CNCL-20-17 Recommended Extension of the Welcoming Streets

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Public Report

To: Council in Committee of the Whole

From: Warren Munro, HBA, RPP, Commissioner, Development Services Department

Report Number: CNCL-20-17

Date of Report: April 22, 2020

Date of Meeting: April 27, 2020

Subject: Recommended Extension of the Welcoming Streets Initiative - Status Report

File: B-1500

1.0 Purpose

City Council at its meeting of September 23, 2019 approved the following Resolution (DS- 19-146) with respect to establishing a Welcoming Streets Initiative (the “Initiative”) to assist vulnerable individuals in the downtown area and provide support for business owners:

“Whereas the Region of Durham established the O.U.R. Task Force (Oshawa Unsheltered Residents) in June 2018 with representation from the City of Oshawa and service providers such as C.A.R.E.A. Community Health Centre and the John Howard Society to find solutions for issues associated with unsheltered residents living in the City of Oshawa; and,

Whereas Oshawa’s downtown business owners have reported ongoing related concerns about unsheltered and vulnerable individuals who are often found in crisis in the downtown; and,

Whereas concerns include public drug and alcohol consumption, discarded used drug paraphernalia, public intoxication, and aggressive behaviour; and,

Whereas the unsheltered are often struggling with addiction and/or mental health challenges and are disconnected from the health and social service system; and,

Whereas City staff, the Downtown Oshawa B.I.A. and C.A.R.E.A. Community Health Centre have identified Guelph’s Welcoming Streets Initiative as a best practice with respect to assisting the unsheltered and improving the downtown environment; and,

Whereas Durham Regional Police Services were consulted about the project and are supportive, and;

8 Report to Council in Committee of the Whole Item: CNCL-20-17 Meeting Date: April 27, 2020 Page 2

Whereas the Guelph Welcoming Streets Initiative is an innovative partnership between the Guelph Police Department, the Downtown Guelph Business Association, the County of Wellington, and the Guelph Community Health Centre (C.H.C.), designed to provide targeted street outreach services to individuals and businesses in Guelph’s downtown core (http://guelphchc.ca/welcoming-streets- initiative-wsi/); and,

Whereas the Guelph Welcoming Streets Initiative provides outreach support via a community based Outreach Worker, who works in an integrated way with an existing social services network and bridges the gap between vulnerable people and businesses by building positive, trusting relationships with individuals who are challenging to engage in support services and yet who also have a number of complex needs; and,

Whereas the Downtown Oshawa B.I.A. and C.A.R.E.A. Community Health Centre have both expressed their interest and willingness to jointly lead and support a similar project in Oshawa, with the support of the City; and,

Whereas funding is available through in the City’s O.U.R. program, for a six month pilot period, and the City’s contribution of $50,224 will be used primarily to cover costs associated with the Outreach Worker, de-escalation training for B.I.A. members and communications materials; and,

Whereas an Oshawa Welcoming Streets program would, assist vulnerable individuals in the area, help de-stigmatizing complex issues, and create a more collaborative and safe environment for all parties;

Therefore be it resolved that City Council:

1. Endorse the concept of a Welcoming Streets Initiative for Downtown Oshawa as a pilot project for a period of six months from October 1, 2019 to March 31, 2020; and,

2. Authorize the Commissioner of Development Services to enter into a Memorandum of Understanding with the Downtown Business Improvement Area and C.A.R.E.A. Community Health Centre, to the satisfaction of the Commissioner of Finance Services and City Solicitor, that outlines the initiative’s objectives, the roles and responsibilities of the parties, and any administrative items needed to guide the initiative and ensure its success; and,

3. Authorize the Commissioner of Development Services to amend the Memorandum of Understanding, to the satisfaction of the Commissioner of Finance Services and City Solicitor, to add additional community partners and organizations as the initiative is implemented and evolves; and,

4. Direct staff to report back on the results of the pilot project.”

9 Report to Council in Committee of the Whole Item: CNCL-20-17 Meeting Date: April 27, 2020 Page 3

The purpose of this report is to provide an update on the status of the Initiative and recommend its continuation as a pilot project until December 31, 2020 subject to certain modifications intended to improve the program.

