CITY OF WINDSOR AGENDA 02/25/2019
City Council Meeting
Date: Monday, February 25, 2019 Time: 6:00 o’clock p.m. Location: Council Chambers, 1st Floor, Windsor City Hall
MEMBERS:
Mayor Drew Dilkens
Ward 1 - Councillor Fred Francis
Ward 2 - Councillor Fabio Costante
Ward 3 - Councillor Rino Bortolin
Ward 4 - Councillor Chris Holt
Ward 5 - Councillor Ed Sleiman
Ward 6 - Councillor Jo-Anne Gignac
Ward 7 - Councillor Irek Kusmierczyk
Ward 8 - Councillor Gary Kaschak
Ward 9 - Councillor Kieran McKenzie
Ward 10 - Councillor Jim Morrison
COUNCIL AGENDA - February 25, 2019 Page 1 of 346 ORDER OF BUSINESS
Item # Item Description 1. ORDER OF BUSINESS
1.1. In the event of the absence of the Mayor, Councillor Bortolin has been Appointed Acting Mayor for the month of February, 2019 in accordance with By-law 176-2018
2. CALL TO ORDER - Playing of the National Anthem
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF
4. ADOPTION OF THE MINUTES
5. NOTICE OF PROCLAMATIONS
“Black History Month” - February 2019 “Heritage Week” - February 18–24, 2019
Flag Raising:
“International Mother Language Day” - February 21, 2019
6. COMMITTEE OF THE WHOLE
7. COMMUNICATIONS INFORMATION PACKAGE
7.1. CORRESPONDENCE (This includes both Correspondence AND Communication Reports)
7.2. Upcoming Legislative Proposals and Changes -- City Wide (C 28/2019)
7.3. Results of the 2018 Tax Sale proceedings and the proposed 2019 Tax Sale process (C 21/2019)
COUNCIL AGENDA - February 25, 2019 Page 2 of 346 7.4. 2019 BIA Interim Levy Approval Process (C 20/2019)
7.5. Performance Appraisal Report (for period of January - December 2018) (CM 6/2019)
8. CONSENT AGENDA
8.1. Bill 68 – Changes to Municipal Conflict of Interest Act – new requirements regarding declarations of interest (CM 7/2019)
8.2. Bill 68-Municipal Act Changes and Requirement for Municipal Tree Canopy Policies (C 29/2019)
8.3. 2019 Schedule Of Fees for Recreation and Culture (C 15/2019)
8.4. A By-Law for the Repair and Improvements to the Hawkins Drain (C 13/2019)
8.5. Endorsement of Mark Winterton as the Regional Public Works Commissioner of Ontario Chair (C 140/2018)
8.6. Declaration of Vacant Lands Municipally Known as 251 Watkins Street and 291 Watkins Street Surplus and Authority to Offer for Sale - Ward 2 (C 17/2019)
8.7. Declaration of Vacant Land Municipally Known as 1010 Wyandotte Street West Surplus and Authority to Offer for Sale - Ward 3 (C 18/2019)
8.8. Bill 68 - Pregnancy/Parental Leave for Elected Officials (C 27/2019)
8.9. Council Self-Assessment Mechanism (C 26/2019)
8.10. Ontario Municipal Commuter Cycling (OMCC) Program submission of new project (C 23/2019)
CONSENT COMMITTEE REPORTS
8.11. Minutes of the meeting of the Committee of Management for Huron Lodge held September 17, 2018 (SCM 19/2019) (SCM 364/2018)
8.12. Minutes of the Executive Committee and Board of Directors, Willistead Manor Inc. meetings, held on October 11, 2018 (SCM 20/2019) (SCM 406/2018)
8.13. Minutes of the Windsor Accessibility Advisory Committee of its meeting held September 27, 2018 (SCM 21/2019) (SCM 399/2018)
8.14. Minutes of the Housing Advisory Committee of its meeting held November 20, 2018 (SCM 22/2019) (SCM 6/2019)
8.15. Minutes of the Seniors Advisory Committee of its meeting held September 4, 2018 (SCM 23/2019) (SCM 363/2018)
COUNCIL AGENDA - February 25, 2019 Page 3 of 346 8.16. Minutes of the Seniors Advisory Committee of its meeting held December 4, 2018 (SCM 24/2019) (SCM 4/2019)
8.17. Minutes of the Windsor Accessibility Advisory Committee of its meeting held November 13, 2018 (SCM 25/2019) (SCM 446/2018)
8.18. Minutes of the Diversity Committee of its meeting held October 2, 2018 (SCM 26/2019) (SCM 439/2018)
8.19. Minutes of the Committee of Management for Huron Lodge of its meeting held November 5, 2018 (SCM 27/2019) (SCM 427/2018)
8.20. Report No. 106 of the Board of Directors, Willistead Manor Inc. of its meeting held November 8, 2018 (SCM 28/2019) (SCM 453/2018)
8.21. Report No. 123 of the Windsor Accessibility Advisory Committee - Purchase of 23 door push buttons for City Hall (SCM 29/2019) (SCM 374/2018)
8.22. Report No. 8 of the Housing Advisory Committee - Request for City/County Councils to include a discussion regarding social housing at a Strategic Planning Session (SCM 30/2018) (SCM 5/2018)
8.23. Diversity Committee 2018 Annual Report (SCM 31/2019) (SCM 444/2018)
8.24. Windsor Accessibility Advisory Committee 2018 Annual Report (SCM 32/2019) (SCM 445/2018)
8.25. Seniors Advisory Committee 2018 Annual Report (SCM 33/2019) (SCM 457/2018)
8.26. Housing Advisory Committee 2018 Annual Report (SCM 34/2019) (SCM 425/2018)
8.27. Community Public Art Advisory Committee 2018 Annual Report (SCM 35/2019) (SCM 400/2018)
8.28. CQ49-2015 – Report on the condition of Tennis Courts (SCM 36/2019) (S 17/2019)
8.29. Hall Farms Pathway Reconstruction (SCM 37/2019) (S 10/2019)
8.30. Federal Poverty Reduction Strategy Update - City Wide (SCM 38/2019) (S 173/2018)
8.31. 100 Day Plan for Social Assistance Reform - Update - City Wide (SCM 39/2019) (S 18/2019)
9. REQUEST FOR DEFERRALS, REFERRALS AND/OR WITHDRAWALS
10. PRESENTATIONS AND DELEGATIONS (5 Minute maximum per delegate)
COUNCIL AGENDA - February 25, 2019 Page 4 of 346 11. REGULAR BUSINESS ITEMS (Non-Consent Items)
11.1. Exemption to Noise By-Law 6716 for Nighttime Construction Work - Wards 2 & 10 (C 25/2019)
11.2. Sandison Street Proposed Parking Changes - WARD 9 (SCM 429/2018) (S 180/2018)
11.3. Summary of the Health Kids Community Challenge Initiative City Wide (S 164/2018)
12. CONSIDERATION OF COMMITTEE REPORTS
12.1. (i) Report of the Special In-Camera meeting or other Committee as may be held prior to Council (if scheduled)
12.3. Minutes of the Court of Revision of its meeting held January 16, 2019
13. BY-LAWS (First and Second Reading)
14. MOVE BACK INTO FORMAL SESSION
15. NOTICES OF MOTION
16. THIRD AND FINAL READING OF THE BY-LAWS
17. PETITIONS
18. QUESTION PERIOD
19. STATEMENTS BY MEMBERS
COUNCIL AGENDA - February 25, 2019 Page 5 of 346 20. UPCOMING MEETINGS
Environment, Transportation & Public Safety Standing Committee Wednesday February 20, 2019 4:30 p.m. Council Chambers (1st floor), 350 City Hall Square West
City Council Monday February 25, 2019 6:00 p.m. Council Chambers (1st floor), 350 City Hall Square West
City Council Monday March 4, 2019 6:00 p.m. Council Chambers (1st floor), 350 City Hall Square West
21. ADJOURNMENT
COUNCIL AGENDA - February 25, 2019 Page 6 of 346 Item 7.2
Council Report: C 28/2019
Subject: Upcoming Legislative Proposals and Changes -- City Wide
Reference: Date to Council: February 25, 2019 Author: Onorio Colucci Chief Administrative Officer 519-255-6100 ext. 6311 [email protected] CAO Office Report Date: 2/12/2019 Clerk’s File #: GP2019
To: Mayor and Members of City Council
Recommendation: THAT the report of the Chief Administrative Officer dated February 25, 2018 respecting “Upcoming Legislative Proposals and Changes,” BE RECEIVED for information.
Executive Summary:
N/A
Background:
The Minister of Economic Development, Job Creation and Trade introduced Bill 66, Restoring Ontario’s Competitiveness Act, on December 6th, 2018. The proposed legislation holds significant interest for municipal governments, having passed First Reading and returning for Session on February 19th, 2019. To clarify the proposed legislation, the Association of Municipalities of Ontario (AMO) issued a Communications Information Package which went to City Council entitled Bill 66 – Municipal Implications Overview on Monday, January 7, 2019. This report intends to expand on how Bill 66 and the Provincial review of Development Charges may affect municipal governments.
Discussion:
Bill 66, Restoring Ontario’s Competitiveness Act
Bill 66 would amend seventeen (17) Acts, four (4) of which would affect municipal governments: the Pawnbrokers Act, Long-term Care Homes Act (2007), Child Care and Early Years Act (2015), Education Act, and Labour Relations Act (1995).
COUNCIL AGENDA - February 25, 2019 Page 7 of 346 Page 1 of 7 The Pawnbrokers Act
The Pawnbrokers Act was created to regulate pawnshops and second hand stores, wherein authority was retained by municipal governments to create by-laws and business licenses to regulate pawnshops. The proposed legislation would repeal the Pawnbrokers Act in its entirety. More specifically, Schedule 2 would eliminate law enforcement tools aimed at enforcing against theft and enabling the search and return of stolen goods. The AMO will be connecting with police services to obtain their perspective on the impacts that the change would bring and consider alternatives.
The City of Windsor licences and regulates Retail/Resale Shops and Pawnbrokers in conjunction with Business Licensing By-law # 395-2004, Schedule R1 and the Pawnbrokers Act, R.S.O. 1990. These regulations govern Retail/Resale Stores for those who buy, sell or otherwise deal in used goods and Pawnbrokers for those who exercise the trade of receiving or taking by way of pawn or pledge, any goods for the repayment of money. Regulations are in place for the purpose of consumer protection by ensuring that stolen goods are not being traded. There are currently seven (7) licensed Pawnbrokers and one hundred-twenty (120) licensed Retail/Resale Shops within the municipality. The legislation governing these business types is enforced by Windsor Police Service and in some cases, the City’s By-law Enforcement Division.
Although the City already has a by-law and licensing Schedule in place, a repeal of the provincial Pawnbrokers Act would present a challenge for the continuance of the administration and enforcement of the municipal legislation on its own. The Pawnbrokers Act is referenced and is referred to in the municipal by-law providing governance of the licensing process, the conduct of a licensee and the penalties for non compliant “pawning” activities.
The Windsor Police Service - Property Crime Unit, has indicated that although many of the requirements are the same in both legislations, the by-law only makes reference to the Pawnbrokers Act regarding penalty should a person or entity be convicted of an offence under the provisions of the municipal by-law. There are no provisions in the by- law alone to regulate the activity of the pawnbroker regarding any pawn activity and cost to the customer.
City of Windsor Business Licensing By-law # 395-2004, Schedule R1 states,
“Section 9 - The provisions of The Pawnbroker’s Act, R.S.O. 1990, Chapter P.6. shall apply to all Pawnbrokers”
“Section 10 - Every person who is licensed as a Pawnbroker who contravenes any of the provisions of the by-law is guilty of an offence and upon conviction is liable to penalty as provided in the Pawnbrokers Act.”
Windsor Police Service depend on the Pawnbrokers Act for their powers of authority and enforcement regarding the requirements of a pawnbroker to protect the pawner, pawnbroker and to prevent or deter thefts in the community. Police have indicated that the municipal by-law alone is insufficient to provide adequate enforcement regarding pawnbrokers.
COUNCIL AGENDA - February 25, 2019 Page 8 of 346 Page 2 of 7 Therefore, City Administration would need to consider several amendments or a complete re-write of the current by-law to include regulations outlined under the repealed provincial Act which are not covered under the current municipal legislation. An amended or newly written licensing Schedule would be necessary to allow for the Licensing Department and Police Services to continue conducting their duties as they do today. Without proper regulations in place to govern these types of business, there is the potential for substantial risk of increased thefts and criminal activity within the municipality.
Amendments to the current by-law could be completed relatively quickly if it is desired to simply move literature from the provincial Act into the municipal legislation. However, an overhaul or re-write of a licensing Schedule could take several months to complete. The Pawnbrokers Act was enacted in the early 1900’s and it may be discovered that the legislation is outdated. It may be desired and in the municipality’s interest to create new and improved regulations.
The Long-Term Care Homes Act, 2007
Proposed changes for long-term care homes’ licences would include that the Director, as appointed by the Minister, may determine the need and how public consultations shall be conducted. This may reduce the frequency of attendance by licensees at public meetings. Further, the Ministry of Health and Long-Term Care (“Ministry”) would have added flexibility to issue licenses for temporary beds for a longer duration of time. Municipal homes have licences subject to Minister’s approval with no designated term. Further efforts to improve long-term care and reduce administrative burden should continue. There is a need for more discussions to develop a less prescriptive, outcomes-based framework that reduces burden while prioritizing patient care and well- being. The AMO will continue to work with other long-term care partners to identify opportunities for positive reform and to monitor long-term care impacts of Bill 66 and corresponding regulations. Proposed regulations were posted for public comment until January 28th, 2019.
The Ministry is proposing amendments to the Long-Term Care Homes Act, 2007 (Act) and considering associated amendments to Ontario Regulation 79/10 (O. Reg 79/10 or Regulation) under the Act, with respect to the licensing process for long-term care homes. The Ministry is proposing amendments to the Act and considering associated amendments to the Regulation as follows:
Modernize the long-term care licensing process by providing the Ministry (Director under the Act) with greater flexibility regarding when and how public feedback is sought as part of the license transaction process, rather than being required to hold a public meeting in all applicable circumstances as under the current provision. The Ministry would be empowered to make a policy regarding when exceptions should be made to the requirement for public consultation. Expand the scope of temporary emergency licenses to include all types of circumstances where long-term care beds are needed to accommodate persons affected by a temporary emergency. Remove provisions related to short-term authorizations (as they will be covered by the temporary emergency license provisions instead).
COUNCIL AGENDA - February 25, 2019 Page 9 of 346 Page 3 of 7 The stakeholder groups consulted included the Advocacy Centre for the Elderly (ACE), AdvantAge Ontario, the Ontario Long-Term Care Association (OLTCA), the Family Council of Ontario (FCO), the Ontario Association of Resident’s Councils (OARC), and representatives from operators of Indigenous long-term care homes.
Sector advocates including long-term care sector associations were supportive of the removal of the requirement for the Ministry to hold a public meeting, as it will help to streamline the licensing process and will support the timeliness of the long-term care redevelopment process. However, organizations representing long-term care residents and families have raised concerns related to the omission of the requirement to have a public meeting in some instances.
Proposed amendments related to temporary emergency licences have received positive feedback from advocates and long-term care associations as they would provide efficiency in processing licensing transactions in a timely manner. Long-term care operators are also supportive of the change as it would help support the continuity of operations within the home.
The total estimated potential cost savings for the ministry is approximately $135,000. This offset is expected to be banked on an annual basis over the next 10 years.
As part of AdvantAge Ontario, Huron Lodge is using the association’s position with the Ministry of Health and Long-Term Care with regards to any long-term Care home’s feedback.
The Child Care and Early Years Act, 2014 and the Education Act
Schedule 3 of Bill 66 would amend the Child Care and Early Years Act, 2015 and the Education Act. The proposed amendments include changes to the rules regarding in- home child care services and authorized recreational and skills building programs. Aimed at increasing access to child care, the amendments also propose increasing the permissible number and age of children per provider a day.
The proposed amendments to the Child Care and Early Years Act raise concerns regarding risk related to children’s health, well-being and safety in a home child care setting. An increase to the number of young children (three under the age of two) that a licensed or unlicensed home child care provider may have in their care and a decrease in the age at which a home child care provider must include their own children in that count (from six years old to four years old) are both cause for concern. Increasing the limit on the number of children under two years of age makes supervision more difficult, particularly in emergency situations. Administration supports the licensed care system with the oversight and accountability it provides to ensure the safety of children.
Another proposed amendment reduces the age requirement for authorized recreation and skill building programs that serve children before or after school to align with the kindergarten and summer camp age requirements (from six years old to four years old). A key source of funding for these programs is the Ministry of Culture, Tourism and Sport through their Ontario After School Program. The hope is that the Ministry will allocate additional resources to allow programs to expand to serve four and five year olds. Without additional support, spaces will be limited and organizations will be challenged to
COUNCIL AGENDA - February 25, 2019 Page 10 of 346 Page 4 of 7 accommodate this age group and the intended access will not be realized. The Ontario Municipal Social Services Association shared its concerns around children’s safety and quality of care with the Honourable Steve Clark, Ontario's Minister of Municipal Affairs and Housing.
The Labour Relations Act, 1995 (Construction Employer Designation)
Bill 66 would clarify that municipal governments are not construction employers. Construction employer designation reduces the number of eligible bidders for municipal construction projects and increases municipal capital costs by eliminating competition. As construction is not a core municipal function, this clarification has been a longstanding municipal ask supported by the AMO for municipal governments to not be treated as construction employers.
Housing Supply Action Plan
In addition to Bill 66, the province launched a consultation process surrounding affordable housing for the development of a Housing Supply Action Plan (Action Plan). This Action Plan would address the barriers to creating more housing and include measures that the Province could take to increase the supply of new ownership and rental housing in Ontario. As announced in the 2018 Fall Economic Statement, the Action Plan is scheduled to launch in Spring 2019.
Public consultation was held to inform the Action Plan, closing January 25, 2019. The City of Windsor Housing Services Department provided feedback during consultation.
The City, as the Consolidated Municipal Service Manager, also worked with the OMSSA to provide input into the larger submission and ensure that Windsor and Essex County was represented in the consultation process. The OMSSA shared its response and recommendations to the Honourable Steve Clark, Ontario's Minister of Municipal Affairs and Housing. In the response, OMSSA pointed to key priorities including:
that community housing, transitional housing and supportive housing all play a crucial role in addressing Ontario’s affordable housing challenge; the importance of investing in affordable housing is the most cost-effective means of addressing homelessness; prioritizing and supporting Ontario’s most vulnerable residents in need of housing, rather than dedicating limited resources primarily to incentivizing home ownership; the need to provide additional resources to the Landlord and Tenant Board (LTB) to ensure speedy resolution of issues between landlords and tenants; the need for all levels of government to work together to address funding issues, housing affordability challenges and a lack of new rental supply; maintaining and ensuring local flexibility to address unique circumstances in Ontario’s urban, suburban, rural and Northern communities; and working together with the Province on community housing renewal, end-of- operating agreements, rent-geared-to-income (RGI) simplification, service level standards, utility scales and reducing administrative and reporting burdens.
COUNCIL AGENDA - February 25, 2019 Page 11 of 346 Page 5 of 7 Provincial Review of Development Charges as part of the Housing Supply Action Plan
The Ministry of Municipal Affairs and Housing (MMAH) recently circulated invitations to key municipal stakeholders and select industry representatives to take part in a technical stakeholder consultation regarding the Province’s development charges framework.
The City Treasurer participated in the consultation session with the ministry that also included representatives from the Association of Municipalities of Ontario (AMO), Municipal Finance Officers of Ontario (MFOA), Regional Treasurers’ Association, and Hemson Consulting (the City’s consultant for the DC Background Studies and Bylaws).
Key Messages Provided to the MMAH from AMO
1. Development charges are not a root cause of the affordable housing and supply challenge in Ontario. Even further to the point, DCs apply to only a small part of the housing market – new homes. DCs represent between 5 – 7% of the cost of a new home. 2. A reduction in development charge collections will increase the cost of public services for all residents. This will increase pressure from taxpayers to constrain growth and to constrain demands on the already stretched property tax dollar. 3. Municipal governments and current property taxpayers do not have means to subsidize developers in building new homes. Changes that reduced development charges has never resulted in reduced housing prices.
Key Messages Provided to the MMAH from MFOA
Expensive Reducing Development Charges does not decrease the cost of growth related infrastructure. It transfers the cost to existing homeowners, which includes low-income families and seniors. Significant increases in housing costs would be unaffordable for many.
Inefficient There is no evidence that shows reductions in development charges being passed directly to homebuyers through drops in house prices. House prices are set through market demand.
Ineffective It will result in higher property taxes and utility rates for municipalities with new development, to cover funds for infrastructure not recovered through development charges.
Counterproductive Municipalities are already struggling to meet their current infrastructure demands. Without development charges, growth projects would compete with other municipal projects. Municipalities may not have the funds available to put the infrastructure in place needed for development to occur in a timely way. Reducing development charges would reduce growth.
COUNCIL AGENDA - February 25, 2019 Page 12 of 346 Page 6 of 7 Risk Analysis:
There are no risks at this time associated with this information report.
Financial Matters:
N/A at this time.
Consultations:
N/A
Conclusion: Administration is bringing this report to council to raise awareness of the significant legislative changes that are being considered.
Approvals: Name Title
Commissioner Community Development & Jelena Payne Health, Corporate Leader – Social Development & Health
Chief Financial Officer/City Treasurer, Joe Mancina Corporate Leader – Finance & Technology
City Solicitor, Corporate Leader – Shelby Askin Hager Economic Development & Health
City Clerk/Licence Commissioner, Valerie Critchley Corporate Leader – Public Engagement & Human Services
Onorio Colucci Chief Administrative Officer
Notifications: N/A
Appendices:
COUNCIL AGENDA - February 25, 2019 Page 13 of 346 Page 7 of 7 Item 7.3
Council Report: C 21/2019
Subject: Results of the 2018 Tax Sale proceedings and the proposed 2019 Tax Sale process
Reference: Date to Council: February 25, 2019 Author: Janice Guthrie Deputy Treasurer, Taxation and Financial Projects [email protected] 519-255-6100 ext 6271 Taxation & Financial Projects Report Date: 2/6/2019 Clerk’s File #: AF2019
To: Mayor and Members of City Council
Recommendation: THAT City Council RECEIVE the information regarding the 2018 Tax Sale and 2019 Tax Sale plan for information.
Executive Summary:
N/A
Background:
The Municipal Tax Sale Process
In 2009 and as updated in 2011, City Council was advised of the need for a more proactive approach to property tax collection. At that time, if left unattended, the outstanding arrears of $48 million were projected to exceed $50 million in relatively short order. Through use of the Guiding Principles (see appendix A) and inclusive of tax sale proceedings and the improving economy, Administration has reduced the outstanding arrears to $31.2 million (2018 balance as at December 31). This represents approximately 7.7% of the total 2018 municipal tax levy of $403 million (inclusive of Education taxes).
Pursuant to Part XI – Sale of Land for Tax Arrears under the Ontario Municipal Act, 2001, the City is given the power to dispose of property owned by taxpayers in order to collect the outstanding property taxes. The registration of a tax arrears certificate
COUNCIL AGENDA - February 25, 2019 Page 14 of 346 Page 1 of 6 against a property is the first step that will eventually lead to a tax sale if all other collection measures fail. The City’s interest ranks above all other creditors which typically include mortgage holders and other credit or debt collection agents with the exception of the Federal or Provincial Crown liens. .
Pursuant to recent changes, the City Treasurer may register a tax arrears certificate against a property where there are taxes owing in the second year following the year the taxes are due (that is in the third year of outstanding taxes). This change effectively shortens the time frame in which a tax arrears certificate can be registered by one year. Although the Act was recently amended, to date, due to limited resources and number of accounts in arrears which need to be actioned, Administration has continued to address collections in a systematic approach following the Guiding Principles which results in the registering of tax arrears certificates in the fourth year of outstanding taxes. Historically the number of accounts in arrears under active collection has remained around 4,000; the reason being that as accounts are brought to conclusion (i.e. paid in full) a similar number of new accounts are falling into arrears. On average, in recent years there are approximately 100 new registrations (properties where all other collection efforts have been exhausted) each year. Should circumstances change, properties will be registered in the earlier time frames as allowed.
After a tax arrears certificate has been registered, the property owner has one year in which to pay a cancellation price (defined as the total amount of tax arrears, including any other charges which have been added and considered a priority lien, plus an administrative fee) to have the lien discharged. Alternatively, the property owner may enter into an extension agreement with formal repayment terms (up to a maximum of 5- years or 60 months) for the payment of the cancellation price.
If payment of the cancellation price does not occur within the period of time under either of the above two options noted above, the City Treasurer has the right to place the property up for public sale using either the auction or tender method. Typically Administration has used a tender method. Sealed bids, which remain closed until time of sale, often result in a tender price closer to the current assessment value of the property. Since the City only retains the amount necessary to collect the outstanding property taxes, any excess amount is placed with the Provincial Courts for distribution by way of official application by either the property owner or those with a registered interest. It should be noted that until such time as the closing of the tenders (3 o’clock pm on Tax Sale day) property owners can come forward with payment in full to redeem their property. A property which does not sell (deemed unsuccessful) may be re- advertised once again in a subsequent tax sale.
Advertising commences approximately 6 weeks prior to each tax sale running for four consecutive weeks in the Windsor Star and once in the Ontario Gazette. Any person(s) wanting to place a tender on a property are allowed to do so up until 3:00 p.m. on the date of sale. A fee of $25 is charged to all persons who place a bid. This fee assists with the Administrative costs associated with the receipt and safekeeping of bids until the tender is opened.
Should a tax sale, or subsequent resale, not result in a successful purchase, the City has two (2) years upon which to make a decision to vest in the property or return the
COUNCIL AGENDA - February 25, 2019 Page 15 of 346 Page 2 of 6 property to the registered owner. Regardless of its decision to vest, City Council also has the ability to write-off any or all accumulated tax arrears after an unsuccessful tax sale.
The purpose of the tax sale statute is to bring finality to the process of tax collection. Collection staff have completed the required due diligence following the guiding collection principles as approved by Council and have essentially exhausted all efforts to otherwise collect the debt prior to the point in time where a tax arrears lien in registered.
The purpose of this report is to advise Council of the results of the 2018 tax sales and to provide information with regards to the three (3) planned tax sales for 2019.
