment
July 2013
Print and Distribution of the Approved Plan
Plan for printing and
Fall 2013
distributing the final,
approved Plan
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PDD REVIEW DATES:
Project to be reviewed by the Project Steering Committee and Core Team
1st Review
Date
yy
mmm
dd
2nd Review
Date
yy
mmm
dd
3rd Review
Date
High
High
High
Medium
Medium
Medium
Low
Low
Low
Resubmit
Resubmit
Resubmit
Decline
Decline
Decline
yy
mmm
SIGN OFF
APPROVED FOR PLANNING
SIGNATURE
PROJECT LEADER:
PROJECT SPONSOR:
STEERING COMMITTEE
REPRESENTATIVE:
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Appendix A: List of Existing Housing and Homelessness Related Reports or Documents
Building Condition Assessment Report for Social Housing (2010)
Community Conversations Homelessness Report (2011)
Draft Housing Strategy (2010)
Emergency and VAW Shelter service statistics
Federal Homelessness Partnering Strategy Community Plan (2011-2014)
Hostel Review (2009)
Housing Access Peterborough (multi-year statistics on social housing waiting list)
Housing is Fundamental (annual report)
Housing Needs Study (2005)
Housing Resource Centre service statistics
Residential Monitoring Report (2011)
Social Housing Reporting (ie SMAIR and AIR)
Taking Charge (2003)
With a Little Bit of Help (2008)
Appendix B: List of Other Sector Plans
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DRAFT APRIL 2012 Housing and Homelessness Plan PDD
Community Improvement Plans (2011)
GPAEDC Strategic Plan for Economic Development (2010-2014)
Municipal Cultural Plan (2011)
Official Plan (2009)
Peterborough Drug Strategy (draft 2012)
Peterborough Healthy Communities Partnership Report (2010),
Peterborough Partnership Council on Immigrant Integration – Integration Strategy (2010-2015)
Peterborough Poverty Reduction Network Plan (2011)
Sustainable Peterborough Plan (Draft 2012)
Development Charge studies, work force planning trends
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