Attachment 1 is a copy of the Memorandum of Understanding (M.O.U.) between the participating parties which was executed on November 12, 2019.

Attachment 2 is a copy of a letter of appreciation received from the Oshawa Clinic for training that the Initiative provided.

Attachment 3 is a table summarizing the Initiative’s activities since November 2019.

2.0 Recommendation

It is recommended to City Council:

1. That, pursuant to Report CNCL-20-17 dated April 22, 2020, the duration of the Welcoming Streets Initiative for Downtown Oshawa be extended until December 31, 2020.

2. That the Commissioner of Development Services be authorized to amend the term, the funding level and certain changes to the program as set out in the Memorandum of Understanding between the City, the Downtown Business Improvement Area and Carea Community Health Centre, to the satisfaction of the Commissioner of Finance and City Solicitor.

3. That funding in the approximate amount of $120,000 exclusive of H.S.T. be provided from the 2020 Operating Budget, specifically the Oshawa Unsheltered Resident Program account to enable the pilot project to be extended until December 31, 2020.

4. That the Region of Durham be requested to participate in the Welcoming Streets Initiative by contributing to the program as a municipal funding partner.

5. That staff be directed to report back on the results of the extended pilot project with an interim update in the 4th quarter of 2020 to inform the 2021 Budget.

3.0 Executive Summary

Not applicable.

4.0 Input From Other Sources

The following have been consulted in the preparation of this report:

. Commissioner, Corporate Services . Commissioner, Finance Services . Commissioner, Community Services . Oshawa Senior Citizens Centre . Kim Lepine, Carea Community Health Centre (C.A.R.E.A.)

10 Report to Council in Committee of the Whole Item: CNCL-20-17 Meeting Date: April 27, 2020 Page 4

. Amanda MacDonald, Downtown Business Improvement Association (B.I.A.) . Frances Newman, Oshawa Public Library

5.0 Analysis

5.1 Welcoming Streets Memorandum of Understanding

Subsequent to Council’s approval of the Initiative the parties met to prepare and finalize a M.O.U. to help guide the project’s implementation. The M.O.U. was signed by all parties on November 12, 2019 (see Attachment 1). Prior to the formal signing of the M.O.U., Kim Lepine of C.A.R.E.A. advertised and selected outreach workers for the project, prepared materials (e.g. pamphlets on who to call) to use with local businesses and other stakeholders and prepared the evaluation to assess the impact of the project. This allowed for the implementation of the pilot project to begin in November 2019 rather than the beginning of October 2019 as originally contemplated. Therefore, the six month pilot project ends on May 12, 2020 rather than March 31, 2020.

Drawing upon the Council resolution, the M.O.U. notes that the goal of the Initiative is to support downtown business owners, assist vulnerable individuals in the area, help de- stigmatize complex issues, and create a more collaborative and safe environment for all parties and members of the community.

The objectives of the Initiative noted in the M.O.U. are to:

. Improve safety in Oshawa’s downtown and how the downtown is perceived and communicated;

. Build understanding and relationships between the unsheltered and downtown businesses;

. Provide support to both business owners and the unsheltered;

. Leverage community resources to produce positive impact within the downtown core; and,

. Build the capacity of local organizations and community partners to address complex urban issues.

Other relevant clauses in the M.O.U. include:

. The establishment of a steering committee to coordinate the delivery of the project. The Steering Committee consists of the following team members:

- Sue Lupton, City of Oshawa - Kyle Benham, City of Oshawa - Kim Lepine, C.A.R.E.A. - Amanda MacDonald, B.I.A. - Hailey Wright, Trent University Durham, representing the B.I.A . An outline of the steering committee’s responsibilities.

11 Report to Council in Committee of the Whole Item: CNCL-20-17 Meeting Date: April 27, 2020 Page 5

. The term of the M.O.U. which is established as six months from its signing (November 12, 2019). This effectively means that the pilot would conclude on May 12, 2020.