Discussion:
2018 Tax Sale Update
A property is deemed eligible for tax sale immediately following one-year from the date of registration. As reported on April 9, 2018 via C 59/2018 there were fifty-seven (57) properties deemed eligible to be advertised in 2018 for tax sale. Of the fifty-seven (57) eligible properties, seventeen (17) were redeemed by the owner or interested party by making payment in full of the arrears prior to advertisement, one (1) was deferred while under an Extension Agreement repayment plan and two (2) were deferred to a future tax sale.
Thirty-seven (37) properties were ultimately brought forward to the 2018 Tax Sale process. Administration planned to two (2) tax sales through the year taking place in July and November. Following advertisement, ten (10) properties were redeemed by the property owner or interested party by way of payment in full and eighteen (18) properties sold at the tax sales. Four (4) properties remain and will be under consideration of next steps options, including vesting. City Council will be presented with options relating to these four properties at a later date after Administration has fully vetted the alternatives and assessed the risks associated with ownership
2019 Tax Sale Plan
As of February 5, 2019, there are eighty-four (84) properties with tax arrears liens registered on title. These properties are not currently on a formalized payment plan or under vesting consideration and therefore are eligible for property tax in 2019. Due to the time requirements to undertake a tax sale from start to finish (typically 2-3 months) and process historically followed for tax sales (typically do not proceed actively through December & January), fifty-one (51) properties have been identified as being reasonable and manageable during 2019. These properties are detailed in a separate memo which has been marked Confidential on the basis that the actual properties will not become known publically until such time as the properties are advertised. Historically, once notification of advertisement is sent to the property owner, it is
COUNCIL AGENDA - February 25, 2019 Page 16 of 346 Page 3 of 6 estimated that at least 30%, and at times upwards to 50%, of those accounts will be paid in full.
To effectively manage the list of potential properties, Administration is planning to hold three (3) tax sales prior to December 31, 2019. Tax sale dates will be determined at a later date based upon various criteria including workload requirements and changes in number of properties; however they have preliminarily been set for late spring, summer and fall 2019.
Of the fifty-one (51) properties eligible for tax sale in 2019, thirty-five (35) are residential homes, eight (8) are commercial/mixed or industrial use buildings, and eight (8) are considered either residential or commercial vacant land. Administration does not undertake tax sales lightly and, given a majority of the properties are residential, will continue to communicate directly with the property owners throughout the process proceeding only where, in the City Treasurer’s opinion, it is the only remaining option to collect the outstanding arrears in a reasonable time frame.
Consistent with prior years, the full listing of properties will be circulated to City departments for review and departmental consideration. Certain City departments may consider acquisition of some of the properties. Should they wish to do so, they need to obtain separate Council approval to place a tender and will need to assess the impact on their annual budget operating approvals.
Risk Analysis:
There are several risks that need to be carefully weighed prior to making a determination to proceed with a tax sale. Ultimately, if a property does not sell by way of the tax sale, Administration will be required to make a determination as to whether or not to recommend to City Council vesting ownership of the property with the municipality. The intention of the tax registration process is to enable the municipality to take action by which to collect the outstanding taxes, not take property ownership away. In many cases, there is no municipal use for these properties which leave these properties to accumulate as inventory in land held for resale.
Property specific risks such as Crown liens, environmental concerns and property standard compliance issues are considered prior to individual properties being recommended for sale. In 2014, City Council authorized Administration to enter into agreements with external third party organizations as it relates to the collection of outstanding property taxes (CR 237-2014) which serves to mitigate this risk.
Staff resourcing will be necessary to plan, co-ordinate and conduct the scheduled tax sales which may take priority over other collection activities.
COUNCIL AGENDA - February 25, 2019 Page 17 of 346 Page 4 of 6 Financial Matters:
2018 Tax Sale Update
As a result of the 2018 tax sale proceedings, Administration was successful in collecting just over $1,035,600 in outstanding property taxes ($728,000 relating to the properties redeemed and $307,600 for the eighteen (18) properties sold). It should be noted that the collection of the arrears is not considered to be new funding for the City but rather a repayment of a loan effectively made to property owners who did not remit payment on the prescribed due dates. At a minimum, the lowest possible tender is equivalent to the cancellation price (defined as the total amount of tax arrears, including any other charges which have been added and considered a priority lien, plus an administrative fee) at the time of the sale.
With regards to the properties that did sell at tax sale, excess funds in the amount of $436,765 were received as a result of tender bids being above the cancellation price. These funds are required to be placed with the Courts for subsequent distribution. Application to the Courts may be made by the property owners or those with registered interests in the property to receive the excess funds. Since these property registrations were placed prior to January 1, 2018, after one-year, should these funds still be available, the City may make application on its own to the Courts for the funds which would be considered wind-fall revenue in the year received. As a result of changes in the legislation, after January 1, 2018, municipalities are no longer able to apply for excess funds. These funds now remain with the Courts for a period of 10 years after which the funds revert to the Province.
There is currently a balance of $258,000 (exclusive of the $436,765 added from the 2018 tax sales) which has been placed with the courts in previous years and is now eligible for redemptions by the City. Until such time as an application is submitted, Administration will not know if any funds remain. In accordance with the Ontario Municipal Act, these funds are taken into general revenue when received and then transferred to the Property Acquisition through vesting capital project to assist in offsetting the expected maintenance of properties which remained unsold to be vested by the City.
Consultations:
During the tax sale process, all properties are vetted for municipal considerations by Administration through a number of City Departments, including but not limited to: Planning, Office of the City Solicitor, Real Estate Division, Parks, Fire, and Building.
Conclusion:
Administration is planning to hold three (3) tax sales during 2019. Each of the property owners on title have been notified by Administration on several occasions and have not
COUNCIL AGENDA - February 25, 2019 Page 18 of 346 Page 5 of 6 responded to our efforts to collect or have been unable to pay the outstanding balances. The number of properties actually proceeding to sale will likely be reduced as owners or interested parties come forward and make payment in order to retain their property and/or other relevant facts are brought forward to administration. Results from the process will be reported to Council in late 2019 or early 2020.
Planning Act Matters:
N/A
Approvals:
Name Title
Janice Guthrie Deputy Treasurer, Taxation and Financial Projects
Joe Mancina CFO & City Treasurer, Corporate Leader Finance & Technology
Onorio Colucci Chief Administrative Officer
Appendices:
Appendix A – Tax Collection Guiding Principles
COUNCIL AGENDA - February 25, 2019 Page 19 of 346 Page 6 of 6 Property Tax Arrears Guiding Principles as Adopted by Council (CR362/2009, as Amended CR160/2011)
Guiding Principle #1 – THAT Administration employ a tax collection strategy aimed at those accounts falling 1 –2 years in arrears (Category A) based upon the following criteria: By oldest year outstanding By material amount outstanding By multiple property ownership and further THAT the strategy allow for property owners in this category to enter into a recommended payment plan with a payment that will bring the account current within 24 months or less or a payment that at a minimum will at least address some principle portion of the debt (no stated number of months required).
Guiding Principle #2 – THAT no further City initiated collection activity be taken against a property owner within Category A who refuses a payment plan or has defaulted on a payment plan until such time as the property becomes eligible (in the fourth year with three prior years outstanding) for the registration of a tax arrears certificate.
Guiding Principle #3 – THAT for Category B (accounts in their fourth year or older), property tax accounts be targeted for collection based upon oldest year outstanding and balance outstanding inclusive of multiple account ownership.
Guiding Principle #4 – THAT property owners within Category B in arrears must enter into a payment plan that will bring their account current in a reasonable time frame. The recommended acceptable payment would bring the account current within 24 months with the minimum acceptable payment extending no more that 60 months.
Guiding Principle #5 – THAT once enrolled in a payment plan, property owners within Category B are entitled to two-missed payments without corrective action after which the registration process will commence.
Guiding Principle #6 – THAT following unsuccessful attempts to get the property owner to enter and maintain a payment plan, Administration continue to notify those parties with a registered interest in a property in Category B tax arrears and allow for the negotiation of a payment plan on behalf of the property owner as governed by Guiding Principle #4 and further THAT the following fee structure (which could be avoided if the taxpayer enters into a payment plan) be approved for said notification: Registered Interest Party Notice - $225 (covers notification of 2 interested parties) Additional Notification as Required - $50 per letter
COUNCIL AGENDA - February 25, 2019 Page 20 of 346 Guiding Principle #7 – THAT Administration enlist the assistance of a Tax Registration Specialist (in compliance with the purchasing by-law) for purposes of completing the documentation process associated with a tax arrears certificate and further THAT the services be obtained on a temporary basis for a period of time not to exceed the end of fiscal year 2010 at which time the utilization of said services be re-evaluated.
Guiding Principle #8 – THAT Administration continue to accept payments in full on those properties that are subject to tax sale up to the day that the tax sale commences.
COUNCIL AGENDA - February 25, 2019 Page 21 of 346 Item 7.4
Council Report: C 20/2019
Subject: 2019 BIA Interim Levy Approval Process
Reference: Date to Council: February 25, 2019 Author: Janice Guthrie Deputy Treasurer, Taxation & Financial Projects 519-255-6100 Ext 6271 [email protected] Taxation & Financial Projects Report Date: 2/5/2019 Clerk’s File #: AF2019
To: Mayor and Members of City Council
Recommendation:
That City Council RECEIVE this report of the 2019 BIA Interim Levy Approval Process for information.
Executive Summary:
N/A
Background:
A Business Improvement Area (BIA) is a geographic area within a municipality governed by a Board of Management. A BIA allows local businesses and property owners to join together to provide for business promotion and local improvements. Sections 204 to 214 of the Ontario Municipal Act, 2001 S.O. 2001, c.25, as amended (the Act) provides guidance concerning BIA’s. Annually, the Board of Management for each BIA is required to prepare a budget for Council to review and approve. Budgets are typically for expenses such as advertising and promotion, newsletters, beautification items, flower baskets, administrative costs, etc. which are used within the BIA boundaries to promote businesses and attract customers. Repayments for City capital projects (ex. streetscaping) and/or other cash advances are also included in the BIA annual budget. BIA budgets also require approval by the BIA membership.
Discussion: Each year Administration works with the BIA’s to obtain and review their annual budget. The annual budget determines the separate charge/levy on properties of commercial and industrial classes within each BIA. This separate charge/levy is collected in the same manner as property taxes and is typically added to the final tax bill for each
COUNCIL AGENDA - February 25, 2019 Page 22 of 346 Page 1 of 4 property within the BIA boundary. Payment of the separate charge/levy is made by property owners over the last three instalments of the year.
Administration is in the process of collecting and reviewing each of the nine BIA 2019 budget submissions and completing the reconciliations for 2018. Once complete a full report will be brought forward for Council’s consideration prior to issuance of the 2019 final tax bills.
Until the 2019 budgets and levy are finalized, the BIA’s require funds to proceed with planned expenditures. In keeping with prior years, Administration will be providing each BIA with no more than 50% of the 2018 approved budget. The 2019 balance will be provided once the final levies and notices have been issued to the members. BIA’s are required to submit annual audited financial statements to the City before payment of final instalments are made.
Risk Analysis: There is little risk to the municipality with regards to BIA levies. While funds are advanced to each BIA’s, those funds are recovered through a separate charge/levy to the membership on the annual property tax bill. Property taxes are secured in that they are attached to the property and not the member. Therefore should a property owner fail to make a payment of the annual charge, it can be recovered through subsequent property owners or collection action.
As with municipal and education taxes, the BIA final levy is based on the BIA rate and the combined assessment values of member properties located in the BIA district (subject to some min/max values as chosen by the individual BIA’s). There may be some risk to the BIA’s should there be changes in assessed values, either positive or negative, which may affect the total amount to be recovered. To mitigate this risk and to avoid large fluctuations, which could result in a substantial repayment to the City, Administration withholds a 5% allowance from each year’s levy, which is released at the end of each year.
Financial Matters:
Based upon the 2018 approved budgets an instalment of no more than 50% will be provided to each BIA in the first half of 2019. This instalment will be subject to the results of the 2018 reconciliation with the BIA and compliance with the requirement to provide audited financial statements and satisfactory responses to other Administrative requests. In addition, for those BIA’s subject to capital project repayments, the installment will be reduced by 50% of the repayment.
COUNCIL AGENDA - February 25, 2019 Page 23 of 346 Page 2 of 4 2018 Approved Budget BIA 2019 Instalment (max) (net) DOWNTOWN WINDSOR $ 564,900 $ 282,450 ERIE STREET (VIA ITALIA) $ 100,000 $ 50,000 FORD CITY $ 28,800 $ 14,400 OLDE RIVERSIDE TOWNE CENTRE $ 65,000 $ 32,500 OLDE SANDWICH TOWNE $ 67,100 $ 33,550 OTTAWA STREET $ 71,965 $ 35,983 PILLETTE VILLAGE $ 27,500 $ 13,750 OLDE WALKERVILLE $ 45,000 $ 22,500 WYANDOTTE TOWNE CENTRE $ 94,000 $ 47,000
Consultations:
N/A
Conclusion:
Once the 2019 BIA budget submissions are received and Administration has completed all of its due diligence, a report will be brought forward to City Council to seek the necessary approvals.
Approvals: Name Title
Janice Guthrie Deputy Treasurer, Taxation and Financial Projects
Joseph Mancina CFO/City Treasurer, Corporate Leader Finance and Technology
Onorio Colucci CAO
COUNCIL AGENDA - February 25, 2019 Page 24 of 346 Page 3 of 4 Notifications: BIA ADDRESS CONTACT NAME 1 Email 1 419 Pelissier St Windsor, ON DOWNTOWN WINDSOR N9A 4L2 Debi Croucher [email protected] 854 Erie Street Windsor, ON Teresa Silvestri, [email protected] & ERIE STREET (VIA ITALIA) N9A 3Y6 President [email protected] 1076 Drouillard Road Windsor, ON [email protected] & FORD CITY N8Y 2P8 Randy Diestelmann [email protected] 2334 Cypress Avenue Windsor, ON OLDE RIVERSIDE TOWNE CENTRE N8P 0A7 Bridget Scheuerman [email protected] 3118 Sandwich St Windsor, ON OLDE SANDWICH TOWNE N9C 1A6 Mary-Ann Cuderman [email protected] 1346 Ottawa Street Windsor, ON OTTAWA STREET N8X 2E8 Ettore Bonato ottawastreetwindsorbia@gmail 4769 Wyandotte Street East Windsor, ON PILLETTE VILLAGE N8Y 1H8 Greg Plante [email protected] 1145 Beals St Windsor, ON OLDE WALKERVILLE N9E 4B7 Howard Spinner [email protected] 2517 Longfellow Ave Windsor, ON WYANDOTTE TOWNE CENTRE N9E 2K8 Sami Mazloum [email protected]
Appendices:
COUNCIL AGENDA - February 25, 2019 Page 25 of 346 Page 4 of 4 Item 7.5
Council Report: CM 6/2019
Subject: Performance Appraisal Report (for period of January - December 2018)
Reference: Date to Council: February 25, 2019 Author: Vincenza Mihalo, Executive Director, Human Resources [email protected] (519) 255-6515 Ext. 6259 Human Resources Report Date: 1/18/2019 Clerk’s File #: AS2019
To: Mayor and Members of City Council
Recommendation: That the report by the Executive Director of Human Resources regarding Performance Appraisals for the period January to December 2018 BE RECEIVED FOR INFORMATION.
Executive Summary:
N/A
Background: Performance appraisals are an integral part of assisting managers in achieving departmental and corporate objectives. As an effective communication tool, the performance appraisal allows employees and their managers the opportunity to discuss employee’s performance, career goals, and the overall objectives of the Corporation. Properly constructed performance appraisals encourage trust between employees and managers, which can lower the distracting factors that impact an employee’s job performance.
The completion of performance appraisals is a top priority for the Chief Administrative Officer. Since 2006, the completion rates of performance appraisals have been monitored and the results have been reported to Council on an annual basis since 2010. In an effort to improve the completion rate, many changes to the system have been made, such as the consolidation of forms, the development of a Performance Appraisal policy, Competency Dictionary, and training for management staff on how to complete an effective performance appraisal.
Last updated in 2008, our goal moving forward will be to update once again the Performance Appraisal forms and the Performance Appraisal procedures given the
COUNCIL AGENDA - February 25, 2019 Page 26 of 346 Page 1 of 5 feedback and comments we have received from employees since our last update. As part of our goal of having seven (7) overall Human Resources policies, the Learning and Development Policy has been updated to incorporate Performance Appraisals, thus eliminating the need for a specific Performance Appraisal Policy and rather proceed with a Performance Appraisal procedure to ease administrative review of this process.
The following completion rates were recorded for regular full-time, temporary full-time employees and regular part-time employees:
2006: 28% 2007: 57% 2008: N/A* 2009: 62% 2010: 54% 2011: 90.73% 2012: 89.1% ** 2013: 84.9% 2014: 82.9% 2015: 89.85% 2016: 79.4%*** 2017: 84.74% 2018: 86.86%
* Performance appraisal report was not produced in 2008 as procedural modifications were being developed.
** Regular Part-Time employees were added to the completion rate set by CAO in 2012 and incorporated into the annual performance appraisal completion rate report.
***Performance appraisals for Transit Windsor were incorporated.
Discussion: The attached report for the compliance period of January 2018 – December 2018, indicates an 86.86% completion rate across the corporation.
Great effort has been made to educate supervisors and managers of the importance of conducting performance reviews with their staff, with the intended goal of managing organizational performance, managing people and managing money. We consider these efforts to be required on an ongoing basis in order to reach the 95% completion rate target.
The overall completion rate in 2018 increased slightly to 86.86% from last year when the same parameters were used and although the Corporation still strives to reach the 95% target rate, administration considers the current completion rate to be a good accomplishment for our managers and supervisors. Nonetheless, further efforts will be made to increase the percentage of reviews in corporate areas which have relatively lower completion rates.
COUNCIL AGENDA - February 25, 2019 Page 27 of 346 Page 2 of 5 The Performance Management training program will continue to emphasize and support the importance of supervisors and managers connecting with their staff through both formal and casual performance discussions. Further, the updated Performance Appraisal forms will be simplified and eliminate duplication, which should assist with an increased completion rate.
As the Corporation moves towards a fully integrated Succession Planning program, the performance appraisal becomes a key factor in its success by identifying potential career paths for employees. The Human Resources Department would like to have the completed Performance Appraisal forms maintained on file to assist with providing the appropriate corporate learning and development tools to assist our employees move through their career paths.
Although it was expected that Windsor Public Library’s performance appraisal completion statistics would appear on the 2018 report to Council, their data is not yet being incorporated into our PeopleSoft Program.
Risk Analysis: There is a risk for not completing performance appraisals for employees on an annual basis, which include: Resource Risks: The Performance Appraisal process provides the opportunity for employees and their supervisor’s to participate in a discussion addressing short and long term goals and objectives, which often include employee career aspirations. Supervisors and Managers often times suggest training courses or modules to employees in an effort to reach departmental and/or career goals as a part of Corporate Succession Planning. These discussions are valuable to Human Resources as it helps identify employees who have an aspiration and work ethic to progress through the corporation while at the same time ensures that the proper training, supports, educational and skill set building activities are available to help employees become the future leaders of the corporation. Timing Risks: If Performance Appraisals are not completed on time an employee who is due a step increase will need to be paid retroactively and this becomes a liability for the Corporation. The liability is dependent on the number of outstanding Performance Appraisals for employees who fall within the initial steps of their pay band and do not receive incremental increases automatically per their respective Collective Agreement. Since there are a limited number of employees that fall into this category it is UNLIKELY that retroactive payments should be required and this can therefore be considered a MINOR risk to the Corporation. Cross-Corporate Impact Risks: If Performance Appraisals are not completed on time, or at all hiring managers will not have the opportunity to review performance related information for internal candidates during the recruitment/succession planning process. A lack of available performance information may result in small operational inefficiencies as hiring managers may need to seek out this information from other managers within the Corporation or may not be able to access this information at all. Since the current Performance Appraisal completion rate is 86.86% it suggests that many managers and supervisors are engaged in the process of completing regular Performance Appraisals with their employees. As such, it is UNLIKELY that managers interested in reviewing
COUNCIL AGENDA - February 25, 2019 Page 28 of 346 Page 3 of 5 performance information for internal candidates will be unable to do so and this can therefore be considered a MINOR risk to the Corporation. Community Impact Risks: If Performance Appraisals are completed regularly it provides managers and supervisors an opportunity to formally identify and strengthen positive workplace behaviours and provide tools to correct inappropriate workplace behaviours. Failure to engage in a formal evaluation of performance could result in the continuation of negative workplace behaviours which may impact the community through poor customer service. As managers and supervisors are encouraged to deal with negative workplace behaviours as they occur through coaching and progressive discipline measurers it is UNLIKELY that Performance Appraisals are the only means used to address negative workplace behaviours and this can therefore be considered a MINOR risk to the Corporation.
Other Risks: No other risks assessed.
Financial Matters:
N/A
Consultations: Dan Iatonna, Manager of Employment & Consulting Services
Alicia Saroli, Workforce Planning Specialist (A)
Conclusion: This report provides the opportunity to highlight the Corporation’s ongoing efforts in striving to reach performance appraisal targets. Continued emphasis will be placed on the importance of reaching these targets as a way of ensuring the continued success and improvement to the organization. Administration will continue to report to Council on the performance appraisal completion rate on an annual basis and provide support to departments to assist in increasing the completion rate every year.
