Building Housing For Clarenville - Could an Advisory Board be a Good Advocate?



The planned formation of a Mayor's Advisory Committee in Clarenville could be a proactive step toward addressing the housing challenges outlined in the 2024 Housing Needs Assessment - if it moves from a simple advising role to a focused action role. With a target of 830 new units by 2038—including approximately 300 units of non-market/subsidized housing—the Council could play a critical role in bridging the gap between planning and development.

It is important to clarify that the Town will not be building these homes; this responsibility lies with private developers. The role of the Town and the provincial government is to facilitate the development process. I feel that for this to succeed, the Action Committee’s mandate must focus on three clearly defined and achievable goals designed to overcome our most significant hurdles:

1. Unlocking the Infrastructure "Shovel-Ready" Bottleneck

Clarenville is a regional service hub experiencing high growth, yet, according to the Town of Clarenville, we have over 400 homes currently stalled in the development pipeline. While the Town has secured federal funding for essential water, sewer, and road infrastructure, these projects require matching provincial investment to proceed. With an $8 million price tag to service these subdivisions, the Town cannot shoulder this burden alone. The Town and the proposed Committee must champion the necessity of provincial matching funds to transform these "shovel-ready" projects into active construction sites.

2. Streamlining Regulatory & Policy Bottlenecks

Clarenville Town Council has proactively adjusted land-use policies to allow for the density and multi-unit housing our market demands. However, these local policy changes currently require provincial approval, a process that has become a bureaucratic bottleneck (As referenced in the May 26th Meeting Public Works Minutes). The Town and the proposed Committee will need to actively and effectively lobby the province for a more responsive regulatory framework, seeking faster turnaround times to ensure that local land-use updates are implemented without undue delay.

3. Strategic Partnership with the NLHC

Because approximately 30% of our projected housing need is for non-market or subsidized units, the Town and the proposed Committee must foster a direct, collaborative relationship with the Newfoundland and Labrador Housing Corporation (NLHC). The Action Council will need to match Clarenville’s objectives with the NLHC’s stated goals of "optimizing housing supply" and "increasing access to affordable housing"

If the Town and the Committee double down on these goals with appropriate and timely actions, and if the Provincial Government remains committed to increased support for housing initiatives, this could bear fruit. Inaction is not costless for Clarenville. Without these developments, the Town is foregoing about $1m in tax revenues annually, so delays add up. By focusing on these three pillars—unlocking infrastructure, streamlining regulation, and fostering a collaborative partnership with the NLHC—the Town Council will ensure our town meets its growth targets and provides housing security for all residents.

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