5.2 Welcoming Streets Activities To-date

As of the end of March 2020, the Initiative has been in the field for approximately four months. There are two Outreach Workers in the field on weekdays between 9:00 a.m. and 5:00 p.m. The schedule was also revised to allow for Outreach Worker attendance at the Oshawa Public Library on Thursday evenings until the Library closes at the request of the Oshawa Public Library. It was noted by the Chief Executive Officer of the Oshawa Public Libraries that the extended hours had a positive impact on the customers of the library. One of the workers is full time, while the other works part time. A student is also being utilized to cover off scheduling gaps. Collectively, this group is referred to as “the Team”. A typical day is a combination of directly assisting the unsheltered, liaising with the business community and preparing/providing de-escalation/harm reduction training.

The initial phase included building relationships with the downtown businesses and the vulnerable population in Downtown Oshawa. It also supported educational initiatives that focus on heightening awareness and increasing capacity. The intention is that when a business does call for support, the business owner has already been previously engaged and educated on the Initiative. Building relationships with the un-sheltered and the business community takes time and effort. Encouragingly, in the short period of time that the project has been operational, the Outreach Workers and Welcoming Streets team have already had an impact on the lives of some clients.

An example of client engagement took place outside of a downtown store where the Team had already provided the business with information on this Initiative. Outside the store, the Team interacted with a female who disclosed her circumstances including her health history. It was during this interaction that the Team discovered she was in desperate need of primary care. The Team worked with its network of contacts and were able to provide the client with a medical appointment quickly.

Through the Team’s interactions with the vulnerable population they are able to provide individuals with basic need items such as snacks, protein shakes/meal replacement beverages, hygiene supplies, out of the cold items and bus tickets provided by Kim Lepine of C.A.R.E.A. These items allow them to start the engagement process with unsheltered individuals on the street, which in turn creates an avenue to further engage and provide support.

The Team is working in collaboration with community stakeholders and agencies. The Team has met with Durham Regional Police Services (D.R.P.S.) to discuss the Initiative and the support needed from D.R.P.S. The Team has also built relationships with both the Aids Committee of Durham Region and Cornerstone who have offered the Team use of their facilities for private client meetings if need be. Oshawa Coffee House has also allowed the Team to meet with clients and provided the Team with free coffee cards to provide to clients. The Team is grateful for the offers from the community partners, and looks forward to the next phase of this initiative with respect to extending the projects footprint within Downtown Oshawa.

12 Report to Council in Committee of the Whole Item: CNCL-20-17 Meeting Date: April 27, 2020 Page 6

One example of the partnership working collaboratively is when the Outreach workers received several calls from the owner of the Lord Simcoe Building indicating that they were experiencing challenges with individuals sleeping in the loading dock of the building next door. The Team engaged with the 8-10 individuals sleeping on the subject property, encouraging the individuals to relocate as D.R.P.S. will likely be called should they continue to be on the property. D.R.P.S. were engaged and accompanied the Team to help inform the individuals that they could no longer be on this property.

Two unsheltered individuals took the initiative to clean up the site, while the Team provided garbage bags and sharps containers. It was also during this time that the Team provided referrals for drop-in medical care, including reconnecting a previous client to the Hepatitis C nurse for treatment. In addition, the Team provided referrals to shelters and out of the cold programs and supplied sleeping bags, warm clothing, winter survival kits and snacks provided by Kim Lepine of C.A.R.E.A. to assist with the moving process as the at-risk individuals were all living unsheltered.

With respect to training, the B.I.A and the Team have been offering Crisis Prevention Intervention (C.P.I.) and naloxone training at the Core 21 location. In addition, the B.I.A. and the Team have provided training at several locations such as the Oshawa Clinic, the Back Door Mission and Holiday Inn Express. Attachment 2 is a copy of a letter of appreciation from the Oshawa Clinic.

Over the last few months the Team has ramped up their presence and activities within the downtown. Detailed accounting of the activities of the Initiative are provided in Attachment 3. Table 1 below provides a summary of the level and type of activities.