Planning Act Matters: N/A
Approvals: Name Title
Vincenza Mihalo Executive Director, Human Resources
Shelby Askin Hager City Solicitor – Corporate Leader of Economic Development & Public Safety
Mark Winterton City Engineer – Corporate Leader of Environmental Protection & Transportation
COUNCIL AGENDA - February 25, 2019 Page 29 of 346 Page 4 of 5 Name Title
Joe Mancina Chief Financial Officer & City Treasurer – Corporate Leader of Finance & Technology
Jelena Payne Community Development & Health Services Commissioner – Corporate Leader of Social Development, Health, Recreation & Culture
Carolyn Brown CEO Your Quick Getaway & Windsor Detroit Tunnel Corporation – Corporate Leader – Transportation Services
Jan Wilson Corporate Leader of Parks, Recreation, Culture and Facilities
Valerie Critchley City Clerk & Licence Commissioner – Corporate Leader of Public Engagement & Human Services
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 Appendix A - Performance Appraisal Rates by Department
COUNCIL AGENDA - February 25, 2019 Page 30 of 346 Page 5 of 5 2018 Performance Appraisals Completion Rate by Department Total Department Departmental Complete Incomplete Number Department Name Staff Percentage Percentage 10000 Office of the CAO 1 100.00% 0.00% 12000 Office of the CAO 8 100.00% 0.00% 13000 Transportation Services -Admin 3 66.67% 33.33% 20000 Office of the City Treasurer 1 100.00% 0.00% 21000 Fin & Tech - Administration 2 100.00% 0.00% 22000 Financial Planning 1 100.00% 0.00% 22100 Operating Budget Development 6 100.00% 0.00% 22200 Performance Measurement 12 91.67% 8.33% 22300 Operating Budget Control 7 85.71% 14.29% 22500 Intergovernmental Subsidies 11 100.00% 0.00% 23000 Financial Accounting 2 100.00% 0.00% 23100 Financial Accounting 12 100.00% 0.00% 23200 Accounting Services 9 100.00% 0.00% 23300 Payroll 8 87.50% 12.50% 24000 Taxation & Financial Projects 1 100.00% 0.00% 24100 Treasury & Cash Management 9 100.00% 0.00% 24200 Prop Taxation & Taxpayer Supp 8 100.00% 0.00% 24300 Property Assessment 4 100.00% 0.00% 25200 Asset Planning 12 91.67% 8.33% 26000 Information Technology 3 100.00% 0.00% 26100 IT - Business Process Moderniz 12 91.67% 8.33% 26200 IT - Technology Infrastucture 17 100.00% 0.00% 26300 IT - End User Support 14 92.86% 7.14% 26400 IT - Enterprise Systems Supprt 27 96.30% 3.70% 26500 IT Program Manager 2 100.00% 0.00% 30000 Office of the City Solicitor 1 100.00% 0.00% 31000 Office City Solicitor - Admin 2 100.00% 0.00% 32000 Legal, Real Estate & Risk Mgmt 1 100.00% 0.00% 32100 Real Estate 3 100.00% 0.00% 32500 Risk Management 5 100.00% 0.00% 32600 Legal 10 100.00% 0.00% 33000 Purchasing 8 100.00% 0.00% 34000 Provincial Offences 18 100.00% 0.00% 36000 Transportation Planning 5 100.00% 0.00% 37000 Fire 5 100.00% 0.00% 37100 Fire - Support Services 8 75.00% 25.00% 37200 Fire - Communications 12 100.00% 0.00% 37300 Fire - Training 3 100.00% 0.00% 37400 Fire - Prevention 12 91.67% 8.33% 37500 Fire - Apparatus 5 80.00% 20.00% 37600 Fire - Emergency Planning 1 0.00% 100.00% 37700 Fire - Rescue 260 93.08% 6.92% 38000 Building 4 75.00% 25.00% 38100 Building - Permit Services 17 100.00% 0.00% 38200 Inspections - West 17 100.00% 0.00% 38300 Inspections - East 15 100.00% 0.00% 39000 City Planner 2 50.00% 50.00% 39100 Planning - Policy 6 66.67% 33.33% 39200 Planning - Urban Design 10 60.00% 40.00% 39300 Planning - Development CBO 11 72.73% 27.27% 40000 Office of the City Engineer 1 100.00% 0.00% 41000 Office City Engineer - Admin 2 100.00% 0.00%
COUNCIL AGENDA - February 25, 2019 Page 31 of 346 Total Department Departmental Complete Incomplete Number Department Name Staff Percentage Percentage 42000 Infrastructure and Geomatics 13 84.62% 15.38% 42200 Geomatics 15 100.00% 0.00% 43000 Operations 2 100.00% 0.00% 43101 Operations - Maint 543/NU 9 100.00% 0.00% 43102 Operations - Maintenance 82 24 91.67% 8.33% 43200 Operations - Technical Support 7 100.00% 0.00% 43300 Operations -Traffic Operations 5 100.00% 0.00% 43301 Operations - Signals 9 100.00% 0.00% 43302 Operations - Signs & Markings 13 92.31% 7.69% 43303 Operations- On/Off Street Park 15 80.00% 20.00% 43304 Compliance & Enforcement-Parkg 5 80.00% 20.00% 43500 Operations - Fleet 1 100.00% 0.00% 43501 Operations - Fleet 543/NU 6 100.00% 0.00% 43502 Operations - Fleet 82 15 93.33% 6.67% 43601 Operations - Field Services 18 94.44% 5.56% 43603 Operations - Contracts 17 82.35% 17.65% 43700 Environmental Services 1 100.00% 0.00% 43701 Envl - Solid Waste 543/NU 7 100.00% 0.00% 43702 Envl - Solid Waste 82 29 89.66% 10.34% 44000 Development, Projects & ROW 29 96.55% 3.45% 47000 Pollution Control 1 100.00% 0.00% 47100 Lou Romano Water Reclamation 1 100.00% 0.00% 47101 Lou Romano WRP - 543/NU 3 33.33% 66.67% 47102 Lou Romano WRP - 82 15 66.67% 33.33% 47202 Little River PCP - 82 13 76.92% 23.08% 47300 Environmental Quality 11 100.00% 0.00% 47400 Process, Engineering & Maint 1 100.00% 0.00% 47401 Proc. Eng & Maint - 543/NU 5 80.00% 20.00% 47402 Proc. Eng & Maint - 82 14 71.43% 28.57% 49000 Transit Windsor 1 100.00% 0.00% 49100 TW Corporate Services 1 0.00% 100.00% 49101 TW Administration 4 100.00% 0.00% 49102 TW Maintenance Garage 46 91.30% 8.70% 49103 TW Maintenance Facilities 5 100.00% 0.00% 49200 TW Operations 1 0.00% 100.00% 49201 TW Operations 202 14.85% 85.15% 49202 TW Transportation 1 100.00% 0.00% 49203 TW Planning 2 100.00% 0.00% 49204 TW Sales & Marketing 17 64.71% 35.29% 50000 Community Development & Health 5 100.00% 0.00% 51000 Comm Dev. & Health - Admin 8 100.00% 0.00% 53000 Employment & Social Services 2 100.00% 0.00% 53100 Policy & Staff Development 52 100.00% 0.00% 53101 OW - Leamington Office 19 100.00% 0.00% 53200 Customer Service 68 98.53% 1.47% 53300 Employment & Training Init. 51 98.04% 1.96% 53301 Employment and Training Serv. 18 100.00% 0.00% 54000 Housing & Children's Services 11 90.91% 9.09% 54100 Residential Support Services 11 90.91% 9.09% 54101 Social Housing 4 100.00% 0.00% 54200 Childrens Serv - Systems 2 100.00% 0.00% 54201 Children's Services System 12 83.33% 16.67% 54202 Child Care Subsidy 9 88.89% 11.11% 54203 CS Program and Policy 8 87.50% 12.50%
COUNCIL AGENDA - February 25, 2019 Page 32 of 346 Total Department Departmental Complete Incomplete Number Department Name Staff Percentage Percentage 54400 Ontario Early Years 26 100.00% 0.00% 57000 Huron Lodge 2 100.00% 0.00% 57100 Huron Lodge - Program Services 6 66.67% 33.33% 57300 Huron Lodge - Dietary 33 96.97% 3.03% 57400 Huron Lodge - Nursing 210 95.71% 4.29% 57500 Huron Lodge- Resident Services 9 88.89% 11.11% 60000 Office of the City Clerk 3 100.00% 0.00% 61000 Office of City Clerk - Admin 1 100.00% 0.00% 62000 Human Resources 6 100.00% 0.00% 62100 Employment&ConsultingServices 12 100.00% 0.00% 62200 OHS & Wellness 14 100.00% 0.00% 62300 Employee Service Centre 10 100.00% 0.00% 63000 Employee Relations 3 100.00% 0.00% 65000 Policy,Gaming,Lic &ByLawEnforc 1 100.00% 0.00% 65100 Policy & Gaming 5 100.00% 0.00% 65200 Licensing 6 100.00% 0.00% 65300 Bylaw Enforcement 15 86.67% 13.33% 66000 Council Services 3 100.00% 0.00% 66100 Council Services 6 100.00% 0.00% 66200 Records, Elections & FOI 12 100.00% 0.00% 67000 Communications & Cust. Service 1 100.00% 0.00% 67100 Communications 8 75.00% 25.00% 67200 211/311 Call Centre 21 95.24% 4.76% 90000 Parks, Rec & Culture, Faciliti 2 100.00% 0.00% 90100 Parks, Rec & Cult & Facilities 15 100.00% 0.00% 91100 Parks Operations 10 100.00% 0.00% 91101 Parks & Rec - Full Time Hourly 98 97.96% 2.04% 91200 Parks Development 8 100.00% 0.00% 91300 Forestry & Horticulture 4 100.00% 0.00% 91301 Ojibway 3 100.00% 0.00% 92000 Facilities 102 97.06% 2.94% 92100 Facilities - HL 3 66.67% 33.33% 93000 Recreation & Culture 1 100.00% 0.00% 93200 Arenas & WFCU Centre 2 100.00% 0.00% 93201 WFCU Centre 6 100.00% 0.00% 93202 Arena Concession/Patrol 1 100.00% 0.00% 93300 Cultural Affairs 13 100.00% 0.00% 93302 Willistead Manor 1 100.00% 0.00% 93401 Optimist & AMC Comm. Centres 2 100.00% 0.00% 93402 Capri Pizzeria Recreation Cplx 3 100.00% 0.00% 93403 Forest Glade Comm. Centre 2 100.00% 0.00% 93406 Adie Knox Pool 4 100.00% 0.00% 93408 Mackenzie Hall 2 100.00% 0.00% 93500 Comm. Facilities Business Deve 3 100.00% 0.00% 93501 Special Events 4 100.00% 0.00% 93503 Sports Serv. & Lakeview Marina 1 100.00% 0.00% 93600 Aquatics & Family Aquatic Cmpx 7 100.00% 0.00% 93601 Family Aquatic Complex 2 100.00% 0.00% 93602 Gino A. Marcus Comm. Centre 3 100.00% 0.00% Grand Total 2215 86.86% 13.14%
COUNCIL AGENDA - February 25, 2019 Page 33 of 346 Item 8.1
Council Report: CM 7/2019
Subject: Bill 68 – Changes to Municipal Conflict of Interest Act – new requirements regarding declarations of interest
Reference: Date to Council: February 25, 2019 Author: Steve Vlachodimos Deputy City Clerk, Senior Manager of Council Services 519-255-6100 ext 6488 [email protected] Council Services Report Date: 2/12/2019 Clerk’s File #: GP2019
To: Mayor and Members of City Council
Recommendation: That the report of the City Clerk dated February 12, 2019 entitled “Bill 68 – Changes to Municipal Conflict of Interest Act – new requirements regarding declarations of interest” BE RECEIVED; and further,
That the recommended procedural changes for members of Council, agencies boards, commissions and committees of Council (ABC) pertaining to disclosures of pecuniary interest as outlined in this report BE APPROVED; and,
That the City Clerk also BE DIRECTED to advise all affected ABC’s of this new requirement.
Executive Summary:
N/A
Background:
Bill 68, Modernizing Ontario's Municipal Legislation Act, 2017 has amended the Municipal Conflict of Interest Act.
A new section of the Act effective March 1, 2019, stipulates two new requirements for elected official or members of Agencies, Boards, Commissions and Committees of the City of Windsor.
First, at a meeting at which a member discloses a pecuniary interest, the member must file a written statement of the interest and its general nature with the Clerk of the municipality or the secretary of the local board. This written statement must be filed at
COUNCIL AGENDA - February 25, 2019 Page 34 of 346 Page 1 of 3 the meeting or as soon as possible following the meeting at which the relevant matter is considered.
Second, a municipality or local board must establish and maintain a registry of members’ statements and declarations of interests. The registry is to be made available for public inspection.
Discussion:
Disclosures of a pecuniary interest are already noted in the minutes of City Council and Committee Meetings. To meet compliance with the new requirements effective March 1, 2019, a sample “form” has been prepared by Administration and is attached as “Appendix A”. A supply of these forms will be available in Council Chambers, as well as with staff from the Ctiy Clerk’s Office and secretaries (designates) of the affeced agenices, boards, commissions and committees of Council (ABC’s). Administration recommends the following procedure:
1. The member is to complete the written declaration of interest, sign it, and read the statement aloud for the record at the meeting where the matter is being considered;
2. The member is to then provide the Clerk or ABC designate with the original signed copy;
3. The Clerk or ABC desginate subsequently prepares the minutes to reflect the written declaration as submitted;
4. The Clerk or ABC designate is to maintain these statments along with a copy of declarations recorded in official minutes, in an official registry in the Office of the City Clerk or the affected ABC office, for public viewing purposes.
5. The Clerk or ABC designate will also maintain an electronic public registry on the City of Windsor or appropriate ABC website, containing all the declared conflicts of interest filed with the Clerk or ABC designate as well as those recorded in the official minutes.
Risk Analysis:
There is no risk to the Corporation of the City of Windsor in keeping written statements of a disclosure of a pecuniary interest. These are already recorded by the City Clerk as part of the minutes which are available to the general public. The requirement for a written statement which would be made availabe to the public upon request, will further enhance transparency.
Financial Matters:
The requirement to establish a registry of declarations of interest will not result in any additional cost to the City.
COUNCIL AGENDA - February 25, 2019 Page 35 of 346 Page 2 of 3 Consultations: Association of Municipal Managers, Clerks and Treasurers of Ontario (AMCTO).
Conclusion:
Beginning March 1, 2019 City Councillors and members of the Agencies, Boards, Commissions and Committees of the City of Windsor are required to submit, in writing, any disclosures of pecuniary interest. These will be kept in a registry in the Office of the City Clerk or ABC, for public viewing upon request, in the manner and during the time that the municipality or ABC, as the case may be, may determine, and also available for viewing on the appropriate website.
Planning Act Matters: N/A
Approvals: Name Title
Steve Vlachodimos Deputy City Clerk/
Senior Manager of Council Services
Valerie Critchley Corporate Leader for Public Engagement and Human Services City Clerk Licence Commissioner
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 DECLARATION OF INTEREST
COUNCIL AGENDA - February 25, 2019 Page 36 of 346 Page 3 of 3 DECLARATION OF INTEREST
- MUNICIPAL CONFLICT OF INTEREST ACT –
Meeting: (Drop down menu or checkbox: City Council meeting; Standing Committee; committee of Council; Agency, Board or Commission)
Meeting date: ______
Item #:______
Item title: ______
I, Councillor/member ______, declare a potential (deemed/direct/indirect) pecuniary interest on the above mentioned, for the following reason:
______
Councillor/member Signature:
Council/member Name:
*for an “indirect pecuniary interest”, see Section 2 of the Municipal Conflict of Interest Act.
*for a “deemed” direct or indirect pecuniary interest see Section 3 of the Municipal Conflict of Interest Act. cc. website and Declaration of Interest Registry.
COUNCIL AGENDA - February 25, 2019 Page 37 of 346 Item 8.2
Council Report: C 29/2019
Subject: Bill 68-Municipal Act Changes and Requirement for Municipal Tree Canopy Policies
Reference: Date to Council: February 25, 2019 Author: Paul Giroux City Forester, Manager of Forestry & Natural Areas Parks Department (519) 253-2300x2760 [email protected] Parks Report Date: 2/12/2019 Clerk’s File #: GP2019
To: Mayor and Members of City Council
Recommendation: THAT Council APPROVE the Tree Canopy Protection and Enhancement Policy attached as Appendix A to this report.
Executive Summary: N/A
Background:
Bill 68, entitled Modernizing Ontario’s Municipal Legislation Act, 2016, received royal assent on May 30th, 2017. This bill introduced a series of reforms to the Municipal Act, 2001, the Municipal Conflict of Interest Act, and the Municipal Elections Act, 1996. Of the various reforms introduced, an amendment to Section 270 of the Municipal Act, 2001, has the effect of requiring all municipalities to adopt and maintain policies with respect to the protection and enhancement of the tree canopy and natural vegetation in the municipality.
Presently, the City of Windsor does not have a Tree Protection Policy and therefore Administration is seeking approval of the draft Tree Canopy Protection and Enhancement Policy, attached as Appendix A.
Discussion: The City of Windsor presently has a number of tools to protect and enhance trees and natural vegetation located within the City of Windsor. These tools govern municipally owned trees, the urban forest and our natural areas and vegetation. These tools are in the form of by-laws, policies, programs, plans and procedures and include:
COUNCIL AGENDA - February 25, 2019 Page 38 of 346 Page 1 of 3 By-law 25-2004 - Protection of Publicly Owned Trees Official Plan in Relation to Trees and Natural Areas Parks Master Plan Parks By-law Natural Environment Zoning Climate Change Sustainability Program Invasive Species Removal Program Endangered Species Act, 2007 Species At Risk Protection Program Commemorative Bench and Tree Policy Policy for One Large Growing Tree per Lot in Future Subdivision Agreements Community Stewardship Programs for Ecological Restoration – in partnership with ERCA, Forests Ontario, Scouts Canada, Friends of Ojibway and Essex County Nature Technical Resource Provider for Local Stakeholders and Initiatives Oak Wilt Awareness and Education Program Native Seed Collection Program Municipal Tree Nursery Program City-Wide Tree Planting Program Young Tree Watering Program Enhanced Mulching Program Arbor Week and Earth Day Celebrations
Consolidating the above by-laws, policies, programs, plans and procedures into one policy document will allow us to meet the requirements under Section 270 of the Municipal Act, 2001.
In 2019, Administration will finalize and seek council approval for the Urban Canopy Development Policy. In addition, Administration will be completing the Canopy Cover Assessment, the City’s Tree Inventory Update, the Black Oak Heritage Park Management Plan and in 2020, the Urban Forest Management Plan. These new policies, plans and programs will all work towards goals of the Tree Canopy Protection and Enhancement Policy and once approved by Council, should all be included in the Policy. The attached Tree Canopy Protection and Enhancement Policy will be amended from time to time to incorporate these and any additional Council approved initiatives that relate to this policy.
Risk Analysis:
Municipalities have until March 1, 2019 to adopt and maintain policies with respect to the protection and enhancement of trees and natural vegetation. If Council does not approve the Tree Canopy Protection and Enhancement Policy, the City of Windsor would not be in compliance of Section 270 of the Municipal Act, 2001.
Financial Matters:
There are no financial impacts anticipated as a result of this Policy.
COUNCIL AGENDA - February 25, 2019 Page 39 of 346 Page 2 of 3 Consultations: Manager of Forestry and Natural Areas
Town of the Blue Mountains
Ministry of Municipal Affairs and Housing
Conclusion:
The City of Windsor already has a number of tools in the form of by-laws, policies, programs, plans and procedures which govern the protection trees and natural vegetation located within the City of Windsor. It is in the best interest of the Corporation of the City of Windsor to approve the Tree Canopy Protection and Enhancement Policy in order to comply with Section 270 of the Municipal Act, 2001 by March 1, 2019.
Approvals: Name Title
Jan Wilson Corporate Leader – Parks, Recreation & Culture and Facilities
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 Attachment A - Tree Canopy Protection and Enhancement Policy
COUNCIL AGENDA - February 25, 2019 Page 40 of 346 Page 3 of 3 THE CORPORATION OF THE CITY OF WINDSOR POLICY
Service Area: Forestry Policy No.: Department: Forestry & Natural Areas Approval Date: Division: Forestry Approved By: Effective Date: March 1, 2019 Tree Canopy Protection and Subject: Enhancement Policy Procedure Ref.: Review Date: Pages: Replaces: Prepared By: Paul Giroux and Samantha Magalas Date:
1. POLICY
1.1 The Corporation of the City of Windsor believes in the protection and enhancement of the tree canopy and natural vegetation located within the City of Windsor. This policy works to protect and enhance the tree canopy and natural vegetation within the City of Windsor in accordance with the Council approved by-laws, policies, procedures, plans and programs noted within this policy.
2. PURPOSE
2.1 The purpose of this policy is to protect and enhance the tree canopy cover and natural vegetation within the City of Windsor.
3. SCOPE
3.1 This policy applies to all Municipally owned trees and natural areas within the City of Windsor. 3.2 This policy may be restricted by policies from the Public Works Department regarding objects or infrastructure within the right-of-way that may be in conflict.
4. RESPONSIBILITY
4.1 City Council will be responsible for approving any new policy relating to tree canopy protection and enhancement. 4.2 The Manager of Forestry and Natural Areas will review this policy in consultation with the Parks Department Head, the City’s Naturalist and City’s Landscape Architect. 4.3 The Manger of Forestry and Natural Areas is responsible for ensuring implementation.
5. GOVERNING RULES AND REGULATIONS
5.1 Ontario Bill 68 titled “Modernizing Ontario’s Municipal Legislation Act, 2016” requires that all municipalities implement a policy to protect and maintain the tree canopy and natural vegetation within their communities. As such, the following by- laws, policies, procedures, plans and programs will govern the City of Windsor’s Tree Canopy Protection Policy:
Subject Above Page 1 of 2 COUNCIL AGENDA - February 25, 2019 Page 41 of 346 5.1.1 By-law 25-2004 - Protection of Publicly Owned Trees 5.1.2 Official Plan in Relation to Trees and Natural Areas 5.1.3 Parks Master Plan 5.1.4 Parks By-law 5.1.5 Natural Environment Zoning 5.1.6 Climate Change Sustainability Program 5.1.7 Invasive Species Removal Program 5.1.8 Endangered Species Act, 2007 5.1.9 Species At Risk Protection Program 5.1.10 Commemorative Bench and Tree Policy 5.1.11 Policy for One Large Growing Tree per Lot in Future Subdivision Agreements 5.1.12 Community Stewardship Programs for Ecological Restoration – in partnership with ERCA, Forests Ontario, Scouts Canada, Friends of Ojibway and Essex County Nature 5.1.13 Technical Resource Provider for Local Stakeholders and Initiatives 5.1.14 Oak Wilt Awareness and Education Program 5.1.15 Native Seed Collection Program 5.1.16 Municipal Tree Nursery Program 5.1.17 City-Wide Tree Planting Program 5.1.18 Young Tree Watering Program 5.1.19 Enhanced Mulching Program 5.1.20 Arbor Week and Earth Day Celebrations
6. RECORDS, FORMS AND ATTACHMENTS
6.1 Records are the responsibility of The Office of the City Clerk and will be kept in accordance with the Records Retention Bylaw #21-2013 as amended from time to time.
Subject Above Page 2 of 2 COUNCIL AGENDA - February 25, 2019 Page 42 of 346 Item 8.3
Council Report: C 15/2019
Subject: 2019 Schedule Of Fees for Recreation and Culture
Reference: Date to Council: February 25, 2019 Author: Jan Wilson Corporate Leader 519-253-2300 x2701 [email protected] Recreation and Culture Report Date: 1/30/2019 Clerk’s File #: SR2019
To: Mayor and Members of City Council
Recommendation: That the proposed Appendix A “2019 Schedule of Fees for Recreation and Culture” programs and services BE APPROVED.
Executive Summary:
N/A
Background: At its meeting of August 21, 2006 City Council passed the following resolution:
CR408/2006
That the proposed Parks and Recreation User Fee and Pricing Policy attached as Appendix A BE APPROVED and further, that the establishment of the schedule of fees for the Parks and Recreation Department follow the guidelines of the user fee policy, and BE INCORPORATED within the budget process on an annual basis.
The Policy provides a framework for developing a fair and consistent means of generating user fees related to the cost of providing the service. The programs and services are divided into categories (1, 2 and 3) based on their relation to the Guiding Principles approved by council in the following areas:
Healthy Living
Quality and Diversity
Affordability and Accessibility
COUNCIL AGENDA - February 25, 2019 Page 43 of 346 Page 1 of 4 Environment The policy outlines the principles of cost recovery/subsidy for each of the categories.
Through CR408/2006, Council has directed Administration to establish fees according to the guidelines of the policy, and incorporate them into the budget process on an annual basis.
As Council is aware, the Recreation and Culture Department is working on a Recreation Master Plan. Included in this plan will be a proposed update to the User Fee Policy. The Master Plan is expected to be brought to City Council in the summer of 2019.
Discussion: The Schedule of Fees for the various departments in the Corporation are typically brought forward to Council for approval as part of the Operating Budget documents on an annual basis. Due to the delayed timelines related to approvals for the 2019 budget, the recommended schedule of fees for Recreation and Culture are being brought forward in advance of the budget. In order to include the new rates into the next Activity Guide and maximize potential revenues, it is necessary to proceed with the approval process at this time. It is anticipated that budget timelines for the remainder of this council term will allow for the annual review of fees to be approved as part of the budget process.
The majority of programs and services provided by the Recreation and Culture Department cover all of the direct costs as well as a portion of indirect costs with a few exceptions. Exceptions include Public Skating and Public Swimming. These programs receive subsidization at a greater level due to the broad appeal and access they provide to citizens of all ages. In particular, the public swimming admission rates for youth are average in comparison to other communities in our region, as well as in like-sized communities in Ontario. Recognizing that the cost for delivering services continue to rise, and the challenges faced by individuals and organizations in the community, it is important to strike a balance to allow services to continue to be affordable, and to obtain the necessary revenue to support the delivery of service.
Attached, as Appendix A is the proposed Fee Schedule for 2019. To reflect rising costs, the recommendation is an approximate 3% increase for aquatic and community centre programming, ice rentals, services provided at Lakeview Park Marina, special events and Cultural Services. Although some fees propose a greater percentage increase, the fee itself is only increasing by $0.25 to $1.00.
An exception is the recommendation that rates for unlit open sports fields increase by 24% (adults) and 41% (youth) to be inline with other benchmarked municipalities, and to bring the rates closer to the principles of Windsor’s User Fee Policy for covering direct costs. In 2017, user groups were paying $6.66/hour for adult unlit open fields and youth were paying $4.00/hour for the same field. Prior to the 2018 budget process, the sports field user groups were notified regarding the need to adjust the fees to bring them in line with the average rates and to reflect the cost of the current level of service. The user groups noted that the significant increases needed to bring the rates closer to the targets would be very challenging to absorb in one year, and Administration then
COUNCIL AGENDA - February 25, 2019 Page 44 of 346 Page 2 of 4 recommended phasing the increase over a three-year period. The proposed 2019 rates are the second year of the three-year phase-in period.
Risk Analysis: Due to publishing dates for the Summer Activity Guide, it is necessary to submit the proposed 2019 Schedule of Fees for Recreation and Culture in advance of the budget process. The summer guide includes program, registration, and pricing information for all City of Windsor’s recreational activities for the session beginning in June through to September. If Council does not approve the 2019 Recreation and Culture user fee schedule in advance, the Summer Activity Guide will publish the 2018 rates and risk the department running a variance in the operating budget. As well, seasonal permits are provided to many customers by this time of year and it is imperative that accurate fees be provided to these users or we risk the possibility of losing their business (seasonal boaters at Lakeview Park Marina, for example). It also has a direct impact on user groups and their annual budgets that are most often finalized early in the calendar year.
Financial Matters: The proposed fee schedule for Recreation and Culture programs and services for 2019 is expected to result in a revenue neutral position for the Recreation and Culture Department. Assuming participation rates are consistent with the previous year, the proposed fee increase will cover inflationary increases to the costs associated with providing the programs and services. This is matter will be reflected in the 2019 Operating Budget Submission for item 2019-0150.
Consultations: Recreation and Culture Management Financial Planning Administrator – Recreation and Culture 2018 Consultation with sports field user group representatives Comparisons with other municipalities and recreation providers
Conclusion: Setting the majority of fees for Parks and Recreation programs and services with modest increases recognizes the challenges facing community organizations and individuals in our community while encouraging the continuation of a healthy, active lifestyle, balanced with the need to be fiscally responsible for all taxpayers.
Planning Act Matters: N/A
COUNCIL AGENDA - February 25, 2019 Page 45 of 346 Page 3 of 4
Approvals: Name Title
Ray Mensour Executive Director of Recreation & Culture
Jan Wilson Corporate Leader – Parks, Recreation & Culture and Facilities
Joe Mancina Chief Financial Officer
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 Parks and Recreation User Fee and Pricing Policy
COUNCIL AGENDA - February 25, 2019 Page 46 of 346 Page 4 of 4 City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Formula
1 Recreation Administration Program Refunds N $10.00 Each $10.00 Each $0.00 0% 2 Photocopying Fee Y $2.00 1st Page $2.00 1st Page $0.00 0% (.30 each additional page) 3 Contract Amendment Fee Y $5.00 Each $5.25 Each $0.25 5% 4 Customer Care Centre Recoveries (Including Mackenzie Hall) - Y 5% of Sales + NEW External $1.13 per ticket 5 Customer Care Centre Recoveries - Internal N 4% Gross Sales NEW 6 Administration Fee (NSF cheques, closed accounts, etc.) Y $40.00 Each $50.00 Each $10.00 25% 7 Recreation Non-Resident Fees Aquatics, Community Centres, Mackenzie Hall, Ojibway, Arenas Y $6.00 Person/Program $6.00 Person/Program $0.00 0% (Excluding School Programs) 8 Recreation Discounts Family Registration Y 10% 10% $0.00 0% 9 Senior Citizens/Persons with Disabilities Y 10% 10% $0.00 0% 10 Financial Assistance for Persons on Ontario Works (OW) or Ontario Y 15% Client 25% Client Disability Support Program (ODSP) Payment Payment
85% Financial 85% Financial Assistance Assistance 11 Community Programming Aquatics: Water Park - Full Day - 42 Inches Tall and Over Y $18.50 Day $19.00 Day $0.50 3% 12 Admissions Water Park - Full Day - UNDER 42 Inches Tall Y $13.50 Day $14.00 Day $0.50 4% 13 Windsor Residents Water Park - Star Light/Early Bird - 42 Inches Tall & Over Y $12.50 Day $13.00 Day $0.50 4% 14 Water Park - Star Light/Early Bird - UNDER 42 Inches Tall Y $9.25 Day $9.50 Day $0.25 3% 15 WIATC/AB Water Park Children - 2 Years and Under N Free 2 yrs & Under Free 2 yrs & Under (Not Yet 3 - You Are Free) 16 Group Rate - Full Day (15+) Y $12.00 Day $12.25 Day $0.25 2% 17 Group Rate - Star Light (15+) Y $9.00 Day $9.25 Day $0.25 3% 18 Cannon Cove Dry Play Place Y $5.00 Day $5.00 Day $0.00 0% 19 Cannon Cove Dry Play Place with Water Park Admission Y $2.00 Day $2.50 Day $0.50 25% 20 Family Aquatic Complex - Land Lover Admission - Full Day Y $5.00 Day $5.00 Day $0.00 0% 21 Family Aquatic Complex - Land Lover Admission - Y $2.00 Day $2.50 Day $0.50 25% Star Light/Early Bird 22 Community Programming Aquatics: Water Park - Full Day - 42 Inches Tall and Over Y $23.75 Day $24.50 Day $0.75 3% 23 Admissions Water Park - Full Day - UNDER 42 Inches Tall Y $18.50 Day $19.00 Day $0.50 3% 24 General Admission Water Park - Star Light/Early Bird - 42 Inches Tall and Over Y $15.00 Day $15.50 Day $0.50 3% 25 Water Park - Star Light/Bird - UNDER 42 Inches Tall Y $11.75 Day $12.00 Day $0.25 2% 26 WIATC/AB Water Park Children - 2 Years and Under N Free 2 yrs & Under Free 2 yrs & Under (Not Yet 3 - You Are Free) 27 Cannon Cove Dry Play Place Y $5.00 Day $5.00 Day $0.00 0% 28 Cannon Cove Dry Play Place with Water Park Admission Y $2.00 Day $2.50 Day $0.50 25% 29 Family Aquatic Complex - Land Lover Admission - Full Day Y $5.00 Day $5.00 Day $0.00 0%
30 Family Aquatic Complex - Land Lover Admission - Y $2.00 Day $2.50 Day $0.50 25% Star Light/Early Bird 31 Community Programming Aquatics: Adult Aquatic and Fitness Memberships - Gino and Liz Marcus, Adie Y $316.00 Year $325.00 Year $9.00 3% Memberships Knox, WFCU and WIATC. Natatorium and outdoor pools offering Fit Lanes or drop in Aqua Fit during summer season.
Includes access to the Fitness Centre,COUNCIL Fit Lanes and AGENDA Drop In Aqua - February 25, 2019 Fitness; Valid Indoor or Outdoors Page 471 of 346 City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Community Programming Aquatics: Adult Aquatic and Fitness Memberships - Gino and Liz Marcus, Adie Formula Memberships Knox, WFCU and WIATC. Natatorium and outdoor pools offering Fit 32 Lanes or drop in Aqua Fit during summer season. Y $180.00 6 Months $185.00 6 Months $5.00 3%
33 Includes access to the Fitness Centre, Fit Lanes and Drop In Aqua Y $100.00 3 Months $103.00 3 Months $3.00 3% Fitness; Valid Indoor or Outdoors 34 Y $35.00 1 Month $36.00 1 Month $1.00 3%
35 Y $5.50 Visit $5.75 Visit $0.25 5%
36 Community Programming Fitness Centre Only Adult Fitness Memberships - Windsor Water World and Gino and Liz Y $208.50 Year $215.00 Year $6.50 3% Memberships: Marcus 37 Weight Room Only Y $118.50 6 Months $122.00 6 Months $3.50 3% Includes access to the Fitness Centre during regularly scheduled hours.
38 Y $66.00 3 Months $68.00 3 Months $2.00 3%
39 Y $23.25 1 Month $24.00 1 Month $0.75 3%
40 Y $2.50 Visit $3.00 Visit $0.50 20%
41 Community Programming Aquatics Adventure Bay Family Aquatic Complex - Water Park - 42 Inches Tall and Over - Y $148.00 Year $152.00 Year $4.00 3% Memberships Annual 42 Family Aquatic Complex - Water Park - 42 Inches Tall and Over - Y $99.00 10 Months $102.00 10 Months $3.00 3% Academic Year (Sept - End of June) 43 Family Aquatic Complex - Water Park - 42 Inches Tall and Over - Y $28.00 1 Week March or 2 $30.00 1 Week March or 2 $2.00 7% Holiday/March Break Season (1 Week March or 2 Weeks Dec/Jan) Weeks Dec/Jan Weeks Dec/Jan 44 Family Aquatic Complex - Water Park - 42 Inches Tall and Over - Y $50.00 2 Months $52.00 2 Months $2.00 4% Summer Season (July 1 - Labour Day) 45 Family Aquatic Complex - Water Park & Cannon Cove - 42 Inches Tall Y $174.00 Year $180.00 Year $6.00 3% and Over 46 Family Aquatic Complex - Water Park - UNDER 42 Inches Tall Y $107.00 Year $110.00 Year $3.00 3% 47 Family Aquatic Complex - Water Park - UNDER 42 Inches Tall - Y $71.00 10 Months $73.00 10 Months $2.00 3% Academic Year (Sept - End of June) 48 Family Aquatic Complex - Water Park - UNDER 42 Inches Tall - Y $19.00 1 Week March or 2 $20.00 1 Week March or 2 $1.00 5% Holiday/March Break Season (1 Week March or 2 Weeks Dec/Jan) Weeks Dec/Jan Weeks Dec/Jan 49 Family Aquatic Complex - Water Park - UNDER 42 Inches Tall - Y $36.00 2 Months $40.00 2 Months $4.00 11% Summer Season (July 1 - Labour Day) 50 Family Aquatic Complex - Water Park & Cannon Cove - Under Height Y $133.00 Year $137.00 Year $4.00 3% Requirement 51 Family Aquatic Complex - Dry Play Place (Cannon Cove) - Children Y $51.50 Year $52.00 Year $0.50 1% Under 12 52 Community Programming Aquatics: Family and Recreational Swims (Indoor Pools): 2 yrs old & Under (with Y Free 2 yrs & Under Free 2 yrs & Under INDOOR AND OUTDOOR paid Adult) PER PERSON Recreational Swims COUNCIL AGENDA - February 25, 2019 Page 482 of 346 City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Community Programming Aquatics: Formula INDOOR AND OUTDOOR 53 PER PERSON Family and Recreational Swims (Indoor Pools): Child/Youth (3-18) Y $2.75 Child/Youth $3.00 Child/Youth $0.25 9% Recreational Swims 54 Family and Recreational Swims (Indoor Pools): Adult (19+) Y $3.75 Adult/Senior $4.00 Adult/Senior $0.25 7% 55 Family and Recreational Swims (Indoor Pools): Family Y $11.00 Family $11.50 Family $0.50 5% 56 Family and Recreational Swims (Indoor Pools): Pre-school Swim 5 & Y $2.25 Per Person NEW Under With Parent or Caregiver (No Matter What Age) 57 Community Programming Aquatics: Swim Pass: Individual Summer Swim Pass - Child Y $45.25 Child $50.00 Child $4.75 10% Swim Passes Windsor International 58 Aquatic Training Centre, Swim Pass: Individual Summer Swim Pass - Adult Y $51.50 Adult $55.00 Adult $3.50 7% Gino and Liz Marcus, Adie Knox Herman Recreation 59 Complex, WFCU Centre Swim Pass: Family Summer Swim Pass Y $154.50 Family $160.00 Family $5.50 4% 60 Community Pool and Swim Pass: Organization Swim Pass - Children & Seniors Y $153.50 Max 6 People $160.00 Max 6 People $6.50 4% 61 Outdoor Pools Swim Pass: Skate / Swim Pass Y $51.50 Adult $53.00 Adult $1.50 3%
62 (Does NOT Apply to Swim Pass: Skate / Swim Pass Y $45.25 Child $46.50 Child $1.25 3% Waterpark)
63 Preschool Swim Passes (3 Months - All Season) N $90.50 Pass $93.25 Pass $2.75 3% 64 Community Programming Aquatics: Learn to Swim: Parent & Tot 1,2,3 N $7.25 30 min. class $7.50 30 min. class $0.25 3% 65 Learn To Swim Learn to Swim: Preschool Levels 1 to 5 N $7.25 30 min. class $7.50 30 min. class $0.25 3% 66 Learn to Swim: Swimmer 1 & 2 N $7.25 30 min. class $7.50 30 min. class $0.25 3% 67 Learn to Swim: Swimmer 3, 4, 5, 6 N $7.25 45 min. class $7.50 45 min. class $0.25 3% 68 Learn to Swim: Rookie, Ranger, Star N $7.25 45 min. class $7.50 45 min. class $0.25 3% 69 Learn to Swim: Adult 1 and 2 Y $8.25 45 min. class $8.50 45 min. class $0.25 3% 70 Learn to Swim: Learn to Swim Program (1:4 ratio) N 1 $10.40 30 min. class $10.75 30 min. class $0.35 3% 71 Learn to Swim: Learn to Swim Program (1:6 ratio) N 1 $13.25 45 min. class $13.75 45 min. class $0.50 4% 72 Aquatics: Aquatic Leadership Training: Bronze Star Y 2 $62.25 12 hours $65.00 12 hours $2.75 4% Leadership Training 73 Aquatic Leadership Training: Bronze Medallion/Emerg First Aid Y 2 $190.00 26 Hours NEW 74 Aquatic Leadership Training: Bronze Cross/Standard First Aid Y 2 $220.00 26 Hours NEW 75 Aquatic Leadership Training: LSS Assistant Instructor Y 2 $145.00 18 hours NEW 76 Aquatic Leadership Training: National Lifeguard Pool Option Y 2 $220.00 40 Hours NEW 77 Aquatic Leadership Training: LSS Swim and LS Instructor Course Y 2 $385.00 40 Hours NEW 78 Aquatic Leadership Training: National Lifeguard Recertification Y 2 $54.00 4 hours $55.00 4 hours $1.00 2% 79 Aquatic Leadership Training: Standard First Aid Y 2 $117.00 16 hours $120.00 16 hours $3.00 3% 80 Aquatic Leadership: CPRC Y $44.75 6 Hours $45.00 6 Hours $0.25 1% 81 Aquatic Leadership: Standard First Aid/CPR C Recert Y $62.00 8 Hours $65.00 8 Hours $3.00 5% 82 Community Programming Aquatics: Private Lesson - Swimming N 1 $28.00 1 person/30 min. $28.00 1 person/30 min. $0.00 0% 83 PRIVATE Semi Private (2+ Participants) - Swimming N 1 $15.00 Each Additional $18.00 Each Additional $3.00 20% Learn to Swim Person/30 Min Person/30 Min 84 Community Programming Aquatics: 50 Metre - Lane Only (Lifeguard Costs Extra) Y $21.25 Hour $22.00 Hour $0.75 4% 85 Rentals 25 Metre - Lane Only (Lifeguard Costs Extra) Y $10.75 Hour $11.00 Hour $0.25 2%
COUNCIL AGENDA - February 25, 2019 Page 493 of 346 City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Community Programming Aquatics: Formula Rentals 86 Therapy Pool OR Splash Pad Rental - Y $21.50 Hour $22.00 Hour $0.50 2% WFCU Centre (Lifeguard Costs Extra) 87 Lap Pool, Splash Pad and Therapy Pool Rental - WFCU Centre Y $107.50 Hour $110.00 Hour $2.50 2% (Lifeguard Costs Extra) 88 Aquatic Meet/Competition Y $286.00 Hour $300.00 Hour $14.00 5% 89 Water Park - Flow Rider Rental (Includes 2 Lifeguards) Y $232.75 Per Hour $240.00 Hour $7.25 3% 90 Water Park (Includes Lifeguards) Y $1,648.00 Per Hour $1,700.00 Hour $52.00 3% 91 Community Programming Aquatics: Pool Rentals: Extra Lifeguard Fee Y $23.50 Hour $24.25 Hour $0.75 3% Other Fees 92 Community Programming WIATC Atrium Rental Rates Entire Lower Lobby (Atrium) Y $672.00 4 hours NEW 93 West Lobby between Natatorium and WECSHOF Y $63.00 Hour NEW 94 East Lobby (along north windows) OR North Lobby (window corner) Y $84.00 Hour NEW 95 South Lobby A (by fireplace) or South Lobby B (nearest to stairs) Y $42.00 Hour NEW 96 Vendor Table in any public space location Y $22.75 Hour NEW 97 Booth/Display on Site Overnight Y TBD Based on Space NEW Used 98 Community Programming A La Carte Water Park Lazy River including 4 Lifeguards Y $210.00 Hour NEW Rates - Based on 2 Hour Minimum 99 Play Structure and Tot Loch including 9 Lifeguards Y $400.00 Hour NEW 100 Play Structure, Tot Loch, Wave Pool and Activity Pool including 12 Y $650.00 Hour NEW Lifeguards 101 Activity Pool including 1 Lifeguard Y $60.00 Hour NEW 102 Whizzard, Python, Master Blaster, Wave Pool and FlowRider including Y $805.00 Hour NEW 13 Lifeguards 103 Wave Pool including 4 Lifeguards Y $210.00 Hour NEW 104 Community Programming Community Centre: Introductory Children (Physical & Non Physical) N $3.95 Hour $4.00 Hour $0.05 1% 105 Seasonal Activities & School Advanced - Children (incl. Workshops) (Physical & Non Physical) N $5.50 Hour $5.75 Hour $0.25 5% 106 Programs Introductory - Adults (Non physical) Y $5.05 Hour $5.25 Hour $0.20 4% 107 Advanced - Adults (Non physical - incl. Workshops) Y $6.95 Hour $7.25 Hour $0.30 4% 108 Introductory - Adults (Physical Activity) Y $4.85 Hour $5.00 Hour $0.15 3% 109 Advanced - Adults (Physical Activity) Y $6.55 Hour $6.75 Hour $0.20 3% 110 Introductory - Adults (Physical Activity) (Drop in) Y $6.75 Hour $7.00 Hour $0.25 4% 111 Advanced - Adults (Physical Activity) (Drop in) Y $8.80 Hour $9.00 Hour $0.20 2% 112 Private Lessons (Piano, Guitar, Vocal) Y $16.70 Half Hour $17.25 Half Hour $0.55 3% 113 Weekly Gym Recreation Program Adults-Unsupervised/Unstructured (2 Y $3.50 Hour $3.75 Hour $0.25 7% Hours/week) Prime Time 114 Drop in Sports (Unsupervised, Unstructured, Come and Go as please Y $1.25 Youth $1.50 Youth $0.25 20% (Max 2.5 Hours) Youth 115 Drop in Sports (Supervised, Unstructured, Come and Go as please Y $2.25 Youth $2.50 Youth $0.25 11% (Max 2.5 Hours) Youth 116 Drop in Sports (Unsupervised, Unstructured, Come and Go as please Y $4.25 Adult Non-Prime $4.50 Adult Non-Prime $0.25 5% (Max 2.5 Hours) Adult $5.25 Adult Prime $5.50 Adult Prime 117 Community Programming Community Centre: Weekly Day Camp Fees N 1 $121.00 Week/50Hr Wk $124.75 Week/50Hr Wk $3.75 3% 118 Day Camp Daily Day Camp Fees N 1 $30.00 Day $31.00 Day $1.00 3%
COUNCIL AGENDA - February 25, 2019 Page 504 of 346 City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Community Programming Community Centre: Formula Day Camp 119 Specialty Day Camp Fees N 1 $156.00 Week/50Hr Wk $160.75 Week/50Hr Wk $4.75 3% 120 Community Programming and Community Centres, WFCU Kitchen Only Y $25.75 Hour $26.50 Hour $0.75 3% 121 Sports Services & Arena Auditoriums Single Meeting Room - Tournaments Y $208.00 Day/Per Room $214.25 Day/Per Room $6.25 3% 122 Single Meeting Room - NON PRIME Y $24.50 Hour/Per Room $25.25 Hour/Per Room $0.75 3% Rental Fees 123 Applicable to Community Single Meeting Room - PRIME Y $39.25 Hour/Per Room $40.50 Hour/Per Room $1.25 3% Centres and Arena 124 Auditoriums except for Double Room (formerly AB) - NON PRIME Y $37.25 Hour/Per Room $38.25 Hour/Per Room $1.00 3% 125 Willistead and Mackenzie Double Room (formerly AB) - PRIME Y $53.00 Hour/Per Room $54.50 Hour/Per Room $1.50 3% 126 Hall Triple Room (Formally ABC Room) (Only WFCU / FGA/SWRC 1/2 Y $51.00 Hour/Rm $52.50 Hour/Rm $1.50 3% Auditorium) NON PRIME 127 Triple Room (Formally ABC Room) (Only WFCU / FGA/SWRC 1/2 Y $65.50 Hour/Rm $67.50 Hour/Rm $2.00 3% Auditorium) - PRIME 128 Reception Hall (Only WFCU & South Windsor) - Y $65.50 Hour/Rm $67.50 Hour/Rm $2.00 3% NON PRIME 129 Reception Hall (Only WFCU & South Windsor) - PRIME Y $90.75 Hour/Rm $93.50 Hour/Rm $2.75 3% 130 Leisure Gym for Sporting Event (WFCU & C.C.) - Y $27.25 Hour/Per Room $28.00 Hour/Rm $0.75 3% NON PRIME 131 Leisure Gym for Sporting Event (WFCU & C.C.) - PRIME Y $45.25 Hour/Per Room $46.50 Hour/Rm $1.25 3% 132 Leisure Gym for Non-Sporting Events (WFCU & C.C.) - NON PRIME Y $40.00 Hour/Per Room $41.25 Hour/Rm $1.25 3% 133 Leisure Gym for Non-Sporting Events (WFCU & C.C.) - PRIME Y $58.25 Hour/Per Room $60.00 Hour/Rm $1.75 3% 134 Large Sports Gym for Sporting Event (WFCU, AMC & CPRC) - NON Y $37.50 Hour/Rm $38.75 Hour/Rm $1.25 3% PRIME 135 Large Sports Gym for Sporting Event (WFCU, AMC & CPRC) - PRIME Y $53.00 Hour/Rm $54.50 Hour/Rm $1.50 3%
136 Large Sports Gym for Non-Sporting Events (WFCU ,AMC & CPRC) - Y $43.25 Hour/Rm $44.50 Hour/Rm $1.25 3% NON PRIME 137 Large Sports Gym for Non-Sporting Events (WFCU, AMC & CPRC) - Y $64.25 Hour/Rm $66.25 Hour/Rm $2.00 3% PRIME 138 Mon-Friday Daytime Only Full Day Max. 8 Hrs Y $184.25 Day $189.75 Day $5.50 3% Excludes Reception Hall & Triple Room - one room only
139 Mon-Friday Daytime Only Half Day Max. 4 Hrs Y $97.75 Half Day $100.75 Half Day $3.00 3% Excludes Reception Hall & Triple Room - one room only
140 Weekend - Daily Alcohol & Non Alcohol - Full Day (Only C.C. & Forest Y $461.75 Day $475.50 Day $13.75 3% Glade Arena, SWRC 1/2 auditorium) 141 Weekend - Daily Alcohol & Non Alcohol - Half Day (Only C.C., Forest Y $244.25 Half Day $251.50 Half Day $7.25 3% Glade Arena & SWRC 1/2 Auditorium) 142 Reception Hall / Leisure Gym - Daily Alcohol & Non Alcohol (Only Y $962.25 Day $991.00 Day $28.75 3% WFCU) 143 Reception Hall - Daily Alcohol & Non Alcohol (Only WFCU & South Y $702.00 18 hours $723.00 18 hours $21.00 3% Windsor Arena) 144 Reception Hall - Daily Alcohol & Non Alcohol (Only WFCU & South Y $572.00 10 hours $589.25 10 hours $17.25 3% Windsor Arena)
COUNCIL AGENDA - February 25, 2019 Page 515 of 346 Community Programming and Community Centres, WFCU Sports Services & Arena Auditoriums
Rental Fees Applicable to Community Centres and Arena Auditoriums except for Willistead and Mackenzie Hall
City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Formula
145 Reception Hall - Daily Alcohol & Non Alcohol - (Only WFCU & South Y $364.00 4 hours $375.00 4 hours $11.00 3% Windsor Arena) 146 Setup and Take Down Fee ( Arenas only) Y $83.00 1-100 chairs $85.50 1-100 chairs $2.50 3% 147 Setup and Take Down Fee (Arenas only) Y $124.75 101-150 chairs $128.50 101-150 chairs $3.75 3% 148 Setup and Take Down Fee (Arenas only) Y $166.00 151 or more chairs $171.00 151 or more chairs $5.00 3%
149 Partial WFCU main bowl concourse area for fitness Y $29.00 Hour $29.75 Hour $0.75 3% 150 Reception Hall Refundable Deposit Y $200.00 Deposit $206.00 Deposit $6.00 3% 151 Community Programming Birthday Parties: Excludes 1-15 Children (Community Centres only) - Ages 6+ Y $150.00 2 Hours NEW 152 Food and Supplies 16-30 Children (Community Centres only) - Ages 6+ Y $245.00 2 Hours $252.25 2 Hours $7.25 3% 153 1-16 Children (Gymnastic Party) Y $240.00 2 Hours $247.25 2 Hours $7.25 3% 154 16-24 Children (Gymnastic Party) Y $290.00 2 Hours $298.75 2 Hours $8.75 3% 155 1-20 Children (Aquatic Party) Y $233.00 2 Hours $240.00 2 Hours $7.00 3% 156 21-30 Children (Aquatic Party) Y $310.00 2 Hours $319.25 2 Hours $9.25 3% 157 31-40 Children (Aquatic Party) Y $360.00 2 Hours $370.75 2 Hours $10.75 3% 158 Community Programming Malden: Non Alcohol Rental - Hourly Y $244.50 Half Day $251.75 Half Day $7.25 3% 159 Rentals Non Alcohol Rental - Daily Y $462.00 Day $475.75 Day $13.76 3% 160 Alcohol Rental - Hourly Y $367.00 Half Day $378.00 Half Day $11.00 3%
161 Alcohol Rental - Daily Y $698.75 Day $719.75 Day $21.00 3%
162 Patio Rental - Malden Y $88.75 Flat Rate $91.50 Flat Rate $2.75 3% 163 Leisure Outreach Stadia Rental and Light Baseball Stadium: Lit - Adult Y $56.75 Hour $58.50 Hour $1.75 3% 164 Usage: Baseball Stadium: Unlit - Adult Y $36.50 Hour $37.50 Hour $1.00 3% 165 Games Only Baseball Stadium: Lit - Youth Y $56.25 Hour $58.00 Hour $1.75 3% 166 Baseball Stadium: Unlit - Youth Y $36.00 Hour $37.00 Hour $1.00 3% 167 Soccer Stadium: Lit - Adult Y $51.50 Hour $53.00 Hour $1.50 3% 168 Soccer Stadium: Unlit - Adult Y $28.50 Hour $29.25 Hour $0.75 3% 169 Soccer Stadium: Lit - Youth Y $51.00 Hour $52.50 Hour $1.50 3% 170 Soccer Stadium: Unlit - Youth Y $28.25 Hour $29.00 Hour $0.75 3% 171 John Ivan: Lit - Adult Y $38.75 Hour $40.00 Hour $1.25 3% 172 John Ivan: Unlit - Adult Y $28.50 Hour $29.25 Hour $0.75 3% 173 John Ivan: Lit - Youth Y $35.00 Hour $36.00 Hour $1.00 3% 174 John Ivan: Unlit - Youth Y $20.75 Hour $21.25 Hour $0.50 2% 175 Leisure Outreach Sports Fields: Cost Recovery (Clean-up/Maintenance) Y TBD TBD 176 Other Fees Staff Overtime (Groups playing past allocated times) Y TBD TBD 177 Additional Staffing Costs As Required (ex: Park access control) Y TBD TBD 178 Fee for Reconfiguring Diamonds Y $77.25 $209 Max/Day $80.00 $215 Max/Day $2.75 4% 179 Unauthorized Use of Recreation Facilities Y $154.50 Infraction per Field $500.00 Infraction per Field $345.50 224% 180 Leisure Outreach Sports Fields: Open Field Lit - Adult Y $22.25 Hour $23.00 Hour $0.75 3% 181 Other Bookings Open Field Unlit - Adult Y $9.25 Hour $11.50 Hour $2.25 24% 182 Open Field Lit - Youth Y $19.75 Hour $20.25 Hour $0.50 3% 183 Open Field Unlit - Youth Y $6.75 Hour $9.50 Hour $2.75 41% 184 Cricket (Adult or Youth) Y $9.25 Hour $13.00 Hour $3.75 41% 185 Cross Country Y $85.00 4 Hr Time Slot $90.00 4 Hr Time Slot $5.00 6%
COUNCIL AGENDA - February 25, 2019 Page 526 of 346 City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. Leisure Outreach Sports Fields: HST Notes Cost Cost $ % Other Bookings Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Formula
186 Tennis Court Rental - Only Tournaments/Lessons Y $10.00 Court/Hr NEW 187 Leisure Outreach Special Events: Park Rentals: Major Events (Entire Park) Y $517.00 Day $532.50 Day $15.50 3% 188 Parks Park Rentals: Minor Events Y $120.50 Day $124.00 Day $3.50 3% 189 Community Permit Y $56.50 Day $58.25 Day $1.75 3% 190 Commercial Park Permit Y $164.50 Day $169.50 Day $5.00 3% 191 Lanspeary (Non Ice) Rental - Minimum 2 Day Rental May - October Y $517.00 Day $550.00 Day/Minimum 2 Day $33.00 6% Rental 192 Charles Clark Square (Non Ice), Civic Terrace Y $517.00 Day $550.00 Day $33.00 6%
193 Weddings & Ceremonies Y $117.50 Day $121.00 Day $3.50 3% 194 Special Events: For Festival Plaza Rental Events Y $1,748.00 Day/ Minimum 2 day $1,835.00 Day/ Minimum 2 Day $87.00 5% Riverfront Festival Plaza (Prime - June - October) Minimum 2 Day Rental rental. Weekly mx Rental $8,300 Weekly Max $8,715 195 For Festival Plaza Rental Events Y $1,748.00 Day/Weekly max $1,835.00 Day/Weekly Max $87.00 5% (Non Prime - January - May & November - December) No Minimum $8,201 $8,612 196 Festival Plaza - Added Fee - Riverfront Access Y $211.00 Event $217.25 Event $6.25 3% 197 Festival Plaza - Set-Up Days Y $225.00 Day $235.00 Day $10.00 4% 198 Other Fees Y TBD Use TBD Use 199 Special Events: Non Private Charter Y $164.50 24 Hrs $169.50 24 Hrs $5.00 3% 200 Vessel Docking Private Charter Y $1,160.50 24 Hrs $1,195.25 24 Hrs $34.75 3% 201 (Dieppe Gardens) Water Service Y $343.00 Flat Rate $353.25 Flat Rate $10.25 3% 202 Leisure Outreach Special Events: Picnic Permits N $67.50 Day $69.50 Day $2.01 3% 203 Permits Picnic Permits With Shelter - 100 Capacity N $85.50 Day $88.00 Day $2.50 3% 204 Picnic Permits With Shelter - Over 100 Capacity N $158.50 Day $163.25 Day $4.75 3% 205 Farmers Market - Seasonal Rates - With Amenities N $2,111.50 Seasonally $2,174.75 Seasonally $63.25 3% 206 Farmers Market - Seasonal Rates - Without Amenities N $211.00 Seasonally $217.25 Seasonally $6.25 3% 207 Leisure Outreach Special Events: Bleachers + Transportation Costs - Limited Use Y $149.25 Unit plus $153.75 Unit plus $4.50 3% Equipment Rentals transportation costs transportation costs 208 Barricades Y $10.00 Per/Day NEW 209 Garbage Cans Y $10.00 Per/Day NEW 210 Power Cart < 10 Vendors Y $95.00 Per/Day NEW 211 Power Cart > 10 Vendors Y $155.00 Per/Day NEW 212 Fold & Go Bleachers Y $681.25 1st Day $701.75 1st Day $20.50 3%
213 Fold & Go Bleachers Y $275.50 After 1st day $283.75 After 1st day $8.25 3%
214 Community Event Banner Poles (Ouellette Ave.): $50 for removal, Y $343.50 2-3 WK $353.75 2-3 WK $10.25 3% reinstallation 215 Community Event Banner Poles (Ouellette Ave.): $50 for removal, Y $178.75 1 Week $184.00 1 Week $5.25 3% reinstallation 216 Leisure Outreach Special Events: Showmobile: Use within City Limits: Includes Labour and Transportation Y $854.50 Day or part thereof $880.25 Day or part thereof $25.75 3% 217 Showmobile Showmobile: Use outside of City Limits: Includes Labour and Y $1,138.00 Day or part thereof $1,172.25 Day or part thereof $34.25 3% Transportation