Table 1: Summary of Welcoming Streets Activities November 25, 2019 to March 31, 2020

Activity Level of Activity Client (un-sheltered) Interactions 587 Calls for Support Received 72 Workshop Participants 272 Business Visits 439 Referrals to Support Agencies 205 Outreach Supplies Provided 825 Stakeholder Meetings 20

It should be noted that it was never intended that the Initiative would be able to address all of the City’s issues associated with homelessness, mental health and addiction. It is one of many projects that are underway. Other projects that are underway include:

. Durham Advisory Committee on Homelessness: COVID-19 Homeless Response Network . Oshawa Unsheltered Residents (O.U.R.) Program . Region’s Primary Care Outreach Program (P.C.O.P.)

13 Report to Council in Committee of the Whole Item: CNCL-20-17 Meeting Date: April 27, 2020 Page 7

. On Point Pilot Program . Establishing Needle Disposal Units . Interfaith Groups – Spirt of Service . GAP Committee

In the first quarter of 2020, the Team has been working closely with the stakeholders involved with the above noted projects to ensure that Oshawa has a cooperative and collaborative approach toward dealing with complex issues facing the City and the downtown. These issues include the impact of COVID-19 which has led to many business closures. This supports the need to extend the pilot since the closure of businesses has resulted in less monitoring of activities. This has led in turn to an increase in unsheltered individuals in the downtown.

5.3 Early Findings from the Pilot Project

The Team quickly learned that while the model is adapted from a successful initiative in Guelph, there are several factors that differentiate the two cities.

First, more of the unsheltered in Guelph are considered to be local residents. The Oshawa client base seems to have a higher proportion of transient homeless who have come from all of Durham Region, Toronto, Kawartha, and Northumberland. Practically, this means that Oshawa’s un-sheltered have few local networks that they can rely upon. As a result, the Team often needs to take additional time with clients to connect them with the assistance that they require.

Second, while both Guelph and Oshawa clients are affected by poverty related issues, it seems that Oshawa experiences a greater percentage of the calls related to drug use and untreated mental health issues. Again this adds to the complexity of issues that need to be addressed and underscores the seriousness of the national opioid crisis.

Other relevant observations garnered from the last four months by the Team include:

. The initial pilot began in the colder months when there are fewer un-sheltered on the streets. The Team has already seen an increase in activity since March 1, 2020 due to warmer weather and anticipates that the demand for services will continue to increase as the weather improves.

. The level of community preparedness is improving. More businesses are carrying naloxone kits as a result of the training provided. The businesses have noted that the training has provided peace of mind.

. The level of communications and engagement between businesses and the Team regarding the common issues in the area has increased

. The Team is seeing a high level of cooperation and alignment of efforts between the social services network and business community. For example, the Team has partnered with both Glazier Medical and the Oshawa Clinic to provide lunch and learns for de-escalation training. The McLaughlin Branch of the Oshawa Public Library and the Oshawa Senior Citizens Centre have also benefited from working directly with the

14 Report to Council in Committee of the Whole Item: CNCL-20-17 Meeting Date: April 27, 2020 Page 8

Team, and the Oshawa Senior Citizens Centre has offered the Team use of some office space. In addition, in response to comments from the Oshawa Public Libraries, revised hours of operation have been implemented as noted earlier in Section 5.2.

5.4 Continuing the Initiative

The Initiative is showing early positive results. The initial budget allocation takes the project through May 12, 2020. C.A.R.E.A. has prepared a draft budget for the remaining seven month period in 2020. A total investment of $120,087 is being requested and the use of the additional funds is summarized in Table 2.

Currently, the City’s contribution to the project is being used primarily to fund the full time outreach position on the Team. Kim Lepine of C.A.R.E.A. and Amanda MacDonald of the B.I.A. have also provided project administration and day-to-day expenses as an in-kind contribution to the Initiative.