COUNCIL AGENDA - February 25, 2019 Page 537 of 346 City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All RecreationLeisure UserOutreach Fees include HST exceptSpecial Programs Events: for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Showmobile Formula
218 Showmobile: Use outside of County Limits: Y TBD Day or part thereof TBD Day or part thereof
219 Mobile Stage Use within City Limits includes Labour and Transportation Y $612.50 Day or part thereof $631.00 Day or part thereof $18.50 3% 220 Use outside of City Limits includes Labour and Transportation Y $813.50 Day or part thereof $838.00 Day or part thereof $24.50 3% 221 Use outside of City Limits (Non Charitable Groups): Plus Transportation Y TBD Day or part thereof TBD Day or part thereof and labour, costs to be recovered 222 Special Events: Noise By-Law Waiver Y $85.00 Each $100.00 Each $15.00 18% 223 Administrative Fees Temporarily Road Closure (Special Events) (Minor) Y $80.00 Each $100.00 Each $20.00 25% 224 Temporarily Road Closure (Special Events) (Major) Y $115.00 Each $150.00 Each $35.00 30% 225 Letter Of Non-Objection Y $62.00 Each $75.00 Each $13.00 21% 226 Special Event Revisions After Approvals Y $150.00 Event $150.00 Event $0.00 0% 227 Riverfront Festival Plaza Deposit Fee Y $1,000.00 Event $1,000.00 Event $0.00 0% 228 Sports Services Arena Rate Schedule: Ice Prime Ice Rates (All Hrs Except Non-Prime) Y $199.50 Hour $201.00 Hour $1.50 1% 229 Rates, Minor Hockey & Non Prime Ice Rates: Weekday Hours between 8am - 3pm Y $179.00 Hour $184.25 Hour $5.25 3% 230 Figure Skating Arena Youth Prime Ice Rate Y $179.00 Hour $184.25 Hour $5.25 3% 231 Rentals Seniors & Schools Rate Y $95.50 Hour $98.25 Hour $2.75 3% (Weekday hours between 8 am - 3pm) 232 Sports Services Rinks: Youth - Arena Floor Rental (Non-Ice) Y $76.00 Hour $78.25 Hour $2.25 3% Miscellaneous Fees 233 Adult - Arena Floor Rental (Non-Ice) Y $95.50 Hour $98.25 Hour $2.75 3%
234 Youth - Arena Floor Rental (Non-Ice) Y $772.50 Day $795.75 Day $23.25 3%
235 Adult - Arena Floor Rental (Non-Ice) Y $950.00 Day $978.50 Day $28.50 3%
236 Nets (for rentals - more than two) Y $5.25 Net $5.50 Net $0.25 5% 237 Vendor Lobby Room space with table Y $22.00 Hour $22.75 Hour $0.75 3% 238 Vendor Lobby Room space with table (Non-Profit) Y $10.50 Hour $10.75 Hour $0.25 2% 239 Public Skating Sponsorship Fee N 3 $270.00 2 Hours $278.00 2 Hours $8.00 3% 240 WFCU Staging Pieces Y $52.00 Price Per 4'x8' $53.50 Price Per 4'x8' $1.50 3% 241 WFCU Parking Lot Fee Y $62.25 Day $64.00 Day $1.75 3% 242 Dedicated Storage Space Y $2.25 Per Sq. Ft. $2.50 Per Sq. Ft. $0.25 11% 243 Dedicated Office Space Y $5.25 Per Sq. Ft. $5.50 Per Sq. Ft. $0.25 5% 244 Dedicated Dressing Room Space Y $8.25 Per Sq. Ft. $8.50 Per Sq. Ft. $0.25 3% 245 Sports Services Rinks: Public Skating Admission: Indoor Arenas: 18 and Under & Seniors (60+) Y $3.00 Person $3.00 Person $0.00 0% Public Ice Skating 246 Admission Public Skating Admission: Indoor Arenas Adults - 19 & Over Y $3.50 Person $3.50 Person $0.00 0% 247 Public Skating Admission: Indoor Arenas: Family Y $11.50 Family $11.50 Family $0.00 0% 248 Figure Skate/Shinny Per Person Y $11.50 Visit $11.75 Person $0.25 2% 249 Sports Services Outdoor Rinks: Rentals - Lanspeary Outdoor Rink: Ice Rentals- Youth, Senior, Minor Y $103.00 Hour $106.00 Hour $3.00 3% Skating Rink Rentals Associations, Family Skates, Sponsorship Public Skates 250 Rentals - Lanspeary Outdoor Rink: Ice Rentals - Adult or For Profit Y $118.25 Hour $121.75 Hour $3.50 3% 251 School Rates (weekdays between 8 am - 3 pm) Y $57.00 Hour $58.75 Hour $1.75 3% 252 Rentals - Lanspeary Outdoor Rink: Summer Floor Rental Y $57.00 Hour $58.75 Hour $1.75 3%
COUNCIL AGENDA - February 25, 2019 Page 548 of 346 City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Formula
253 Sports Services Lakeview Park Marina: Seasonal Mooring May 1 to Oct 31: 15' Well - Hydro/Water Y $803.50 Season $827.50 Season $24.00 3% 254 Seasonal Mooring Wells Seasonal Mooring May 1 to Oct 31: 20' Well - Hydro/Water Y $1,071.00 Season $1,103.25 Season $32.25 3% 255 (May 1 to Oct 31) Seasonal Mooring May 1 to Oct 31: 25' Well - Hydro/Water Y $1,442.00 Season $1,485.25 Season $43.25 3% 256 Seasonal Mooring May 1 to Oct 31: 30' Well - Hydro/Water Y $1,730.00 Season $1,782.00 Season $52.00 3% 257 Seasonal Mooring May 1 to Oct 31: 35' Well - Hydro/Water Y $2,018.50 Season $2,079.00 Season $60.50 3% 258 Seasonal Mooring May 1 to Oct 31: 40' Well - Hydro/Water Y $2,307.00 Season $2,376.25 Season $69.25 3% 259 Boats Exceeding Well Size (<17) Y $53.50 Foot/Season $55.00 Foot/Season $1.50 3% 260 Boats Exceeding Well Size (<22) Y $53.50 Foot/Season $55.00 Foot/Season $1.50 3% 261 Boats Exceeding Well Size (>23) Y $57.50 Foot/Season $59.25 Foot/Season $1.75 3% 262 Boats Exceeding Well Size: Commercial Y $73.75 Foot/Season $76.00 Foot/Season $2.25 3% 263 Lakeview Park Marina: Seasonal Mooring - Transient Mooring (Daily) Y $2.00 Foot $2.00 Foot $0.00 0% 264 Other Fees Seasonal Mooring - Transient Mooring (Monthly) Y 25% of Seasonal Month 25% of Seasonal Month Rate Rate 265 Peche Island Tours - Under 2 (Not Yet 3 - You Are Free) Free 2 yrs & Under Free 2 yrs & Under $0.00 0% 266 Peche Island Tours Y $5.00 Person $7.50 Person $2.50 50% 267 Pavilion at Lakeview Park Marina (conditions apply) Y $83.00 Booking $85.50 Booking $2.50 3% 268 Mid-Week 3 Day Special (Sunday to Thursday): Y $110.00 3 Nights $113.25 3 Nights $3.25 3% Excludes Holidays 269 Jet Ski/ Dinghy Fee Y $208.00 Season $214.25 Season $6.25 3% 270 Park n' Float (seasonal for trailer) Y $52.00 Season $53.50 Season $1.50 3% 271 Additional Parking Pass (1st 2 are free) Y $10.50 Day $10.75 Day $0.25 2% 272 Overnight Trailer and Vehicle Parking Y $10.50 Night $10.75 Night $0.25 2% 273 Weekend Trailer and Vehicle Parking (2 night max) Y $18.50 Weekend $19.00 Weekend $0.50 3% 274 Subsequent Slip Y 50% of Seasonal Season 50% of Seasonal Season Rate Rate 275 Service Fees: Subleasing and/or air conditioning Y $155.00 Each/Season $159.75 Each/Season $4.75 3% 276 Boat Launching Ramps: Daily Y $13.00 Daily $14.00 Daily $1.00 8% 277 Boat Launching Ramps: Seasonal Y $172.00 Seasonal $177.25 Seasonal $5.25 3% 278 Boat Launching Ramps: Seniors (60 yrs & up) - Seasonal Y $120.00 Seasonal $123.50 Seasonal $3.50 3% 279 Boat Launching Ramps: Commercial Y $461.50 Seasonal $475.25 Seasonal $13.75 3% 280 Boat Launching Ramps: Sanitary Pumpout Y $13.00 Each $14.00 Each $1.00 8% 281 Kayak Racks - 1 Rack Y $77.25 Per Kayak/Season $80.00 Per Kayak/Season $2.75 4% 282 Kayak Racks - 2 Racks Y $128.75 Per 2 Kayaks/Season $140.00 Per 2 Kayaks/Season $11.25 9%
283 Mackenzie Hall Rentals Court Auditoriums: Arts\Culture Use Y $64.25 Hour $66.25 Hour $2.00 3% 284 Type 1 - Basic Macdonald Room/Court Annex/Main Gallery: Y $33.75 Hour $34.75 Hour $1.00 3% (without admission) Arts\Culture Use 285 Court Auditoriums: General Use Y $88.50 Hour $91.00 Hour $2.50 3% (Non-Prime Time days and evenings) 286 Court Auditoriums: General Use - Prime Y $95.50 Hour $98.50 Hour $3.00 3% 287 Community and Heritage Macdonald Room/Court Annex/Main Gallery: Arts\Culture uses (Non- Y $31.50 Hour $32.25 Hour $0.75 2% 288 Facilities MacdonaldPrime time daysRoom/Court and evenings) Annex/Main Gallery: General Use - Prime Y $39.00 Hour $40.25 Hour $1.25 3% 289 Mackenzie Hall Rentals Court Auditoriums: Arts\Culture Use Y $78.00 Hour $80.25 Hour $2.25 3% 290 Type 2 - Macdonald Room/Court Annex/Main Gallery: Arts\Culture Use Y $36.50 Hour $37.50 Hour $1.00 3% (With admission) COUNCIL AGENDA - February 25, 2019 Page 559 of 346 City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure Community and Heritage Facilities * Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Mackenzie Hall Rentals Formula Type 2 - 291 (With admission) Court Auditoriums: All other uses (Non-Prime Time days and evenings) Y $99.50 Hour $102.25 Hour $2.75 3% 292 Court Auditoriums: All other uses Y $114.00 Hour $117.50 Hour $3.50 3% 293 Macdonald Room/Court Annex/Main Gallery: All other uses (Non-Prime Y $39.00 Hour $40.25 Hour $1.25 3% Time days and evenings) 294 Macdonald Room/Court Annex/Main Gallery: All other uses Y $49.00 Hour $50.25 Hour $1.25 3% 295 Ontario Tribunals Y $164.50 Hour $169.50 Hour $5.00 3% 296 Mackenzie Hall Group Tours: Adults (19+) Y $4.00 Adults $4.25 Adults $0.25 6% 297 Misc Group Tours: Seniors (60+) Y $3.50 Seniors $3.75 Seniors $0.25 7% 298 Group Tours: Children (18 & below) Y $2.50 Children $2.75 Children $0.25 10% 299 Group Tours: School/Student/Community Group Y $2.50 School/Student $2.75 School/Student $0.25 10% 300 Special Tour Y $75.00 Hour NEW 301 Mackenzie Hall Park: Gazebo for Weddings Y $206.00 Event $212.25 Event $6.25 3% 302 Service Fees: Technician Fee Y $55.00 Hour $56.75 Hour $1.75 3% 303 Extra Staffing Fee Y $22.75 Hour NEW 304 Projector, Sound System Y $50.00 Each NEW 305 Screen, TV, VCR, DVD Y $10.00 Each NEW 306 Microphone, Microphone Stand, CD Player, Coffee/Tea Urn Y $5.00 Each NEW 307 Mixer, Stage Set-Up Y $20.00 Each NEW 308 Speakers (Pair), Amplifier Y $25.00 Each NEW 309 Art Exhibitions Y $32.25 Day $33.25 Day $1.00 3% 310 Photo Session Y $109.00 Hour $112.25 Hour $3.25 3% 311 Security Deposit N $200.00 Event NEW 312 Mackenzie Hall Napkins - White Y $0.25 Each NEW Linen 313 72"x72" (Round and 5') - White Y $2.00 Each NEW 314 90"x90" (Skirt Long Tables) - White Y $3.50 Each NEW 315 54"x120" (8' Banquet Tables) - White Y $3.50 Each NEW 316 Napkins - Colour Y $0.50 Each NEW 317 72"x72" (Round and 5') - Colour Y $2.25 Each NEW 318 90"x90" (Skirt Long Tables) - Colour Y $4.50 Each NEW 319 54"x120" (8' Banquet Tables) - Colour Y $4.00 Each NEW 320 Community and Heritage Willistead Morning/Billiard/Library; Reception w/ dance only (54ppl) - Prime Y $840.00 Event $865.25 Event $25.25 3% 321 Facilities Morning/Billiard/Library; Reception w/ dance only (54ppl) - Non Prime Y $523.00 Event $538.75 Event $15.75 3% 322 Morning/Billiard/Library Room; Inside Ceremony (80 ppl); Reception (54 Y $1,342.00 Event $1,382.25 Event $40.25 3% ppl) - Prime 323 Morning/Billiard/Library Room; Inside Ceremony (80 ppl); Reception (54 Y $836.00 Event $861.00 Event $25.00 3% ppl) - Non-Prime 324 Morning/Billiard/Library; Outside Ceremony (100 ppl); Reception (54 ppl) Y $1,685.00 Event $1,735.50 Event $50.50 3% - Prime 325 Morning/Billiard/Library; Outside Ceremony (100 ppl); Reception (54 ppl) Y $1,255.00 Event $1,292.75 Event $37.75 3% - Non-Prime 326 Morning/Billiard/Library 4 Hours Rental - Prime Y $832.00 4 Hours $857.00 4 Hours $25.00 3%
COUNCIL AGENDA - February 25, 2019 Page 5610 of 346 City of Windsor User Fee Schedule
CommunityCommunity Development and Heritage &Willistead Health Office - Recreation & Culture Facilities 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Formula
327 Morning/Billiard/Library 4 Hours Rental - Non-Prime Monday - Thursday Y $366.00 4 Hours $377.00 4 Hours $11.00 3%
328 Morning/Billiard/Library + Dining Room 4 Hours Rental - Non-Prime Mon- Y $404.20 4 Hours $416.25 4 Hours $12.05 3% Thursday - Meetings/Performances (Arts/Culture) 329 Dining Room Ceremony (52 ppl); reception/Dinner (32 ppl) - Prime Y $377.00 Event $388.25 Event $11.25 3% 330 Dining Room Ceremony (52 ppl); reception/Dinner (32 ppl) - Non-Prime Y $209.00 Event $215.25 Event $6.25 3%
331 North/East Gallery Reception w/ dance only (100 -120 ppl) - Prime Y $1,199.00 Event $1,235.00 Event $36.00 3% 332 North/East Gallery Reception w/ dance only (100 -120 ppl) - Non-Prime Y $940.00 Event $968.25 Event $28.25 3%
333 North/East Gallery Ceremony Inside (52 - 80 ppl); Reception (100 - 120 Y $1,833.00 Event $1,888.00 Event $55.00 3% ppl) - Prime 334 North/East Gallery Ceremony Inside (52 - 80 ppl); Reception (100 - 120 Y $1,254.00 Event $1,291.50 Event $37.50 3% ppl) - Non-Prime 335 North/East Gallery Ceremony Outside (100 ppl); Reception (100 - 120 Y $2,018.00 Event $2,078.50 Event $60.50 3% ppl) - Prime 336 North/East Gallery Ceremony Outside (100 ppl); Reception (100 - 120 Y $1,463.00 Event $1,507.00 Event $44.00 3% ppl) - Non-Prime 337 North/East 4 Hour Rental - Prime Y $1,187.00 4 Hours $1,222.50 4 Hours $35.50 3% 338 North/East 4 Hour Rental - (Arts/Culture/Heritage) Non-Prime Monday - Y $406.00 4 Hours $418.25 4 Hours $12.25 3% Thursday 339 Great Hall Photos and/or Ceremony Inside Y $214.00 Event $220.50 Event $6.50 3% 340 Paul Martin Garden Photos (no manor access) Y $140.00 Event $144.25 Event $4.25 3% 341 Bridal Room (Walker bedroom, subject to availability) Y $136.50 Event $140.50 Event $4.00 3% 342 Coach House Meeting Room Y $278.00 Event $286.25 Event $8.25 3% 343 Coach House Meeting Room (Arts/Culture/Heritage) Y $152.25 Event $156.75 Event $4.50 3% 344 Dining Room Ceremony Inside - Prime Y $718.00 Event $739.50 Event $21.50 3% 345 Dining Room Ceremony Inside - Non-Prime (Monday-Thursday) Y $523.00 Event $538.75 Event $15.75 3% 346 Outside Ceremony only; Paul Martin Gardens (100 ppl) - Prime Y $904.00 Event $931.00 Event $27.00 3% 347 Outside Ceremony only; Paul Martin Gardens (100 ppl) - Non-Prime Y $731.00 Event $753.00 Event $22.00 3% 348 Drawing Room - Small Ceremony (20 ppl) - Prime Y $381.00 Event $392.50 Event $11.50 3% 349 Drawing Room - Small Ceremony (20 ppl) - Non-Prime Y $278.00 Event $286.25 Event $8.25 3% 350 Willistead Manor Full Manor - 120 seated/225 cocktail - Prime Y $3,894.00 Event $4,010.75 Event $116.75 3% 351 Willistead Manor Full Manor - 120 seated/225 cocktail - Non-Prime Y $2,090.00 Event $2,152.75 Event $62.75 3% 352 Space Discount Y Negotiable Event Negotiable Event 353 Public Tours-Adults Y $6.00 Event $6.25 Event $0.25 4% 354 Public Tours-Children Y $2.75 Event $2.75 Event $0.00 0% 355 Public Tours-Seniors Y $5.00 Event $5.25 Event $0.25 5% 356 Scheduled Tours Y $5.00 Event $5.25 Event $0.25 5% 357 Baby Grand Piano Y $103.00 Each $106.00 Each $3.00 3% 358 Duff Baby Tour of Duff Baby Y $61.75 Tour $63.50 Tour $1.75 3% 359 Art Cart Tour Regularly scheduled art cart tours Y FREE FREE 360 Booked Art Cart Tour (non-public hours) 1 Hour Y $60.00 Flat Rate $63.50 Flat Rate $3.50 6% 361 Booked Art Cart Tour (non-public hours) 1.5 Hour Y $95.25 Flat Rate NEW
COUNCIL AGENDA - February 25, 2019 Page 5711 of 346 Community and Heritage Facilities
City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST exceptArt Programs Cart Tour for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Formula
362 Walking Tour Y $5.00 Person $5.50 Person $0.50 10% 363 Windsor Community Book wrapping - 1 book Y $7.75 Each $8.00 Each $0.26 3% 364 Museum Book wrapping - 3 books or more Y $5.25 Each $5.50 Each $0.25 5% 365 Encapsulation - 1 item Y $10.50 Each $10.75 Each $0.25 2% 366 Encapsulation - 2 or more items Y $7.75 Each $8.00 Each $0.26 3% 367 Encapsulation - items larger than 4'x4' Y $20.75 Each $21.25 Each $0.50 2% 368 Photocopying (per page legal and letter) Y $0.25 Each $0.25 Each $0.00 0% 369 Photocopying (per Ledger page 11 x 17) Y $0.50 Each $0.50 Each $0.00 0% 370 Research (first 15 minutes) Y FREE FREE 371 Research (each additional 15 minutes) Y $15.50 Flat Rate $16.00 Flat Rate $0.50 3% 372 Map Service Fees (1-5 sheets) Y $20.75 Flat Rate $21.25 Flat Rate $0.50 2% 373 Map Service Fees (6-10 sheets) Y $25.75 Flat Rate $26.50 Flat Rate $0.75 3% 374 Map Service Fees (11-15 sheets) Y $31.00 Flat Rate $32.00 Flat Rate $1.00 3% 375 Map Service Fees (16-20 sheets) Y $36.00 Flat Rate $37.00 Flat Rate $1.00 3% 376 Scanning/Printing of Images Y $7.25 Image $7.50 Image $0.25 3% 377 Microfiche/Film Reproduction (8 1/2 x 11 output) Y $2.25 Page $2.25 Page $0.00 0% 378 Microfiche/Film Reproduction emailed or mailing of CD Y $2.25 Page $2.25 Page $0.00 0% 379 Outreach Lecture (Performed by Willistead, Sculpture Park or Museum Y $50.00 Each NEW Windsor) 380 Specialty Walking Tour Y $5.00 Person $5.50 Person $0.50 10% 381 School/Group Programs N $4.25 Student $5.50 Student $1.25 29% 382 Community and Heritage Chimczuk Museum Adults Y $5.25 Person $5.50 Person $0.25 5% Facilities Admission/Program and Membership Fees 383 Students 3 - 24 age with student card Y $4.25 Person $4.50 Person $0.25 6% 384 Seniors Y $4.25 Person $4.50 Person $0.25 6% 385 Adult/Senior - Joint Admission - Chimczuk Museum & Art Gallery of Y $12.50 Person $13.00 Person $0.50 4% Windsor ($8 AGW + $5 Chimczuk Museum) 386 Youth - Joint Admission - Chimczuk Museum & Art Gallery of Windsor Y $7.25 Person $7.50 Person $0.25 3% (Age 6-17) ($4 AGW + $3.50 Chimczuk Museum) 387 Family - using existing Family definition in fee schedule Y $15.50 Family $16.00 Family $0.50 3% 388 School Children with pre-booked visit Y $3.25 Person $3.25 Person $0.00 0% 389 School Children with pre-booked program min. 15 students required per Y $5.25 Person $5.50 Person $0.25 5% booking 390 School Children pre-booked double program min. 15 students required Y $7.75 Person $8.00 Person $0.25 3% per booking 391 Joint School Visit/Starlight pre-booked visits to museum & Adventure Y $14.00 Person $14.50 Person $0.50 4% Bay min. 15 students required per booking 392 Joint Student weekend program pre-booked museum & Adventure Bay Y $17.00 Person $17.50 Person $0.50 3% min. 15 students required per booking 393 Adult pre-booked group min 15 adults required per booking Y $4.25 Person $4.50 Person $0.25 6%
COUNCIL AGENDA - February 25, 2019 Page 5812 of 346 Community and Heritage Chimczuk Museum Facilities Admission/Program and Membership Fees
City of Windsor User Fee Schedule
Community Development & Health Office - Recreation & Culture 1 2018 Fee Excluding HST 2019 Fee Excluding HST Change Over Prior Year Category / Sub-Category / (Accepted) (Accepted) Fee / Service Ref #
Notes Division Sub-Division Unit of Unit of HST Appl. HST Notes Cost Cost $ % Measure Measure
* Note: All Recreation User Fees include HST except Programs for children 14 and under. Implementation date may be January 1st, April 1st or June 1st depending on MROUND to 0.25 - program. Formula
394 Adult pre-booked group program min 15 adults required per booking Y $6.25 Person $6.50 Person $0.25 4% 395 Joint Adult visit/Starlight pre-booked visit to museum & Adventure Bay Y $14.00 Person $14.50 Person $0.50 4% min. 15 adults required per booking 396 Joint weekend program pre-booked museum & Adventure Bay min. 15 Y $17.00 Person $17.50 Person $0.50 3% adults required per booking 397 Family membership to include a companion pass t hat can be used with Y $51.50 Person $53.00 Person $1.50 3% visiting grandparent/cousin/friend 398 Individual membership Y $15.50 Person $16.00 Person $0.50 3% 399 Museum Members & Museum Volunteer Group - Gift Shop Purchase Y 10% Discount 10% Discount Discount 400 Museum Members & Museum Volunteer Group - Supplementary Y 10% Discount 10% Discount Program Fee Discount 401 Parks Operations Ojibway Nature Center JK - Grade 8 Customized Program N $2.20 Hour/Student $2.20 Hour/Student $0.00 0% 402 High School & Post Secondary Program N $2.40 Hour/Student $2.40 Hour/Student $0.00 0% 403 Group Activity Program (less than 14 people) N $40.00 Hour $40.00 Hour $0.00 0% 404 Group Activity Program (14 people or more) N $3.00 Hour/Student $3.00 Hour/Student $0.00 0% 405 - Advanced - Adults (Physical activity) Y $6.55 Hour $6.75 Hour $0.20 3% 406 - Introductory - Adults (Physical activity) Y $4.85 Hour $5.00 Hour $0.15 3% 407 - Introductory Children N $3.95 Hour $4.07 Hour $0.12 3% 408 - Advanced - Children N $5.50 Hour $5.67 Hour $0.17 3% 409 Audio Visual Equipment Y $30.00 Day $30.00 Day $0.00 0% 410 After Hours Extra Booking Fee Y $20.00 Hour $20.00 Hour $0.00 0% 411 Entire Centre Y $200.00 Hour $200.00 Hour $0.00 0% 412 Natural History Consulting Fee Y $90.00 Hour $90.00 Hour $0.00 0% 413 Prairie Room Y $38.00 Hour $42.00 Hour $4.00 11% 414 Woodland Room Y $28.00 Hour $28.00 Hour $0.00 0%
HST Notes: 1 Only if this is a program of events and is provided primarily to children under 15. 2 Unless this is a program of events and is provided primarily to children under 15. 3 Unless sponsorship is by way of advertising in the media.
COUNCIL AGENDA - February 25, 2019 Page 5913 of 346 Item 8.4
Council Report: C 13/2019
Subject: A By-Law for the Repair and Improvements to the Hawkins Drain
Reference: Date to Council: February 25, 2019 Author: Sergio Colucci 519-255-6257 x 6336 [email protected] pwd 7508 Infrastructure & Geomatics Report Date: 1/18/2019 Clerk’s File #: SW2019
To: Mayor and Members of City Council
Recommendation: I. That Council GIVE 3RD READING to Provisional By-law 160-2018 which adopted the drainage report for the Repair and Improvement to the Hawkins Drain in accordance with Section 58 of the Drainage Act, and
II. That the City Engineer BE AUTHORIZED to proceed with the tendering and Award of Tender to the low bidder, subject to the tender meeting project specifications, and being within the approved estimated budget; and subject to the terms and conditions of the City of Windsor’s Purchasing By-law 93-2012, and
III. That the Chief Administrative Officer and City Clerk BE AUTHORIZED to sign a contract with the low tenderer, satisfactory in form to the City Solicitor, in financial content to the City Treasurer, and in technical content to the City Engineer.
IV. That the City Engineer BE REQUIRED to provide a Reconciliation Report to Council on the Tender Award.
Executive Summary: N/A
Background: The Hawkins Drain flows west to east adjacent to the Via Rail tracks at Jefferson Boulevard and outlets into Little River.
COUNCIL AGENDA - February 25, 2019 Page 60 of 346 Page 1 of 4 In 1970 the firm G.V. Kleinfeldt & Associates Ltd. completed a drainage report for the Hawkins Drain for the City of Windsor. The report recommended repairs and improvements to the drain and provided a Schedule of Assessment, which distributed the cost of the recommended work to all those lands that benefited from the drain. All the lands that benefit from the drain are located within the City of Windsor and the landowners will be assessed in accordance to CR388/2007.
Pursuant to the Roster Method in accordance with section 113 of Purchasing By-law 93- 2012, Baird AE was appointed as the drainage engineer to make an examination of the Hawkins Drain and prepared a drainage report making recommendations for any repairs and improvements to the drain. This was done in accordance with Section 78 of the Ontario Drainage Act.
A pre-consideration meeting was held on September 25, 2018, between representatives of the City of Windsor, Baird AE, and the affected property owners to discuss the drainage report and address any questions or concerns the property owners may have. Most concerns noted were related to drainage assessments and access to the drain. All concerns have been addressed and incorporated into the revised drainage report.
At the Council Meeting on November 19, 2018, Council considered the drainage report for the Repair and Improvement to the drain. Council Resolution CR613/2018 was passed when Provisional By-law 160-2018 was given first and second readings by Council and the drainage report was then deemed to be adopted. This is in accordance with Section 45 of the Drainage Act.
Discussion: In accordance with section 46 of the Drainage Act, a copy of the provisional by-law and Notice of the Court of Revision meeting were sent to all affected landowners listed in the Schedule of Assessment. The notice informed each landowner of their right to appeal their drainage assessment and/or allowances to a Court of Revision by filing notice to the City Clerk not later than 10 days prior to the first sitting of the Court of Revision. At the Court of Revision held on January 16, 2019, no assessment appeals were filed or heard. Therefore, no changes or amendments were made to the report and the members of the Court of Revision received the drainage report dated September 27, 2018 as is. The by-law may now be passed by giving the third and final reading of the provisional by-law by City Council.
Risk Analysis: Associated risks to the Corporation resulting from the undertaking of this project include risks typical of a construction project, such as bodily injury, property damage, and matters arising from violations of the Occupational Health and Safety Act. These risks will be transferred to the successful proponent, through the agreement entered into. As part of the agreement with the successful proponent, the Low Bidder will be required to provide proof of insurance to the Corporation, as well as indemnify the Corporation from any claims which may arise from their work during or after construction. The risks of not undertaking this drain project might be potential flooding damages to adjacent lands, which could present a financial liability against the City.
COUNCIL AGENDA - February 25, 2019 Page 61 of 346 Page 2 of 4 Financial Matters: All expenses associated with the repair and improvements to the Hawkins Drain will be assessed to the Corporation of the City of Windsor in accordance with CR388/2007, with the exception of work deemed to be a Special Benefit as defined by the Drainage Act and identified by the consulting engineer. All costs are outlined in the attached drainage report. The total estimated cost to undertake this project is $281,875.00 (including non-recoverable HST). Net cost to the City of Windsor is estimated to be $239,285.00 [estimated cost of $281,875.00 less recoveries from Windsor property owners of $42,590.00]. There are sufficient funds available in the capital project to incur these expenses. All costs will be charged to project ID 7086004 (Drain Maintenance).
Consultations: N/A
Conclusion: Administration recommends that City Council pass the Final By-law by giving 3rd reading to Provisional By-law 160-2018, which provisionally adopted the drainage report entitled, “Repair and Improvement to the Hawkins Drain”, dated September 27, 2019 in accordance with Section 58 of the Ontario Drainage Act.
Planning Act Matters: N/A
Approvals: Name Title
Sergio Colucci Engineer III
Fahd Mikhael Engineer III/Drainage Superintendent
Wes Hicks Senior Manager of Infrastructure & Geomatics/Deputy City Engineer
Mike Dennis Financial Planning Administrator
Mark Winterton City Engineer
Victor Ferranti Manager of Capital Budget and Reserves
Alex Vucinic Purchasing Manager
Wira Vendrasco Deputy City Solicitor
Shelby Askin Hager City Solicitor
Joe Mancina City Treasurer
Onorio Colucci Chief Administrative Officer
COUNCIL AGENDA - February 25, 2019 Page 62 of 346 Page 3 of 4 Notifications: Name Address Email
Baird AE 27 Princess St., Unit 102 [email protected]
Leamington, ON N8H 2X8
Appendices:
COUNCIL AGENDA - February 25, 2019 Page 63 of 346 Page 4 of 4 Item 8.5
Council Report: C 140/2018
Subject: Endorsement of Mark Winterton as the Regional Public Works Commissioner of Ontario Chair
Reference: Date to Council: February 25, 2019 Author: Andrew Dowie Executive Initiatives Coordinator (519) 255-6247 ext. 6005 [email protected]
Report Date: 7/31/2018 Clerk’s File #: AS2019
To: Mayor and Members of City Council
Recommendation: THAT Mark Winterton, P. Eng., City Engineer, BE APPROVED to participate as Chair of the Regional Public Works Commissioners of Ontario for a one (1) year term commencing January 1, 2019, in accordance with Council Resolution 1211/85.
Executive Summary:
N/A
COUNCIL AGENDA - February 25, 2019 Page 64 of 346 Page 1 of 3 Background:
The Regional Public Works Commissioners of Ontario (RPWCO) represent the public works department heads responsible to plan, design, build, operate and maintain the Public infrastructure (Transportation, Water, Wastewater, Solid Waste, Parks and Public Buildings).
RPWCO's Strategy Committee and four Sub-Committees identify priority issues, develop common positions and communicate these to key decision makers. RPWCO also works to enhance awareness of infrastructure and service delivery issues to key decision makers.
City Engineer Mark Winterton has been a member of RPWCO since 2015 and currently serves as Vice-Chair of the association.
Discussion:
Acceptance of the Chair position in 2019 would require Mr. Winterton to attend approximately four meetings throughout the year, primarily in the Toronto area. Expenses are paid by RPWCO.
City Council approval is being requested in accordance with CR1211/85 which governs such appointments. Given the continuing relationship between municipalities, industry trends, and Provincial Government roles, Mr. Winterton’s involvement with the Association and its members from single tier and upper tier municipalities across the Province will be of significant benefit to the City of Windsor by aligning the City with knowledge, information and best practices at the forefront of municipal public infrastructure services.
Risk Analysis:
There is limited risk to the Corporation. Deputy City Engineers are empowered to make decisions on behalf of the City Engineer in the event of an absence for RPWCO business or otherwise. There are no financial costs to the Corporation. Positions articulated by RPWCO are by design consistent with those of the host municipalities.
Financial Matters:
There are no financial matters to be considered.
Consultations:
N/A
Conclusion:
The appointment of Mark Winterton, P.Eng., as Chair of RPWCO will ensure that the concerns of the City of Windsor with respect to public infrastructure will be effectively communicated across the province and the City’s knowledge base will expand.
COUNCIL AGENDA - February 25, 2019 Page 65 of 346 Page 2 of 3 Planning Act Matters: N/A
Approvals: Name Title
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: N/A
COUNCIL AGENDA - February 25, 2019 Page 66 of 346 Page 3 of 3 Item 8.6
Council Report: C 17/2019
Subject: Declaration of Vacant Lands Municipally Known as 251 Watkins Street and 291 Watkins Street Surplus and Authority to Offer for Sale - Ward 2
Reference: Date to Council: February 25, 2019 Author: Chris Carpenter Coordinator of Real Estate Services 519-255-6100 ext 6420 [email protected] Legal Services, Real Estate & Risk Management Report Date: 1/30/2019 Clerk’s File #: APM2019
To: Mayor and Members of City Council
Recommendation:
I. That the following vacant parcels of land BE DECLARED surplus:
PARCEL #1:
. Municipal address: 251 Watkins Street – situate on the south side of Watkins Street, west of Sandwich Street . Legal Description: Part Lot 21 w/s Sandwich Street on Registered Plan 40, designated as Part 1 on 12R-21421 . Approximate Lot size: 69.53 feet x 102.79 feet (21.19 m x 31.33 m) . Approximate Lot area: 7,178 sq ft (666.85 m2)
PARCEL #2:
. Municipal address: 291 Watkins Street – situate on the southwest corner of Watkins Street and Sandwich Street . Legal Description: Part Lot 21 w/s Sandwich Street on Registered Plan 40, designated as Parts 1 and 3 on 12R-27670 . Approximate Lot size: 69.61 feet x 103.9 feet (21.22 m x 31.67 m) . Approximate Lot area: 7,146.16 sq ft (663.9 m2)
II. That the Manager of Real Estate Services BE AUTHORIZED to offer the vacant parcels of land identified in Recommendation I for sale on the MLS at a price to be determined by the Manager of Real Estate Services commensurate with an independent appraisal.
COUNCIL AGENDA - February 25, 2019 Page 67 of 346 Page 1 of 3
III. AND THAT the City Solicitor BE DIRECTED to prepare and register a by-law to dedicate Parts 2 and 4 on 12R-27670 as part of Sandwich Street.
Executive Summary:
N/A
Background: The City owns two, non-abutting, vacant parcels of land with approximate areas of 7,178 sq ft (666.85 m2) and 7,146.16 sq ft (663.9m2). The Subject Parcels are located on the south side of Watkins Street west of Sandwich Street, designated as Part 1 on 12R-21420, and Parts 1 and 3 on 12R-27670 as shown on the aerial diagram attached as Appendix A.
Following an unsuccessful public sale for tax arrears, Subject Parcel #1 was vested through CR378/2018, and Subject Parcel #2 through CR56/2014.
By-Law 52-2014 establishes a policy for the disposal of Land. Section 5.1.2 of Schedule “A” attached to By-Law 52-2014 requires that City-owned lands be declared surplus and that Administration seek authority to sell the lands:
5.1.2 Notification of the intention to declare Land surplus and the authority to offer the Surplus Land for sale will be printed in the “Civic Corner” of the Windsor Star.
Discussion: The Subject Parcels were circulated to determine whether there is a municipal use for same. Public Works has identified the need for a 4.6m corner cut off at the intersection of Sandwich Street and Watkins Street identified as Parts 2 and 4 on 12R-27670. Parts 2 and 4 on 12R-27670 will be retained by the City for consolidation into the Sandwich Street right-of-way.
Should the recommendations above be approved, the Real Estate staff will list the lands for sale on MLS at a price determined by the Manager of Real Estate Services commensurate with an independent appraisal.
Should Administration successfully negotiate acceptable Offers, a report will be brought to Council or under Delegation of Authority, as appropriate, seeking authority to sell the lands.
Risk Analysis: There are potential liability issues should someone be injured on the lands. Additionally, maintenance of the lands drains scarce municipal resources. Selling the land will remove any associated liability issues and maintenance costs for the City.
Financial Matters: There are no financial costs associated with this request. Expenditures relating to the ongoing maintenance and security of the properties will continue to be deferred in a
COUNCIL AGENDA - February 25, 2019 Page 68 of 346 Page 2 of 3 capital project account (vesting capital project ID #7171059) until such time as the properties can be sold. If approved by Council, the future sale proceeds for 251 Watkins will be deposited to this capital project at 007-6940-10537-7171059 to offset these ongoing maintenance and security expenditures. Future sale proceeds for 291 Watkins will be deposited to the capital expenditure reserve.
Consultations: Fire Department: John Lee Windsor Police Services: Barry Horrobin Public Works: responses consolidated by Juan Paramo Parks: Mike Clement Facilities: Tom Graziano Planning Department: Kevin Alexander Housing and Children Services: Tina Moore Finance: Mark DiPasquale
Conclusion: Declaring the vacant parcels of land identified in Recommendation I surplus, and authorizing the Manager of Real Estate Services to offer the land for sale on MLS, will allow for the orderly sale of this vacant parcel of land that is not required for any municipal purpose.
Planning Act Matters:
N/A
Approvals: Name Title
Chris Carpenter Coordinator of Real Estate Services
Frank Scarfone Manager of Real Estate Services
Shelby Askin Hager City Solicitor, Corporate Leader, Economic Development and Public Safety
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 Aerial Map
COUNCIL AGENDA - February 25, 2019 Page 69 of 346 Page 3 of 3 Appendix A
1 of 1
COUNCIL AGENDA - February 25, 2019 Page 70 of 346 Item 8.7
Council Report: C 18/2019
Subject: Declaration of Vacant Land Municipally Known as 1010 Wyandotte Street West Surplus and Authority to Offer for Sale - Ward 3
Reference: Date to Council: February 25, 2019 Author: Chris Carpenter Coordinator of Real Estate Services 519-255-6100 ext 6420 [email protected] Legal Services, Real Estate & Risk Management Report Date: 1/31/2019 Clerk’s File #: APM2019
To: Mayor and Members of City Council
Recommendation:
I. That the following vacant parcel of land BE DECLARED surplus:
. Municipal address: 1010 Wyandotte Street West – situate on the northwest corner of Wyandotte Street West and Oak Street . Legal Description: Part Lot 108 on Registered Plan 392, designated as Part 1 on 12R-27662 . Lot size: 21.29 feet x 23.92 feet x 111.61 feet x 39 feet x 96.62 feet (6.49m x 7.29m x 34.02m x 11.89m x 29.45m) . Lot area: 4,236.67 sq ft (393.6 m2)
II. That the Manager of Real Estate Services BE AUTHORIZED to offer the vacant parcel of land identified in Recommendation I for sale on the MLS at a price to be determined by the Manager of Real Estate Services commensurate with an independent appraisal.
III. AND THAT the City Solicitor BE DIRECTED to prepare and register a by-law to dedicate Part 2 on 12R-27662 as part of the public highway known as Oak Street and Part 3 on 12R-27662 as part of the public highway known as Wyandotte Street West.
Executive Summary:
N/A
COUNCIL AGENDA - February 25, 2019 Page 71 of 346 Page 1 of 3 Background: The City owns a vacant parcel of land with an approximate area of 4,236.67 sq ft (393.6 m2) located on the northwest corner of Wyandotte Street West and Oak Street, legally described as Part Lot 108 on Registered Plan 392, designated as Parts 1-3 on Plan 12R-27662, as shown on the aerial diagram attached as Appendix A.
Council resolution CR378/2018 approved the vesting of the Subject Property following an unsuccessful public sale for tax arrears.
By-Law 52-2014 establishes a policy for the disposal of Land. Section 5.1.2 of Schedule “A” attached to By-Law 52-2014 requires that City-owned lands be declared surplus and that Administration seek authority to sell the lands:
5.1.2 Notification of the intention to declare Land surplus and the authority to offer the Surplus Land for sale will be printed in the “Civic Corner” of the Windsor Star.
Discussion:
The Subject Parcel was circulated to determine whether there is a municipal use for same. A municipal use has not been identified for Part 1 on 12R-27662. Public Works identified the need for a land conveyance of 0.95m for right-of-way widening, identified as Part 3 on 12R-27662. Additionally, the Official Plan requires a 4.6m corner cut-off at the intersection of Wyandotte Street West and Oak Street, identified as Part 2 on 12R- 27662. Therefore, Parts 2 and 3 on 12R-27662 will be declared as part of the right-of- way, and Part 1 on 12R-27662 shall be offered for sale consistent with By-Law 52-2014.
Should the recommendations above be approved, the Real Estate staff will list the land for sale on MLS at a price determined by the Manager of Real Estate Services commensurate with an independent appraisal.
Should Administration successfully negotiate an acceptable Offer, a report will be brought to Council or under Delegation of Authority, as appropriate, seeking authority to sell the land.
Risk Analysis: There are potential liability issues should someone be injured on the land. Additionally, maintenance of the land drains scarce municipal resources. Selling the Subject Parcel will remove any associated liability issues and maintenance costs for the City.
Financial Matters: There are no financial costs associated with this request. Expenditures relating to the ongoing maintenance and security of the property will continue to be deferred in a capital project account (vesting capital project ID #7171059) until such time as the property can be sold. The future sale proceeds will be deposited to this capital project to offset these ongoing maintenance and security expenditures.
Consultations: Fire Department: John Lee Windsor Police Services: Barry Horrobin
COUNCIL AGENDA - February 25, 2019 Page 72 of 346 Page 2 of 3 Public Works: responses consolidated by Juan Paramo Parks: Mike Clement Facilities: Tom Graziano Planning Department: Laura Diotte Housing and Children Services: Tina Moore Finance: Mark DiPasquale
Conclusion: Declaring the vacant parcel of land identified in Recommendation I surplus, and authorizing the Manager of Real Estate Services to offer the land for sale on MLS, will allow for the orderly sale of this vacant parcel of land that is not required for any municipal purpose.
Planning Act Matters: N/A
Approvals: Name Title
Chris Carpenter Coordinator of Real Estate Services
Frank Scarfone Manager of Real Estate Services
Shelby Askin Hager City Solicitor, Corporate Leader, Economic Development and Public Safety
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 Aerial Map
COUNCIL AGENDA - February 25, 2019 Page 73 of 346 Page 3 of 3 Appendix A
COUNCIL AGENDA - February 25, 2019 Page 74 of 346 Item 8.8
Council Report: C 27/2019
Subject: Bill 68 - Pregnancy/Parental Leave for Members of Council
Reference: Date to Council: February 25, 2019 Author: Steve Vlachodimos Deputy City Clerk Senior Manager of Council Services 519-255-6100 ext 6488 [email protected] Council Services Report Date: 2/12/2019 Clerk’s File #: GP2019
To: Mayor and Members of City Council
Recommendation: THAT City Council APPROVE the recommended policy for instituting a Pregnancy/Parental/Adoption Leave for Elected Officials, attached as “Appendix A”
Executive Summary:
N/A
Background:
Section 270 of the Municipal Act, 2001, as revised by Bill 68 (enacted May 30, 2017), requires that the City adopt and maintain a policy with respect to the pregnancy and parental leaves of Members of Council.
Discussion: The Corporation of the City of Windsor is committed to ensuring an equitable work environment for members of Council.
In accordance with the Municipal Act, 2001, the City of Windsor will provide pregnancy and parental leaves to Members of Council. The draft policy, attached as “Appendix A”, recognizes that Members of Council maintain all rights and privileges of their office when on pregnancy or parental leave, and can exercise those rights at any time.
The Members of Council wishing to exercise this leave should give written notice to the City Clerk. The Members shall also make note of the Agencies, Boards, Commissions
COUNCIL AGENDA - February 25, 2019 Page 75 of 346 Page 1 of 3 and Committees they represent and the Clerks Office will have the Striking Committee look to replace them on an interim basis.
The Council Secretariat staff will be available to liaise with constituents during a Member of Council’s parental leave.
Risk Analysis:
There is a risk of litigation if a policy is not developed as per Bill 68 and its amendments to the Municipal Act. The Corporation is required to provide such a leave to all Members of Council.
Financial Matters:
The attached draft policy indicates the following: “the Member shall continue to receive all remuneration, reimbursements and benefits afforded to members of Council”, and therefore, a pregnancy or parental leave by an elected official would not result in cost savings to the Corporation.
Consultations:
Finance and Human Resources
Research assistance was provided by University of Windsor student intern Ian Manser
Conclusion:
Beginning March 1, 2019 City Councillors will be eligible for Pregnancy and/or Parental Leave for up to 20 weeks.
Planning Act Matters: N/A
Approvals: Name Title
Steve Vlachodimos Deputy City Clerk
Senior Manager of Council Services
Katherine Donaldson Corporate Policy Coordinator
Vincenza Mihalo Executive Director, Human Resources
Valerie Critchley Corporate Leader for Public Engagement and Human Services City Clerk Licence Commissioner
Joe Mancina Chief Financial Officer/City Treasurer
COUNCIL AGENDA - February 25, 2019 Page 76 of 346 Page 2 of 3 Name Title
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 Parental Pregnancy Leave Policy
COUNCIL AGENDA - February 25, 2019 Page 77 of 346 Page 3 of 3 THE CORPORATION OF THE CITY OF WINDSOR POLICY
Service Area: Office of the City Clerk Policy No.: Department: Council Services Approval Date: Division: Approved By: Effective Date: Pregnancy/Parental/Adoption Subject: Leave For Members of Council Procedure Ref.: Review Date: Pages: Replaces: Prepared By: Steve Vlachodimos Date:
1. POLICY
1.1 The purpose of the Pregnancy and Parental Leave policy is to provide guidance on how the City of Windsor addresses a Member of Council’s pregnancy/ parental leave in a manner that respects a Member’s statutory role as an elected representative.
2. PURPOSE
2.1 This policy complies with s. 259(1.1) of the Municipal Act, 2001, which defines pregnancy and/or parental leave as an absence of 20 consecutive weeks or less as a result of a Member’s pregnancy, the birth of the Member’s child or the adoption of a child by the Member. A resolution of Council is not required to authorize such leave of absence.
3. SCOPE
3.1 This policy applies to all Members of Council in accordance to s. 270 of the Municipal Act, 2001. Members of Council are elected officials that serve the interests of their constituents.
4. RESPONSIBILITY
4.1 Members of Council and City staff are responsible for adhering to the parameters of this policy. 4.2 Members of Council are responsible for submitting, in writing to the City Clerk, their intention to access their Pregnancy/Parental Leave. 4.3 The City Clerk is responsible for receiving written communications from a Member of Council on pregnancy and/or paternal leave, and forwarding these communications to City Council for information purposes, as well as to the Chief Administrative Officer and the Executive Director of Human Resources. 4.4 The Council Secretariat will continue to assist the Member of Council as a first point of contact with constituents during this leave.
Pregnancy/Parental/Adoption Leave for Members of Council Page 1 of 3 COUNCIL AGENDA - February 25, 2019 Page 78 of 346 5. GOVERNING RULES AND REGULATIONS
5.1 This written notice should be submitted as soon as possible prior to the start date of the pregnancy/parental leave, and should include the start date of this leave, the expected return date, and which duties, if any, will continue to be performed by the Member of council during the leave. 5.2 This leave is to be taken within the first year of the birth/adoption of the child. 5.3 Notwithstanding, at any point during a Member’s pregnancy/parental leave, the Member may provide written notice to the Clerk of their intent to resume exercising their statutory role. The member shall provide written notice to the Clerk of any changes to their return date. 5.4 If a Member of Council is absent from a meeting due to pregnancy and/or parental leave, the Clerk or designate shall record the reason for the absence in the minutes of all meetings. 5.5 While a Member of Council is on pregnancy/parental leave, the Member: 5.5.1 Shall continue to receive all communication from the City of Windsor as if the Member were not on leave, including, without limitation notices of Council meetings (including in camera), Standing Committees, and committees of Council, as well as copies of all agendas and minutes of said meetings; and 5.5.2 Shall continue to receive all remuneration, reimbursements and benefits afforded to Members of Council 5.6 While a Member of Council is on pregnancy/parental leave, and appointed by the Municipality to any local board, committee, or other board: 5.6.1 The City Clerk shall schedule a meeting of the Striking Committee as soon as possible; and 5.6.2 Council may, by resolution, make temporary appointments during this leave; 5.7 While a Member of Council is on pregnancy/parental leave, they shall continue to receive emails and can continue to monitor their constituency line or they can delegate these responsibilities to the Council Secretariat to maintain efficient contact with constituents. Should Council wish to have the Council Secretariat fulfill this function, the Council Secretariat, on a weekly basis is to issue a detailed report to the Member advising as to the status of all incoming requests and communications. 5.8 The Council Secretariat shall post notice of the absence of the Member of Council on the City of Windsor website, along with updated contact information as directed by that Member. 5.9 If a Member of Council has any pre-approved travel scheduled for conferences, the Council Secretariat will endeavour to have it cancelled. In the event that a cancellation is not possible, the opportunity shall be offered to another Member of Council. If any unavoidable cancellation penalties are incurred, administration will report these as part of the annual travel expenditure reports. 5.10 While a Member of Council is on pregnancy/parental leave during a month in which they are designated as “Acting Mayor” while the Mayor is absent from office, the “Acting Mayor” will automatically be reassigned to the next Councillor on the rotating appointment schedule approved by Council at the beginning of the Council term.
Pregnancy/Parental/Adoption Leave for Members of Council Page 2 of 3 COUNCIL AGENDA - February 25, 2019 Page 79 of 346 5.11 While a Member of Council is on pregnancy/parental leave, they are to turn in their City wide parking pass to the City Clerk for the duration of their leave. 5.12 While a Member of Council is on pregnancy/parental leave, the Member shall retain their City of Windsor ID badge. However, the City Clerk is to remove all access granted to the Member during their absence. 5.13 If there is a ward meeting scheduled by the Member during the period of their leave the Council Secretariat will reschedule the meeting at a date and time to be determined by the Member upon their return from leave.