The experience gained to the end of March 2020 has given the partners a better understanding of what it takes to operate the Initiative. The previous part time Outreach Workers should be transitioned to a full time Outreach Worker. The two full time Outreach Workers will still need to be supported by a student as needed. Kim Lepine of C.A.R.E.A. has indicated that they will not have the resources going forward to fund the second now full time Outreach Worker, the student or the full cost of administering the project. The proposed budget to continue the Initiative to the end of 2020 is summarized below. The City is being requested to guarantee the full funding for the continuation of the Initiative.

Efforts will be made to identify and secure additional resources from other levels of government and community stakeholders. Given the Region of Durham’s prominent role in ongoing efforts to assist the unsheltered, it is recommended that the Region be requested to participate in the Initiative as a municipal funding partner. Through this support, the Region would be able to effectively supplement and reinforce its efforts under related Regional programs that are currently underway.

Table 2: Resources Required to Continue the Pilot Project Through 2020

Budget Item Amount Salaries and Benefits $84,165 2 Full time Outreach Workers and a student as needed Administration $15,922 Supervision and support for the Outreach workers, phones, etc. Program Expenses $20,000 Supplies to assist clients, printing, workshop expenses, mileage, etc. Total (exclusive of H.S.T.) $120,087

Both C.A.R.E.A. and the B.I.A. support the extension of the pilot project to the end of 2020.

15 Report to Council in Committee of the Whole Item: CNCL-20-17 Meeting Date: April 27, 2020 Page 9

5.5 Looking Toward 2021

Toward the end of 2020, the Team will have a more complete picture of the impact that the Initiative is having. This will be drawn from the field experience gained over the next couple of months as well as from feedback from additional planned surveys of the business community. The Team has already conducted a poll of B.I.A. members and a wider ranging survey of Oshawa residents with respect to issues facing the downtown. This was done to establish a baseline of information that allows for assessing the impact of the Initiative in the future. Staff are recommending that an interim update on the extended pilot project be brought forward in conjunction with the City’s 2021 budget process in fall 2020. This will help to identify any possible modifications to the Initiative that should be made along with recommendations on whether the Initiative should continue during 2021.

Over the next number of months the Team will also be talking to additional community stakeholders about their involvement in the Initiative, participation on the steering committee and their ability to financially support the Initiative. The results of these discussions will also help inform the interim update.

6.0 Financial Implications

The initial budget for the pilot project was $88,306 with the City contributing $50,224 and C.A.R.E.A. and the Downtown B.I.A. providing the remainder as both a financial and in- kind contribution. The budget request for the extension of the pilot project is $120,087 exclusive of H.S.T. Funding to enable the extension of the pilot project until December 31, 2020 can be provided from the 2020 Operating Budget, specifically the O.U.R. Program account.

7.0 Relationship to the Oshawa Strategic Plan

The activities identified in this report help to advance the Economic Prosperity and Financial Stewardship and Social Equity goals of the Oshawa Strategic Plan.

Kyle Benham, Director, Economic Development Services

Warren Munro, HBA, RPP, Commissioner, Development Services Department

16 Item: CNCL-20-17 Attachment 1

The Corporation of the City of Oshawa

and

Carea Community Health Centre

and

Downtown Oshawa Business Improvement Association

This Memorandum of Understanding (“M.O.U.”) sets out the terms of an agreement between the City Of Oshawa (the “City”), Carea Community Health Centre, and the Downtown Oshawa Business Improvement Association (the “Downtown Oshawa B.I.A.”) to develop and implement the Welcoming Streets Initiative pilot project (“Welcoming Streets Initiative”) in Oshawa’s Downtown area.

Background

Whereas Oshawa’s downtown business owners have reported ongoing related concerns about unsheltered and vulnerable individuals who are often found in crisis in the downtown; and,

Whereas concerns include public drug and alcohol consumption, discarded used drug paraphernalia, public intoxication, and aggressive behavior; and,

Whereas the unsheltered are often struggling with addiction and/or mental health challenges and also are often disconnected from the health and social service system; and,

Whereas City staff, the Downtown Oshawa B.I.A. and Carea Community Health Centre have identified Guelph’s Welcoming Streets Initiative as a best practice with respect to assisting the unsheltered and improving the downtown environment; and,

Whereas the Downtown Oshawa B.I.A. and Carea Community Health Centre have both expressed their interest and willingness to jointly lead and support a similar project in Oshawa’s downtown area, with the support of the City; and,

Whereas City Council at its meeting of September 23, 2019 approved resolution D.S.- 19-146 by which it endorsed the Initiative and authorized the preparation and execution of a Memorandum of Understanding to help guide the Welcoming Streets Initiative.

NOW THEREFORE, the undersigned Parties agree as follows:

1. Scope of Collaboration

17 1.1 Goal

The goal of the Welcoming Streets Initiative is to support downtown business owners, assist vulnerable individuals in the area, help de-stigmatize complex issues, and create a more collaborative and safe environment for all parties and member of the community.

1.2 Objectives

The objectives of the Welcoming Streets Initiative are to:

 Improve safety in Oshawa’s downtown and how the downtown is perceived and communicated;

 Build understanding and relationships between the unsheltered and downtown businesses;

 Provide support to both business owners and the unsheltered;

 Leverage community resources to produce positive impact within the downtown core; and,

 Build the capacity of local organizations and community partners to address complex urban issues.

2. Roles and Responsibilities

2.1 The Parties will establish a Steering Committee with a mandate to:

 Actively seek and prioritize activities to fulfil the goal and objectives of the Welcoming Streets Initiative;  Coordinate the communications of the Welcoming Streets Initiative among the Parties and other participating organizations; and  Ensure that the state of the Welcoming Streets Initiative and its associated activities and projects are reported upon at the end of six months after the term of the M.O.U., including to the City’s Development Services Committee and Council.

2.2 Each individual Party will be responsible for:

 Appointing a maximum of one (1) representative to the Steering Committee of the Welcoming Streets Initiative;  Promoting the Initiative as an innovative approach for supporting the existing concerns between the vulnerable individuals and the businesses in the downtown; and

18  Communicating the importance, opportunities and results with all stakeholders;

2.3 The Steering Committee will be composed of a maximum of one (1) representative from each of the Parties. The Steering Committee will prepare and establish its own terms of reference by separate agreement.

 External Funding: Where appropriate, and as mutually agreed upon, the Parties will jointly seek sources of external funding to support the planned collaborative activities and programs.  The Parties agree to perform all acts and sign all documents necessary to submit joint funding proposals.

2.4 Participating Agencies’ Responsibilities

Carea Community Health Centre (Carea)  Recruitment, hiring, training and management/supervision of the Outreach Worker  Ensuring the Outreach Worker is nested within a team of other Outreach staff to ensure they have access to the support of a team of colleagues doing similar work  Participation in evaluation design and process as required  Provide resources necessary for the project  Management and disbursement of funds

Downtown Business Improvement Association (B.I.A.)  Assist and participate in the selection and orientation of the Outreach Worker and staff  Assist to engage downtown businesses in the Welcoming Streets Initiative  Assist in the evaluation design and process as required  Provide resources necessary for the project

City of Oshawa  Assist and participate in orientation of the Outreach Worker  Assist to engage downtown businesses in the Welcoming Streets Initiative  Assist in the development and implementation of the work plan and budget  Provide resources necessary for the project including the transfer of $50,224 (as noted in D.S.-19-146) to Carea.

2.5 Other non-profit organizations may be engaged with respect to participating in the Welcoming Streets Initiative. Additional parties may be added to this M.O.U. with the consensus of the Parties and an amendment to this M.O.U.

19 3. Privacy and Confidentiality

3.1 Municipal Freedom of Information

During the Term of this M.O.U. it may be necessary for the Parties to disclose confidential, proprietary or otherwise sensitive business information. Prior to the disclosure or use of any such information, the Parties may enter into a separate confidentiality agreement or such other agreement containing confidentiality covenants. Notwithstanding anything in this Agreement, the Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c. F.31 and the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c. M.56 prevail to the extent of any discrepancy between this Agreement and any requirement of those statutes and regulations thereunder.