6. RECORDS, FORMS AND ATTACHMENTS
6.1 Documents generated as a result of this policy will be maintained in accordance with the Corporation’s Record Retention By-law subject to any other policy and/or legislation.
Pregnancy/Parental/Adoption Leave for Members of Council Page 3 of 3 COUNCIL AGENDA - February 25, 2019 Page 80 of 346 Item 8.9
Council Report: C 26/2019
Subject: Council Self-Assessment Mechanism
Reference: Date to Council: February 25, 2019 Author: Steve Vlachodimos Deputy City Clerk/Senior Manager of Council Services 519-255-6100 ext 6488 [email protected]
Council Services Report Date: 2/11/2019 Clerk’s File #: AF/11247
To: Mayor and Members of City Council
Recommendation: That the report of the City Clerk dated January 4, 2019 entitled “Council Self- Assessment Mechanism” BE RECEIVED for information; and further,
That the City Clerk BE DIRECTED to forward to City Council the sample “Council Evaluation Checklist” attached as “Appendix A”, 2 weeks prior to the Strategic Planning Session to be held in the year 2020, or prior to a Corporate Services Standing Committee of Council meeting in 2020 and that Councillors raise any concerns based on that checklist at that particular session.
Executive Summary:
N/A
Background: PricewaterhouseCoopers LLP (PwC) was appointed to provide outsourced audit services to the City of Windsor on December 17, 2012 through CR291/2012.
On June 17, 2013, City Council passed CR110/2013, which approved PwC’s proposed multi-year internal audit plan for the Corporation. The first proposed internal audit project under this plan was “Governance & Strategic Leadership.”
During this project, PwC opted to split the final report into three parts, one each for “Governance,” “Strategic Leadership” and “Policy Management.” The final reports were presented to Council on June 9, 2014 when Council was asked to give direction on 4 items including the Implementation of a “Council self-assessment mechanism”, which Council approved via CR157/2014.
COUNCIL AGENDA - February 25, 2019 Page 81 of 346 Page 1 of 5 In that report, PwC stated, “Council does not have a forum for periodically self- assessing its performance to maintain and enhance the mechanisms that enable them to govern. A program is in effect for Committees of Council and is recognized as a good governance practice in general”. PwC’s recommendation for a “Council Self-Assessment” is as follows:
“Council should undertake an initiative to define and implement a governance self- assessment process. This self-assessment mechanism would provide Council with insight into how effective the current governance framework is, what additional support/tools are needed and where they should focus their actions going forward.
This self-assessment is distinct from the ongoing political and public opinion mechanisms already in effect. It is a self-evaluation guide or checklist for Council members to help them identify what they are doing well, and where they can improve as it relates to governance of the City.
The areas, which may be included in the self-assessment, are as follows: Strategic Planning, Relationships, Quality and Risk Management, Performance Evaluations, Governance Structure and Organization.
The frequency of this self-assessment should be at least once per Council term (likely in the 2nd or early 3rd year of the term).
The process should begin with setting objectives, or best practices that help Council govern and then evaluating, with rating criteria, whether each objective is met consistently or requires development. Consideration may be given to having Council vote on individual objectives in order to decide on the rating assigned (Refer to Appendix A for sample Council Evaluation Checklist).”
Discussion:
Not having such a program already in place, other municipalities were contacted to determine best practices in the creation of such a system.
29 municipalities (22 in Ontario) from across the country were asked if they had ever, or planned to ever implement a self-assessment system for their City Council. 6 responses have been received to date, with St. Albert, Alberta being the only one to have implemented such a program. They are currently in the process of revamping their evaluation tool but plan on sharing their finished product with Windsor.
COUNCIL AGENDA - February 25, 2019 Page 82 of 346 Page 2 of 5 Council Self-Assessment
City Yes No No Response
Ajax x
Aurora x
Barrie x
Belleville x
Brampton x
Brantford x
Burlington x
Chatham-Kent x
Clarington x
Hamilton x
Kingston x
London x
Markham x
Mississauga x
Niagara Falls x
Oakville x
Oshawa x
Ottawa x
St. Catherines x
Sudbury x
Thunder Bay x
Vaughan x
COUNCIL AGENDA - February 25, 2019 Page 83 of 346 Page 3 of 5 Outside Ontario
Calgary x
Edmonton x
Regina x
Saskatoon x
St. Albert x
Winnipeg x
Vancouver x
Furthermore, PwC was asked if they could provide us with samples from other municipalities and administration was advised that they were not able to come across a municipal example in addition to the one provided and attached hereto as Appendix A.
Risk Analysis: There would be no risk to the Corporation in having the members of Council assess their own job performance. Without such a program, there will be no means for Council to initiate this type of self-assessment during their term, reducing their ability to find area of improvement during their mandate.
However, as administration reported to Council in 2014 under “management comments” to the PwC recommendation: “Management agrees with the finding however disagrees with the recommendation, because, while management agree that a self-assessment is appropriate in a corporate governance environment, in a political environment there is an automatic accountability mechanism through constituent contact, traditional and social media, and via the electorate every 4 years. This provides immediate and ultimate feedback, which makes the case for a formal self-assessment less compelling. Additionally, there is a risk that an attempted self-assessment mechanism could become politicized rather than serve the purpose of PwC is suggesting”.
It should be noted that there are other tools that are currently in effect that in essence assist in a transparent Council Self-Assessment, including but not limited to: official Council minutes; Council and Standing Committee broadcasts (including permanent streaming archives now available on the City of Windsor website); attendance tracking for Council and meetings of Agencies, Boards, Commissions and Committees of Council on the City of Windsor website, the Annual Report of the Integrity Commissioner, annual accountability reports to Council from advisory committees; annual administrative report to Council on the performance of advisory committees; Meeting Investigation Reports and Ward meetings which occur once per calendar year, excluding the year of a municipal election.
COUNCIL AGENDA - February 25, 2019 Page 84 of 346 Page 4 of 5 Financial Matters:
N/A
Consultations: PriceWaterhouseCoopers Ajax, Ontario; Clarington, Ontario; London, Ontario; Oshawa, Ontario; Vaughan, Ontario; Edmonton, Alberta; St. Albert, Alberta
Conclusion: The 2018-2022 City Council held its first Strategic Planning Session on February 12, 2019. Should Council wish to act on the recommendation of PwC, the City Clerk will be directed to forward the sample “Council Evaluation Checklist” attached as “Appendix A”, to all members of Council, two weeks prior to the next Strategic Planning Session scheduled to take place in year 2 of the 4-year Council term (year 2020) or prior to a Corporate Services Standing Committee of Council meeting in 2020, and that Council raise any areas of concern based on that checklist at that particular session.
Planning Act Matters: N/A
Approvals: Name Title Steve Vlachodimos Deputy City Clerk and Senior Manager of Council Services Valerie Critchley Corporate Leader for Public Engagement and Human Services City Clerk License Commissioner Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices: 1 Appendix A: Self Evaluation Sample Checklist
COUNCIL AGENDA - February 25, 2019 Page 85 of 346 Page 5 of 5 Appendix A: Sample Council Evaluation Checklist
The checklist below is for demonstration purposes only and provides an example of a checklist that could be utilized for conducting an evaluation of Council against suggested best practices.
1 -N otat 2 - 3 - 4 -Exceeds U- S uggestedBestP racticeforCouncil all Developing Complete Expectations U nknown
S trategicP lanning Provides Leadership in the development of a strategic plan that is realistic, measurable and strikes the appropriate balance. Has adequate procedures in place to ensure that its vision, mission and values guide the City's operational decisions Has reviewed and understood legislation, regulations and policies that impact the governance of the City. Consults legislation, regulation and policies when making major decisions. Ensure that the provision of programs and services is in compliance with legislations, regulations, directives and guidelines. R elationships Establishes processes for effective communication with the public.
Meetings are open to public and time is provided on the agenda for dialogue Activities are adequately communicated to the public (through meetings, reports, newsletters, interaction etc.) Has established a collaborative framework to ensure community involvement (Advisory Committees) Q ualityandR iskM anagement Identifies risk to its organization and ensures policies for risk management Has established and follows a process for identifying and minimizing potential risks to the organizations Oversees the establishment of policies and processes to minimize loss M anagement& P erformance Has a comprehensive orientation program for new Council Members Has established a process for ongoing education of Council and Committee members Consistently follow explicit process for decision making
PwC COUNCIL AGENDA - February 25, 2019 Page 86 of 346 1 -N otat 2 - 3 - 4 -Exceeds U- S uggestedBestP racticeforCouncil all Developing Complete Expectations U nknown Uses due diligence when making a decision Annually assesses its own performance, identifying areas of strengths and areas needing improvement
Has set clear expectations for the CAO and ensures the CAO understand these expectations
Has established and follows a process for regularly evaluating the performance of the CAO Has a process for assessing its working relationship with the CAO Has achieved an effective working relationship with the CAO Governance,Structure& O rganization Ensures that the role of Standing Committees, including their relationship to Council as a whole, is clearly understood
Ensures that the length of Council meetings is appropriate to accomplish the tasks. Meeting agendas are structured to focus on items critical to Council roles and responsibilities and allow Councillors to discharge their oversight responsibilities Meeting agendas address topics that link to the City's strategic plan and goals Meeting material is distributed far enough in advance of meetings to allow for adequate preparation. Use of in-camera sessions is appropriate and effective O verall Ensures rigorous processes are in place to evaluate its own performance on an annual basis Overall, Council operates smoothly and effectively. Overall, Council fulfills its mandate effectively.
Evaluation Criteria: 1. Not at all: objective is not met, significant improvement needed 2. Developing: objective is somewhat met, work is needed to ensure objective is consistently met 3. Complete: objective is consistently met 4. Exceeds Expectations: objective is consistently met and performance of objective requirement exceeds expectations 5. Unknown: There is not enough information to assess this objective.
PwC COUNCIL AGENDA - February 25, 2019 Page 87 of 346 Item 8.10
Council Report: C 23/2019
Subject: Ontario Municipal Commuter Cycling (OMCC) Program submission of new project
Reference: Date to Council: February 25, 2019 Author: Kathy Roeder Asset Coordinator 519 255-6100 ext 6255 [email protected]
Asset Planning Report Date: 2/6/2019 Clerk’s File #: GP/12791
To: Mayor and Members of City Council
Recommendation:
THAT in order to ensure grant dollars are maximized, City Council APPROVE submitting the Totten Street project to the Ontario Municipal Commuter Cycling (OMCC) Program, for their consideration to be deemed an eligible project; and,
THAT City Council DELEGATE to the Chief Administrative Officer the authority to approve any additional projects and or change of scope of OMCC eligible projects, for future submissions to the Ontario Municipal Commuter Cycling (OMCC) Program for their consideration to be deemed an eligible project, contingent upon the following:
a) The project meets the OMCC criteria; and
b) The City has approved funding sources to fund 100% of any ineligible costs and the percentage of all eligible costs not covered by OMCC funding (at a minimum 20%); and
c) Subject to all submission documentation being satisfactory in technical content to the City Engineer and the in legal form to the City Solicitor and in financial content to the City Treasurer
THAT in the event written confirmation is received by the City indicating that this and any other project has been added to the OMCC program’s approved projects listing, THAT the Chief Administrative Officer and the City Clerk BE AUTHORIZED to take any
COUNCIL AGENDA - February 25, 2019 Page 88 of 346 Page 1 of 5 such action and sign any such documentation as may be required to effect the recommendations and funding for OMCC Program as noted above, subject to all documentation being satisfactory in legal form to the City Solicitor, in technical content to the City Engineer and in financial content to the City Treasurer; and,
THAT City Council DELEGATE to the City Engineer authority to prioritize the implementation of the OMCC approved projects as needed to optimize the available OMCC funding and City of Windsor funding allocated to the OMCC projects within the OMCC timelines.
Executive Summary:
N/A
Background:
In the fall of 2017 City Council approved the submission of 13 projects for OMCC funding and an application as submitted with the 13 projects. On December 4, 2017, the Ministry of Transportation announced that the City of Windsor was awarded $1,671,508.36 and reduced the list of eligible projects from 13 to 11. It was also announced that future funding for this program has been cancelled.
The list of the 11 projects OMCC deemed eligible is listed below.
1. Pillette Road cycling infrastructure 2. Rivard Ave cycling infrastructure 3. Ojibway Parkway cycling infrastructure 4. Cycling Network Connection for Herb Gray Parkway Trail Network to Gordie Howe International Bridge 5. Seminole Street cycling infrastructure 6. Rhodes Drive cycling facilities 7. McDougall Street cycling facilities 8. California Ave cycling facilities 9. EC Row Expressway Underpass 10. Northwood St. cycling infrastructure 11. Sandwich St. Roundabout
Outlined in the OMCC agreement is the requirement that any project using OMCC funding must be completed by December 31, 2020. After project completion, two usage data reports need to be submitted to OMCC, one for the first 12 months of operation/usage and one for the second 12 months of operation. The costs associated with the usage data collection is wholly the responsibility of the City.
COUNCIL AGENDA - February 25, 2019 Page 89 of 346 Page 2 of 5 Per CR121/2018 City Council approved the priority of the 11 projects. As part of the OMCC funding agreement, the City can submit additional projects to the grant providers for consideration to be added to the OMCC approved eligible projects listing. This report is requesting permission to submit a shovel ready project to OMCC, as well as the ability to make further amendments to the project list and or scope of projects. This will mitigate the risk of not incurring sufficient amounts of eligible costs to exhaust all of the OMCC funding.
Discussion:
To date 4 of the 11 OMCC eligible projects, approved in council reports # C24/2017 (CR387/2017) and in C4/2018 (CR121/2018), have been completed or substantially complete. Their total project costs are $257,694. Only one project, Ojibway, had eligible costs totalling $193,194 and a claim for OMCC funding has been submitted in the amount of $154,555. The balance of the costs for all of these projects is funded from the Citywide Bikeways Development Project (ID7111031) as per the prior Council Resolutions listed above.
OMCC Priority Project Project Name Status/Notes Cost #
Pillette Road cycling Complete and Ineligible for 1 5 $25,000 infrastructure OMCC funding
Rivard Ave cycling Complete and Ineligible for 2 8 $12,500 infrastructure OMCC funding
Seminole Street cycling Complete and Ineligible for 5 6 infrastructure OMCC funding $27,000
Substantially complete and $193,194 Ojibway Parkway Cycling 3 3 eligible costs submitted to Infrastructure OMCC
Total costs $257,694
To further ensure the City will be able to exhaust the remaining OMCC funding by December 31, 2020, Administration is recommending that Totten Street Cycling Facilities including detailed design (from Hillcrest to South Cameron Road) be submitted to the OMCC eligible projects list. This project has already been publicly vetted and the
COUNCIL AGENDA - February 25, 2019 Page 90 of 346 Page 3 of 5 construction tendered. The work is anticipated to be coordinated with the Huron Church Road work to start this spring.
If OMCC approves the addition of the Totten project, priority will be placed on completing both Totten and Rhodes. These projects are best positioned to be completed and use the remaining OMCC funding. Administration is requesting authority be given to the CAO to put forward additional projects and or changes to the scope of previously approved projects, in the event that Totten is not approved and/or there is further risk of OMCC funding not being maximized.
Since the OMCC program has been cancelled in future years, any remaining eligible projects will be considered along with all other bikeways projects and based on available funding.
Risk Analysis:
There is a risk that some of the OMCC funding may be unused at the end of December 31, 2020. This risk is being mitigated by submitting Totten to OMCC for consideration of eligibility. This project is shovel ready and as such will be able to be completed on time and exhaust a good portion of the OMCC funding if approved.
There is the risk that Totten may not be approved for OMCC funding. As such there is a recommendation that the CAO be delegated authority to put forward in a timely manner other projects which meet minimum requirements for OMCC consideration and/or to change the scope of eligible projects which would be able to meet the timeline and use remaining OMCC funding.
Financial Matters:
The $1,671,508.36 OMCC funding awarded to the City of Windsor was sent to the City in March 2018 and deposited as per the requirements of the grant program in an OMCC specific interest-bearing bank account. The interest incurred on these funds in 2018 was $19,583.40. This interest is added to our OMCC funding and can be used to offset any eligible costs on any of the approved projects. As a result, there is currently $1,691,091 in available funding for OMCC eligible projects.
Any unused funds, including interest as of December 31, 2020, must be returned to the Ministry by January 15, 2021. Rhodes and Totten (if approved) are considered the priority projects as they can be completed by the due date. Totten is estimated to cost $561,000 in eligible costs, of which a maximum of $448,800 would be eligible for OMCC funding.
The Totten Street project is already funded within the Citywide Bikeway Development Project (OPS-014-07, Project # 7111031). There is no financial implication to submitting Totten as an OMCC eligible project. The purpose is to solely ensure OMCC funding is fully utilized within the required timelines.
COUNCIL AGENDA - February 25, 2019 Page 91 of 346 Page 4 of 5 Consultations:
Josette Eugeni - Manager of Transportation Planning
Conclusion:
The approval of the recommendations in this report will secure the City’s ability to optimize the OMCC funding already awarded to the City by the end of 2020.
Planning Act Matters:
N/A
Approvals: Name Title
Don Nantais Financial Planning Administrator
Melissa Osborne Senior Manager Asset Planning
Mark Winterton City Engineer
Shelby Askin Hager City Solicitor
Joe Mancina Chief Financial Officer, City Treasurer
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices:
COUNCIL AGENDA - February 25, 2019 Page 92 of 346 Page 5 of 5 Item 8.11
Committee Matters: SCM 19/2019
Subject: Minutes of the meeting of the Committee of Management for Huron Lodge held September 17, 2018
Moved by: Councillor Gignac Seconded by: Councillor Bortolin Decision Number: CSPS 2 THAT the minutes of the Committee of Management for Huron Lodge of its meeting held September 17, 2018 BE RECEIVED for information. Carried. Report Number: SCM 364/2018 Clerk’s File: MB2019
COUNCIL AGENDA - February 25, 2019 Page 93 of 346 Committee Matters: SCM 364/2018
Subject: Minutes of the meeting of the Committee of Management for Huron Lodge held September 17, 2018
Page 1 of 1
COUNCIL AGENDA - February 25, 2019 Page 94 of 346
Committee of Management for Huron Lodge Meeting held September 17, 2018
A meeting of the Committee of Management for Huron Lodge is held this day commencing at 4:00 o’clock p.m. in Room 203, 350 City Hall Square West, there being present the following members:
Councillor Ed Sleiman, Chair Councillor Fred Francis Councillor Jo-Anne Gignac
Also present are the following resource personnel:
Jelena Payne, Community Development & Health Commissioner Alina Sirbu, Executive Director of LTD Administrator Huron Lodge Karen Kadour, Committee Coordinator
1. Call to Order
The Chair calls the meeting to order at 4:02 o’clock p.m. and the Committee of Management considers the Agenda being Schedule A attached hereto, matters which are dealt with as follows:
2. Disclosure of Interest
None disclosed.
3. Adoption of the Minutes
Moved by Councillor Francis, seconded by Councillor Gignac, That the minutes of the Committee of Management for Huron Lodge of its meeting held April 23, 2018 BE ADOPTED as presented. Carried.
4. In Camera
Moved by Councillor Francis, seconded by Councillor Gignac, to move In Camera at 4:03 o’clock p.m. for discussion of the following item:
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Item No. Subject Section Pursuant to Municipal Act 201, as amended
4.1 Personal matter about an identifiable 2. 239(2)(b) individual, including municipal or local board employees – Resident matters
Motion Carried.
Discussion on the item of business.
Verbal Motion is presented by Councillor Francis, seconded by Councillor Gignac, to move back into public session at 4:10 o’clock p.m.
Moved by Councillor Gignac, seconded by Councillor Francis, That the Clerk BE DIRECTED to transmit the recommendation(s) contained in the report(s) discussed at the In Camera Committee of Management for Huron Lodge Long Term Care Home held September 17, 2018 at the next regular meeting.
Moved by Councillor Francis, seconded by Councillor Gignac, That the verbal In Camera report, relating to the personal matter about an identifiable individual, including municipal or local board employees BE RECEIVED and further, that Administration BE AUTHORIZED to proceed in accordance with the verbal direction of the Committee of Management for Huron Lodge Long Term Care Home. Carried.
5. Administrator’s Report
A. Sirbu advises the Ministry of Health and Long Term Care has implemented a new system to monitor medications. The protocol for dispensation of narcotics at Huron Lodge is as follows:
A resident is seen by the physician who writes an order for medication with an electronic pen which immediately transmits the prescription to the pharmacy. The pharmacy verifies the order along with two registered nurses who will detect if the dosage is incorrect. The narcotics are placed in a double-locked area and each pill is individually wrapped. The name of the resident, the room number along with a picture of the resident is checked before administering the medication. Once the medication is given to the resident, the nurse provides their signature and notes whether or not the medication was effective. Two registered staff count and document the narcotics each shift
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Moved by Councillor Gignac, seconded by Councillor Francis, That the report of the Administrator of Huron Lodge dated September 10, 2018 entitled “Huron Lodge Long Term Care Home – Administrator’s Report to the Committee of Management” providing an update relating to resident care, the Ministry of Health and Long Term Care, the Local Health Integration Network, and other initiatives that impact the Long Term Care sector BE RECEIVED for information and APPROVED for the period from April 13, 2018 to September 10, 2018. Carried.
6. Communications
Moved by Councillor Francis, seconded by Councillor Gignac, That the following communications BE RECEIVED: 1. Ministry of Health and Long Term Care – Resident Quality Inspection 2. Ministry of Health and Long Term Care – Complain Inspection Report 3. Windsor-Essex County Health Unit – Compliance Inspection – Food Safety 4. Windsor-Essex County Health Unit – Compliance Inspection – Infection Control Compliance Inspection – Infection Control Beauty Salon
Carried.
7. Date of Next Meeting
The next meeting will be held at the call of the Chair.
8. Adjournment
There being no further business, the meeting is adjourned at 4:21 o’clock p.m.
______CHAIR
______COMMITTEE COORDINATOR
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COUNCIL AGENDA - February 25, 2019 Page 97 of 346 Item 8.12
Committee Matters: SCM 20/2019
Subject: Minutes of the Executive Committee and Board of Directors, Willistead Manor Inc. meetings, held on October 11, 2018
Moved by: Councillor Gignac Seconded by: Councillor Bortolin Decision Number: CSPS 3 THAT the minutes of the Executive Committee and the Board of Directors, Willistead Manor Inc. of its meeting held October 11, 2018 BE RECEIVED for information. Carried.
Report Number: SCM 406/2018 Clerk’s File: MB2019
COUNCIL AGENDA - February 25, 2019 Page 98 of 346 Committee Matters: SCM 406/2018
Subject: Minutes of the Executive Committee and Board of Directors, Willistead Manor Inc. meetings, held on October 11, 2018
Page 1 of 1
COUNCIL AGENDA - February 25, 2019 Page 99 of 346 SG October 11, 2018
A meeting of the Executive Committee Board of Directors, Willistead Manor Inc. is held this day commencing at 4:00 o’clock p.m. at Willistead Manor, there being present the following members:
D. Sanborn, Chair J. Evans C. Gaudette R. Gauthier
Regrets:
R. Easterbrook
Also in attendance are the following Resource Personnel:
C. Masterson, Manager, Cultural Affairs S. Gebauer, Council Assistant & Executive Secretary to the Board of Directors, Willistead Manor Inc.
1. CALL TO ORDER
The Chairperson calls the meeting to order at 4:10 o’clock p.m. and the Board considers the Agenda being Schedule “A” attached hereto, matters which are dealt with as follows:
2. ADOPTION OF THE MINUTES
Moved by C. Gaudette, seconded by R. Gauthier, That the minutes of the Executive Committee Board of Directors Willistead Manor Inc. meeting held September 13, 2018 BE ADOPTED as presented.
Carried.
3. BUSINESS ARISING FROM THE MINUTES
The Executive Committee Members discuss the proposal submitted by Janice Forsyth of Foresight Management Consulting, to assist the Board of Directors with the development of a strategic plan, with a focus on fundraising. Although the Committee members are pleased with the plan that is proposed, they do have some questions as it relates to the suggested timeline. D. Sanborn agrees to communicate with J. Forsyth to get some clarification prior to the next meeting on November 8, 2018.
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C. Gaudette informs the Committee Members that planning is still underway for the November 25th event that will be held at the Manor, recognizing the Morses and their family, who are descendants of the Walker family, for their continued support of the Manor.
4. REPORTS
4.1 Chairperson
None.
4.2 Administration
None.
4.3 Treasurer
On behalf of D. Seguin, Deputy Treasurer, Financial Accounting, D. Sanborn provides the current account balances as follows:
Operating Account -- $41,486. Savings Account -- $8,857.
5. NEW BUSINESS
R. Gauthier and C. Gaudette inform the Committee members that the Event Planning Committee has met and are currently working on three separate events, the first being the November 25th event that will be by invitation only and will serve to acknowledge the Morses and their family. The second event will be a fundraising event that will take place in the spring and will feature Professor Michael Farrell, who will speak about artist Gari Melchers. C. Gaudette notes that the last speaking event featuring Professor Farrell was a sold out event. A third fundraising event is being considered for sometime in 2019 to present the documentary about Willistead Manor that was prepared by Suede Productions.
R. Gauthier suggests that the Board of Directors host a small dinner in the Manor prior to the November 25th event, which would include Professor Ferrell, the Morses and some Board Members.
6. DATE OF NEXT MEETING
The next meeting of the Executive Committee Board of Directors, Willistead Manor Inc. will be held on Thursday, November 8, 2018 at 4:00 o’clock p.m.
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7. ADJOURNMENT
There being no further business, the meeting is adjourned at 4:38 o’clock p.m.
______CHAIRPERSON
______EXECUTIVE SECRETARY
COUNCIL AGENDA - February 25, 2019 Page 102 of 346 SG October 11, 2018
A meeting of the Board of Directors, Willistead Manor Inc. is held this day commencing at 4:30 o’clock p.m. at Willistead Manor, there being present the following members:
D. Sanborn -- Chair A. Abu-Zahra C. Dettinger J. Douglas Willms J. Evans C. Gaudette R. Gauthier A. Jahns D. Langstone K. Renaud
Regrets from Board Members:
R. Easterbrook M J. Dettinger C. Holt
Also in attendance are the following resource personnel:
C. Masterson, Manager, Cultural Affairs S. Gebauer, Council Assistant & Executive Secretary to the Board of Directors, Willistead Manor Inc.