3.2 Health/Privacy Information Management

Carea is accountable for the collection, use, disclosure of Personal Health Information (P.H.I.), including the decision-support data mining/reports for both client care and evaluation purposes. a) It is required that all Parties comply with Ontario’s Personal Health Information Protection Act in carrying out the activities contemplated by this Agreement. b) Only staff working for Carea will have access to a patient’s Personal Information or PHI as needed for the purpose of providing care to the client. c) All Parties agree that all confidential information supplied or obtained by any of the Parties under or in connection with this Agreement shall be kept confidential and secure. d) Each Party agrees to exercise the same degree of care in maintaining the other Parties’ confidential information as it does with its own confidential information and to confine knowledge of confidential information only to its employees, or agents who require such knowledge for use in the ordinary course and scope of their employment, service or agency consistent with this Agreement. e) The Parties acknowledge that inappropriate collection, use and release PHI or Personal Information may affect an individual’s employment, personal relationships or ability to obtain insurance and/or have other adverse effects. In the event any P.H.I. or Personal Information is inappropriately released, the Carea Privacy Breach Policy will be utilized. In addition an incident report form will be completed and submitted to the Carea’s Client Care Supervisor. f) The Parties shall not, during the Term of the Welcoming Streets Initiative or thereafter, use, disclose, divulge or make available each other’s confidential

20 information to any third party either directly or indirectly in any manner whatsoever without prior written consent of relevant Parties or as otherwise required by law. g) Under no circumstances will Carea disclose personal information from its records management systems to any of the other Parties to this M.O.U. or to any third party.

4. Termination, Renewal and Amendment

4.1 Term: This M.O.U. is effective as of the date of the last signature (the “Effective Date”) and, unless terminated in accordance with the terms herein, shall remain in force for a period of six (6) months (the “Term”).

4.2 Termination: This M.O.U. may be terminated at any time by mutual agreement of the Parties. Each Party has the right to terminate its participation in the M.O.U., without cause, by providing ninety (90) days’ prior written notice thereof to the other Parties. Termination by one Party shall not affect the validity of this M.O.U. as it pertains to the remaining Parties.

4.3 Extension and Renewal: The Parties may extend or renew this M.O.U. by way of a written amendment signed by the authorized representatives of each Party.

4.4 Amendment: No amendment or modification of the terms of this M.O.U. will be effective unless made in writing and signed by the authorized representatives of each Party.

5. General Terms

5.1 Use of Names: Except in promoting the activities and programs described in section 1 internally to its employees, faculty and students, a Party shall not use the name(s), logo(s) or trademark(s) of any other Party, in any form of advertising or publicity, unless it has obtained such Party’s prior written permission.

5.2 Notices: All notices, requests and communications made under this M.O.U. must be made in writing and delivered to the addresses set forth below or to such other address designated by a Party by written notice. Notices are effective upon receipt.

For Carea Community Health Centre:

Kimberly Lepine Director, Health Promotion & Community Development Services 115 Grassmere Street Oshawa, ON L1H 3X7

For Downtown Oshawa B.I.A:

21 Amanda (Nicol-) Macdonald Executive Director 21 Simcoe Street South Oshawa, Ontario

For the City:

City Clerk 50 Centre Street South Oshawa, Ontario L1H 3Z7

5.3 Non-Binding Nature: This M.O.U. is a broad statement of intent, which sets forth a general framework upon which to pursue mutual objectives, and to facilitate discussions regarding general areas of cooperation and collaboration. Nothing in this M.O.U. is intended to or should be construed as creating legally binding obligations on any Party. No liability will arise in respect of any subject matter hereof unless a subsequent binding agreement is negotiated and executed by duly authorized representatives of each Party.

5.4 Dispute Resolution: The Parties agree to make reasonable efforts, in good faith, to resolve all disputes amicably and expeditiously between themselves.

5.5 Authorized Signatures: Each Party represents that the representative signing this Agreement has the authority to sign on its behalf in the capacity indicated.

5.6 Indemnification: Carea shall defend, indemnify and save harmless the City and the Downtown Oshawa B.I.A. and its elected officials, officers, employees and agents from and against all claims of any nature, actions, causes of action, losses, expenses, fines, costs, interest or damages of every nature and kind whatsoever, arising out of or allegedly attributable to the negligent acts, errors, omissions, misfeasance, nonfeasance, fraud or willful misconduct of Carea, its directors, officers, employees, agents, contractors and subcontractors, or any of them, in connection with or in any way related to the delivery or performance of this Agreement.

5.7 Insurance: Carea shall continuously maintain throughout the Term of this Agreement and pay for Commercial General Liability insurance including personal injury, broad form contractual liability, and non-owned automotive liability in an amount of not less than five million dollars ($5,000,000.00) applying to all contracts for claims arising out of one occurrence. Such insurance shall include the City and Downtown Oshawa B.I.A. as additional insured.

- End of Agreement -

22 Carea Community Health Centre

Title: CE6 d'ov /~ ~ol? Date

THE CORPORATION OF THE CIT( OF OSHAWA Ll mAN M~ Name: Warren~m:e:¼"nrO Title: Commissioner, Development Services

tJou \1- 1 },.o ,4 Date

WT11ant1a (Nicol-)Macdonald 1ve Director

Date

23 Item: CNCL-20-17 Attachment 2 Oshawa Clinic Group

Oshawa Clinic 117 King St. E Oshawa, ON LJHJB9

Re: Welcoming Streets

We have recently had the privilege of having three members of Carea Community Health Centre come and speak at all three sites of the Oshawa Clinic Group.

Alisha, Lindsey and Adam were amazing. They were very informative as to who we should call and what we could expect from their team if the need arises.

We were shown how we could help if we suspected a drug overdose.

Even though most of our employees found this information very sad and disturbing, it gave us an insight on what is happening in our community and how they are making a difference.

I also believe it changed the opinion of our employees towards the homeless and the less fortunate than our selves.

We are very lucky that there are people like Lindsay, Alisha and Adam who truly care and are willing to help.

The Oshawa Clinic Group has obtained them to come and speak to our employees on two more occasions with different topics - Basic De-Escalations Skills and Non- Violent Intervention Skills.

Thank you for giving us this opportunity.

Sincerely

HR Manager

24 March 31, 2020

Item: CNCL-20-17 Attachment 3

Summary: The results below are some of the interactions the Welcoming Street team has had since this six-month pilot program started. These results are from November 25th, 2019 to present date (March 31, 2020). Clients Interactions Included: 587 Client Interactions  Wellness checks  General support  Practical assistance  Person support, safety and referrals  Client requests for resources  Client sleeping or loitering on street/property Calls/Emails for Support Reasons for Calls: 72 Calls for Support  Drug paraphernalia  Persons sleeping on street/property  Safety concerns  Seeking clarity on what to do/who to contact  Requests for education  Persons support, escalation, or referrals Education Topics Included: 272 Participants Attended  Crisis Prevention Education  Naloxone Training  Bridges out of Poverty  Substances 101 16 Education Sessions Completed 9 Upcoming Education Sessions Booked Businesses Visits Included: 439 Business Visits  Introductions and education  Checking in  Drug paraphernalia sweeps  Providing resource guides and information

25 March 31, 2020

Referrals Referrals to: 205 Referrals  Primary Care and Counselling Services  Food Security  Housing Services  Shelters/Crisis Beds  Harm Reduction  Legal Aid  Drop-In Programs  Showers and Laundry  Financial Aid Outreach Supplies Outreach Supplies Included: 825 Outreach Supplies  Winter Survival Kits  Sleeping Bags  Food and Drink Items  Outerwear  Hygiene Products  Transportation Assistance Community Development Meetings Included: 20 Meetings  Advisory Meetings  Coalition/Network Meetings  General Information Sharing  Community Event Planning  New Partnership/Relationship Building  Strategic Planning