1. CALL TO ORDER
The Chairperson calls the meeting to order at 4:40 o’clock p.m. and the Board considers the Agenda being Schedule “A” attached hereto, matters, which are dealt with as follows:
2. ADOPTION OF THE MINUTES
Moved by C. Gaudette, seconded by D. Langstone, That the minutes of the Board of Directors, Willistead Manor Inc. meeting held September 13, 2018 BE ADOPTED as presented.
Carried.
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3. BUSINESS ARISING FROM THE MINUTES
The Board members discuss the proposal submitted by Janice Forsyth of Foresight Management Consulting, to assist the Board of Directors with the development of a strategic plan, with a focus on fundraising.
The Members agree that the proposal is in line with what they are hoping to achieve, including a better understanding of each member’s role, however there are many questions in regards to the number of hours involved for the members and the timeline proposed to complete the process. The Chair suggests that each member send him a list of questions or concerns.
Moved by J. Evans, seconded by C. Gaudette, THAT the proposal by Foresight Management, dated October 5, 2018, to assist the Board of Directors, Willistead Manor Inc. with the development of a strategic plan BE RECEIVED; and,
THAT Janice Forsyth, of Foresight Management Consulting, BE INVITED to once again attend a meeting of the Board of Directors in order to address any questions or concerns from the Board members, relating to her proposal that the Board is considering.
Carried
. 4. CHAIRPERSON’S REPORT
None.
5. REPORTS
5.1 Management
None.
Treasurer
On behalf of D. Seguin, Deputy Treasurer, Financial Accounting, D. Sanborn provides the current account balances as follows:
Operating Account -- $41,486. Savings Account -- $8,857.
6. COMMITTEES
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6.1 Fundraising
None.
6.2 Community Relations and Promotion
None.
6.3 Acquisitions
R. Gauthier informs the Board members that the Acquisitions Committee’s current projects include: re-covering the sofa in the Great Hall, re-covering the two chairs in the East Gallery and restoring the boardroom chair in the Billiard Room.
6.4 Friends of Willistead (FOW)
K. Renaud provides the following updates:
The annual Halloween Party will take place on Saturday, October 27th, 2018 from 10:00 o’clock a.m. until 12:00 o’clock noon. Christmas decorating will take place on Sunday November 4th from 10:00 o’clock a.m. until 4:00 o’clock p.m. and on Monday, November 5th from 10:00 o’clock a.m. until 4:00 o’clock p.m. St. Clair College will be participating this year. Friends of Willistead are donating funds for the purchase of a new Christmas tree to be set up in the dining room The October 5th fundraiser at the Royal Canadian Legion attracted 135 attendees as well as some very generous donations from businesses. FOW raised $3,000. Donations: $18.50
K. Renaud takes a moment to remember Louise Renaud, who passed away on October 4, 2018. Louise enjoyed sharing her knowledge with everyone she met while she served as the hostess at Willistead Manor.
6.5 Education
C. Dettinger provides an update on behalf of M J. Dettinger indicating that the tours for the students from Académie Ste-Cécile have resumed. C. Dettinger also informs the Board members that letters are being prepared for local schools in the hope of attracting student groups that are studying and are interested in local history.
6.6 Historical
A. Jahns reports that the researcher in Washington D.C. who was carrying out the enquiry on Mary Walker on behalf of the Board of Directors was unsuccessful. A. Jahns has learned that at one time Mary Walker belonged to Saints Peter and Paul
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Church in Downtown Detroit and plans to investigate so see if the church might have any historical information or newsletters.
R. Gauthier informs the Board members that Mrs. Morse has given him a folder containing several old articles and some literature about the Walker Family and Willistead Manor. A. Jahns agrees to sort through the material in search of any new and interesting information.
A. Jahns provides the Board with two 8 x 10 photographs from his collection, one of Edward Chandler Walker and the Willis Ephraim Walker.
Moved by J. Evans, seconded by C. Gaudette, THAT the Board of Directors Willistead Manor Inc. AUTHORIZE an expenditure to an upset limit of $300.00 for the framing of two 8 x 10 photographs of Edward Chandler Walker and Willis Ephraim Walker, to be displayed in the Manor.
Carried.
6.7 Event Planning Committee
C. Gaudette informs the Board members that the Event Planning Committee has once again met to discuss the November 25th wine and cheese reception acknowledging the Morses and their family, who are descendants of the Walker family, for their continued support of the Manor. Professor Michael Farrell has agreed to attend and will introduce the family members at the event. The Committee will meet again during the week of October 15th to finalize the guest list and the details.
C. Gaudette further informs that the Committee members are currently working on three separate events, two of which are fundraising events. The first is the November 25th event that will be by invitation only. The second event will be a fundraising event that will take place in the spring and will feature Professor Michael Farrell, who will speak about artist Gari Melchers. The third event, which will take place later in 2019, will also be a fundraising event presenting the documentary about Willistead Manor produced by Suede Productions.
7. NEW BUSINESS
R. Gauthier suggests that the Board of Directors host a small dinner in the Manor to introduce Professor Michael Farrell to the Morses prior to the November 25th event.
Moved by R. Gauthier, seconded by J. Evans, That the Board of Directors Willistead Manor Inc. AUTHORIZE an expenditure to an upset limit of $800.00 for a dinner for eight to be held in the dining room at the Manor including some members of the Board of Directors and guests.
Carried.
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8. DATE OF NEXT MEETING
The next regular meeting of the Board of Directors, Willistead Manor Inc., will be held Thursday, November 8, 2018 at 4:30 o’clock pm.
9. ADJOURNMENT
There being no further business, the meeting is adjourned at 5:55 o’clock p.m.
______CHAIRPERSON
______EXECUTIVE SECRETARY
COUNCIL AGENDA - February 25, 2019 Page 107 of 346 Item 8.13
Committee Matters: SCM 21/2019
Subject: Minutes of the Windsor Accessibility Advisory Committee of its meeting held September 27, 2018
Moved by: Councillor Gignac Seconded by: Councillor Bortolin Decision Number: CSPS 4 THAT the minutes of the Windsor Accessibility Advisory Committee of its meeting held September 27, 2018 BE RECEIVED for information. Carried. Report Number: SCM 399/2018 Clerk’s File: MB2019
COUNCIL AGENDA - February 25, 2019 Page 108 of 346
Committee Matters: SCM 399/2018
Subject: Minutes of the Windsor Accessibility Advisory Committee of its meeting held September 27, 2018
Page 1 of 1
COUNCIL AGENDA - February 25, 2019 Page 109 of 346
Windsor Accessibility Advisory Committee Meeting held September 27, 2018
A meeting of the Windsor Accessibility Advisory Committee is held this day commencing at 2:00 o’clock p.m. in Room 406, 400 City Hall Square East, there being present the following members:
Peter Best, Co-Chair Surendra Bagga (arrives at 2:04 p.m.) Jillian Hotson Sheila McCabe Nicholas Petro Ricardo Pappini
Regrets received from:
Councillor Ed Sleiman Kathy Iacovone
Guests in attendance:
Kevin McShan, regarding Item 4 Don Wilson, regarding Item 5.2 Cathy Wilson, regarding Item 5.2 Yo Son Dah Nost Huff
Also present are the following resource personnel:
Gayle Jones, Accessibility/Diversity Officer Wadah Al-Yassiri, Project Administrator John Brunelle, Handi Transit Mel Douglas, Manager Parks & Facilities, Assets and Projects Jamie Kramer, Human Resources Assistant Merry Ellen Scully Mosna, Supervisor Community Programming Greg Rusk, Supervisor Community Programming Cathy Savoni, Disability Management Specialist Derek Thachuk, Supervisor Facilities Karen Kadour, Committee Coordinator
1. Call to Order
Peter Best, Co-Chair calls the meeting to order at 2:03 o’clock p.m. and the Committee considers the Agenda being Schedule “A” attached hereto, matters which are dealt with as follows:
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2. Declarations of Conflict
None disclosed.
3. Adoption of the Minutes
Moved by S. McCabe, seconded by N. Petro, That the minutes of the Windsor Accessibility Advisory Committee of its meeting held June 12, 2018 BE ADOPTED as presented. Carried.
4. Presentation
Kevin McShan, Discover Ability Network appears before the Committee to provide information relating to the Discover Ability Network.
The Discover Ability Network is funded by the Government of Ontario and powered by Magnet, a data-rich, job-matching technology platform. Discover Ability is a free online portal and resource that connects Ontario businesses directly to people with disabilities.
Mr. McShan provides an overview of the PowerPoint presentation entitled “Discover Ability Network – Hiring people with disabilities – discover the opportunity for your business”. He provides the highlights of the presentation as follows:
People with disabilities represent an untapped talent pool that can help fuel innovative growth and a measured return on investment. Several research reports have shown that hiring people with disabilities has a positive effect on overall business performance such as: o Employees with disabilities are highly motivated at work. o Employees with disabilities more likely to stay in the job longer. o Employees with disabilities take less absence days. The portal features dynamic content to capture visitor interest and provide valuable information for employers. Employers will be able to access HR resources, toolkits and industry reports to grow their ability in hiring people with disabilities. Promotional videos interviewing leading companies will drive home the business case and promote best practices in this space. Variety of social media to raise awareness of the portal and promote the business case with regular posts, i.e. 2-3 posts/week. Canadian Business Sense Ability has developed a step-by-step guide for employers to simplify and make-easy the recruitment process.
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Employers will receive information on leading practices for hiring, retaining and integrating employees with disabilities into their workforce. This program is being offered in six municipalities in Ontario.
G. Jones adds if the Corporation of the City of Windsor acquires a landing page, this would allow for tracking the number of people who have signed up as the profile is matched to a specific job posting.
In response to a question asked by the Co-Chair regarding if Discover Ability is working with employment agencies in the city, K. McShan responds the Unemployment Help Centre has signed with the Network.
Moved by N. Petro, seconded by R. Pappini, That the Corporation of the City of Windsor BE REQUESTED to consider subscribing to the Discover Ability Network for the purpose of hiring people with disabilities as they represent an untapped talent pool that can help fuel innovative growth and a measured return on investment. Carried.
S. McCabe suggests the link for the Discover Ability Network be added to the City of Windsor’s website.
5. Business Items
5.1 Funding Application – 350 City Hall Square West
Wadah Al-Yassiri, Project Administrator is present and requests funding in the amount of $69,000 from the Capital Project Fund for the purchase of 23 new door operators, push buttons, wiring, door strikes and programming into the access control system.
G. Jones expresses concern that a number of the doors in the New City Hall are quite heavy and complaints have been received from employees with specific health issues indicating the doors are difficult to open.
W. Al-Yassiri indicates the doors were gauged to be within the allowable opening force and some doors were dialed down to allow for easier opening.
Cathy Savoni, Disability Management Specialist states numerous complaints regarding the doors (mostly on the upper floors) were received from city staff.
In response to a concern expressed by G. Jones regarding the individual cost of the push buttons, W. Al-Yassiri explains if these are purchased by different trades (other than the contractor of the building) the two year warranty on the building will be negated.
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He adds the opportunity of matching funds for the purchase of 23 door push buttons exists now.
S. Bagga asks why the doors are so heavy and why the hardware wasn’t compatible. He adds he is perplexed as to why WAAC is asked to fix something that should have been done in the first place.
It is generally agreed that the doors need to be addressed and although this is not an optimal situation, the Committee is willing this time to help to provide needed support to better the accessibility.
The Co-Chair notes he has misgivings that a request of this nature will come back to WAAC in the future.
Moved by R. Pappini, seconded by S. McCabe, That 50% of the invoiced work for the installation of twenty-three (23) new door operators, push buttons, wiring, door strikes and programming into the access control system with the location of the doors/push buttons as recommended by the Accessibility/Diversity Officer to an upset limit of $69,000 from the Capital Project 7086008 (Accessibility Fund) BE APPROVED and further, that a plaque acknowledging the contribution by the Windsor Accessibility Advisory Committee and City Council BE ERECTED. Carried.
The Co-Chair requests WAAC tour the new City Hall in the near future.
5.2 Funding Application – Accessible Washroom at Mackenzie Hall
A revised Proposal from Facilities for funding from Capital Project 7086008 is distributed and attached as Appendix “A”.
Mel Douglas, Manager Parks & Facilities, Assets and Projects appears before the Committee and advises the proposed project is to renovate and expand the existing 2nd floor washrooms at Mackenzie Hall and to improve the accessibility and functionality of the washrooms. She indicates they are requesting $125,000 from the Windsor Accessibility Advisory Committee to undertake these improvements to the 2nd floor washrooms. She adds the majority of those visiting Mackenzie Hall congregate on the 2nd floor.
S. McCabe suggests an occupational therapist be retained to assist with planning for the washroom layout.
Don Wilson, Friends of the Court, Mackenzie Hall, states the architectural and historical merit of the building must be maintained.
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S. Bagga suggests that urinals be added along with electronically operated change tables.
G. Jones acknowledges this is a worthy endeavour, but WAAC must be mindful of the available funding remaining in the Capital Fund. She adds that there should be a Departmental budget for the project first and then perhaps their request should be for accessible amenities that are beyond the Building Code requirements, i.e. a change table or lift.
M. Douglas advises there may be unallocated funds in the amount of $50,000 to $60,000 available within their department, but it would be helpful to know what WAAC can provide.
The Co-Chair states WAAC is not prepared to provide a dollar amount. He suggests Facilities come back with a project that outlines what is required.
Moved by N. Petro, seconded by J. Hotson, That representatives from Facilities and Recreation BE REQUESTED to attend a future meeting of the Windsor Accessibility Advisory Committee and to come back with additional information relating to the renovation and expansion of the second floor washrooms at Mackenzie Hall. Carried.
S. McCabe voting nay.
5.3 Revisiting Miracle Field and Park Conditional Funding Application
The following motion was approved by WAAC at its meeting held February 27, 2018:
Moved by S. Bagga, seconded by P. Best, That an expenditure from the Capital Project 7086008 (Accessibility Fund) in the upset amount of $100,000 BE APPROVED for the purchase of accessible amenities for the Miracle Park Project subject to the successful award of the Canadian Tire Jumpstart Charities Accessibility Grant, that a plaque BE ERECTED acknowledging the contribution by the Windsor Accessibility Advisory Committee and City Council, and further, that the Windsor Accessibility Advisory Committee BE INCLUDED in the planning details and will get final choice in the purchases tied to the funds. Carried.
G. Jones indicates the WAAC funding in the amount of $100,000 was conditional subject to the successful award of the Canadian Tire Jumpstart Charities Accessibility Grant. She adds the Miracle Park Project was unsuccessful in acquiring the grant.
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5.4 Sub Committee Updates
No updates are provided.
6. Accessibility Officer’s Report
G. Jones advises the City is currently undertaking a Corporate Workplace Census which includes a number of questions relating to disability. She notes the results will provide statistics relating to employees with disabilities within the Corporation.
7. Chair’s Report
Discussion ensues regarding the purchase of a Commemorative Bench in memory of Sandra Friesen, former member of WAAC. It is generally agreed members of Sandra Friesen’s family will be contacted to determine a location for the commemorative bench.
Moved by R. Pappini, seconded by S. McCabe, That APPROVAL BE GIVEN to an expenditure in the upset amount of $1,500 for the purchase of a Commemorative Bench in honour of Sandra Friesen, former member of WAAC. Carried.
8. New Business
8.1 Confirm & Ratify E-mail Poll relating to Keynote Speaker
Moved by J. Hotson, seconded by S. Bagga, That the following motion BE CONFIRMED AND RATIFIED:
That approval be given to an expenditure in the upset amount of $7,000 to host Mr. Warren Macdonald, Keynote Speaker who in February 2003, became the first double amputee to reach the summit of Africa’s tallest peak, Mount Kilimanjaro, and further, that the event be held on a date and venue to be determined. Carried.
P. Best and S. McCabe voting nay.
9. Date of Next Meeting
The next meeting will be held at the call of the Chair.
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10. Adjournment
There being no further business, the meeting is adjourned at 4:05 o’clock p.m.
______CO-CHAIR
______COMMITTEE COORDINATOR
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Committee Matters: SCM 22/2019
Subject: Minutes of the Housing Advisory Committee of its meeting held November 20, 2018
Moved by: Councillor Gignac Seconded by: Councillor Bortolin Decision Number: CSPS 5 THAT the minutes of the Housing Advisory Committee of its meeting held November 20, 2018 BE RECEIVED for information. Carried.
Report Number: SCM 6/2019 Clerk’s File: MB2019
COUNCIL AGENDA - February 25, 2019 Page 121 of 346 Committee Matters: SCM 6/2019
Subject: Minutes of the Housing Advisory Committee of its meeting held November 20, 2018
Page 1 of 1
COUNCIL AGENDA - February 25, 2019 Page 122 of 346
Housing Advisory Committee -Meeting held November 20, 2018
A meeting of the Housing Advisory Committee is held this day commencing at 9:30 o’clock a.m. in Room 204, 350 City Hall Square West, there being present the following members:
Marina Clemens, Chair Councillor John Elliott Anna Angelidis Fahimuddin Bai Linda Coltman Steve Govette Eric Hill (arrives at 9:43 a.m.) Mayor Gary McNamara, Town of Tecumseh Jim Steele Angela Yakonich
Regrets received from:
Jessica Kipping-Labute Cheryl Porter Paul Renaud Leigh Vachon
Also present are the following resource personnel:
Greg Atkinson, Planner III Chris Aspila, Planner III Judith Binder, CMHC Kelly Goz, Coordinator, Housing Administration and Development Tina Moore, Coordinator, Housing Administration and Development Jennifer Tanner, Manager, Homelessness and Housing Support Karen Kadour, Committee Coordinator
1. Call to Order
The Chair calls the meeting to order at 9:32 o’clock a.m. and the Committee considers the Agenda being Schedule A attached hereto, matters which are dealt with as follows:
The Chair indicates her need to leave the meeting at 10:30 a.m., and it is generally agreed that A. Angelidis will assume the Acting Chair position for the remainder of the meeting.
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Addition to the Agenda
Moved by A. Angelidis, seconded by L. Coltman, That Rule 3.3 (c) of the Procedure By-law 98-2011 be waived to add the following addition to the Agenda:
4.10 Ministry of Municipal Affairs & Housing – Online Survey: Increasing Housing Supply in Ontario
Carried.
M. Clemens, Chair encourages members to forward the Online Survey, attached as Appendix “A” to other like minded groups/organizations.
2. Disclosure of Interest
None disclosed.
3. Adoption of the Minutes
Moved by Mayor Gary McNamara, seconded by L. Coltman, That the minutes of the Housing Advisory Committee of its meeting held May 8, 2018 BE ADOPTED as presented. Carried.
4. Business Items
4.1 Secondary Suites
G. Atkinson distributes the “draft” City of Windsor Second Residential Units brochure, attached as Appendix “B”. He advises as of this writing, the Policy for Secondary Suites is in effect and applications will be accepted. He provides an overview of the draft brochure.
The Chair asks if the Second Residential Units brochure can be translated into several languages. G. Atkinson to report back on this matter and adds the brochure will be available on the Planning/Building website
In response to a question asked by J. Binder regarding if the Secondary Suites program is restricted to income-based people, the Chair responds this program is inclusive of all of the community.
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T. Moore indicates Housing Services is currently researching the option of offering a secondary suite program through the Ontario Renovates funding. She adds the Region of Waterloo is currently offering this program and has provided their program materials. She notes an update on Investment in Affordable Housing program planned for 2019/2020 will be provided to HAC at the first meeting in 2019.
G. Atkinson advises that clarification regarding development fees and secondary units is being requested from the province. Currently, there is an exemption for units created within an existing home. However, if it is a new two unit house (i.e. if you build a new house with a secondary suite), the owner must pay development charges for both units. Subsequently, if an owner is constructing a secondary unit in an accessory building, whether it is new or existing, development charges are also applied. Development charges for a new detached home are approximately $27,000 whereby development charges for an apartment are approximately $13,000. He adds there is pending legislation to exempt new dwellings which was passed by the Province but was not proclaimed. The development fees for new builds may make secondary suites cost prohibitive.
A. Angelidis asks for an update regarding if other municipalities are exempting new builds from development charges for secondary suites.
4.2 2018-2021 New Term of HAC
The Chair reminds interested members to reapply to HAC when the applications become available.
The Chair thanks Councillor John Elliott as well as the other members of HAC for their dedication over the past four years.
4.3 2018 HAC Annual Report
The 2018 Housing Advisory Committee Annual Report is distributed and attached as Appendix “C”.
Moved by Mayor McNamara, seconded by A. Angelidis, That the 2018 Housing Advisory Committee Annual Report BE ACCEPTED. Carried.
4.10 Ministry of Municipal Affairs & Housing – Online Survey: Increasing Housing Supply in Ontario
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The Chair encourages the members (as citizens) to respond to the Ministry of Municipal Affairs and Housing regarding increasing the housing supply in Ontario prior to the deadline of January 25, 2019.
The Chair leaves the meeting at 10:18 o’clock a.m. and A. Angelidis assumes the position of Acting Chair.
4.4 2018 Program Take-Up Summary and Updates
T. Moore provides updates relating to the 2018 Program Take-up Summary, Social Housing Apartment Improvement Program (SHAIP), the Green Energy Fund and the PHB-SPP as follows:
2018 Program Take-Up – Program implementation continues for the 2018 Investment in Affordable Housing (IAH-E) programs. A summary of the funding allocations for the Ontario Renovates, Homeownership Downpayment Assistance, Rent Supplement, SHAIP and Rental Housing Capital programs are outlined in the table entitled “Windsor- Essex Federal Provincial 2018 Housing Program Allocations and Take-Up.
Social Housing Apartment Improvement Program (SHAIP) – This Program is funded by proceeds from the province’s carbon market which by law must be put towards programs that reduce greenhouse gas emissions. With the cancellation of the cap and trade program, it was confirmed there will be no funding for SHAIP in Years 2 to 4 (2018- 19, 2019-20 and 2020-21). Through the municipal procurement process, an RFP was awarded to the Windsor-Essex Community Housing Corporation for SHAIP Year 1 funding and energy retrofit projects will be undertaken.
Green Energy Fund – The GreenOn Social Housing Program was terminated effective August 13, 2018 which represented a loss of funding in the amount of $264,798. The repair and retrofit activities proposed to achieve energy savings and greenhouse gas emission reductions included the replacement of all windows. The upgrading of the building lighting systems to LED and the replacement of baseboard heaters with high efficiency baseboard heaters will be subject to funding being available. There was no funding agreement executed with the successful proponent.
PHB-SPP – Following the strong results of the Survivors of Domestic Violence-Portable Housing Benefit Pilot Program, the provincial government announced an investment of $30 million over the next three years to eventually support up to 3,000 survivors of domestic violence. Funding will be made available on a first come, first served basis to survivors who are designated under the Special Priority Policy.
Moved by L. Coltman, seconded by J. Steele, That the update provided by T. Moore, Coordinator, Housing Administration and Development regarding the 2018 Program Take-Up Summary BE RECEIVED. Carried.
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4.5 Windsor Essex Program Initiatives
K. Goz provides the following updates relating to the Windsor Essex Program Initiatives:
The Point in Time Count was undertaken with over 200 volunteers and it was determined approximately 197 people on any night experienced homelessness. The primary reason given for homelessness during the count is the lack of affordable housing. The face of homelessness has changed drastically over the past two years in terms of the number of youth that are experiencing homelessness. There is a record number of families entering emergency shelters and staying longer. Windsor Essex Housing Connections - This program has seen an overall increase and demand for the program. From January 1 – September 30, 2018 the program has supported: 68 people supported through intensive support. 207 people supported through housing response. 892 people supported through service coordination. 93% of people have been successfully and stably housed. Innovation Evidence Fund – An application has been approved to bring training to the social, affordable and supportive housing providers. Three modules have been delivered to date (which were recorded) and pre and post surveys were provided to the attendees. Anti-Human Trafficking – There has been a challenge securing safe places.
4.6 Homeless Coalition Strategic Plan
K. Goz states the Homeless Coalition Strategic Plan has been approved.
4.7 10 Year Housing and Homelessness Plan
This document is the 4th Annual Report to the Community on the Windsor Essex 10 Year Housing and Homelessness Plan. The Vision of the Plan is “Windsor Essex is an inclusive community where everyone has a safe, affordable, accessible and quality home and everyone lives where they can actively participate”. The 10 Year Housing and Homelessness Plan requires 63 strategies be implemented by December 31, 2024.
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K. Goz indicates an RFP has been issued for the Five year Legislated Review of the 10 year Housing and Homelessness Plan and the successful proponent will be announced within a few weeks. A Community Plan along with extensive consultation will be undertaken with consultations throughout January and February 2019. The updated plan is due to the Province no later than June 30, 2019.
Mayor McNamara states municipalities need to be bolder and more proactive in terms of housing stock.
K. Goz notes the largest challenge is the engagement of the private sector, i.e. developers.
4.8 Windsor Essex Community Housing Corporation (WECHC)
J. Steele advises WECHC is undertaking a regeneration of their entire portfolio. He adds the buildings were constructed in the 1950’s, 1960’s and 1970’s and the buildings don’t match the people who are applying to live in them. He adds some of the buildings need to be demolished while others need to be upgraded and revitalized.
A. Angelidis states other municipalities, such as York and Hamilton, are creating more affordable housing. She adds municipalities need to be more open to the use of surplus land.
T. Moore indicates the city has many social housing buildings that are 100% rent geared to income (RGI). The trend in affordable housing development is now moving towards more mixed income developments where the community is supporting people along the housing spectrum based on need.
J. Steele expresses concern that there is a challenge in changing his portfolio to mixed income and notes his waiting list has doubled over the past two months.
Mayor McNamara advises in his many years on Council, that social housing has not been discussed at a strategic planning session at the beginning of their mandate.
Moved by Mayor McNamara, seconded by J. Steele, That in the event that a Strategic Planning session is held, that City and County Councils BE REQUESTED to consider including a discussion related to social housing. Carried.
4.9 Opioid Committee Update
This matter is deferred to the next meeting.
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5. Date of Next Meeting
To be determined.
6. Adjournment
There being no further business, the meeting is adjourned at 11:33 o’clock a.m.
______Chair
______Acting Chair
______Committee Coordinator
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Committee Matters: SCM 23/2019
Subject: Minutes of the Seniors Advisory Committee of its meeting held September 4, 2018
Moved by: Councillor Gignac Seconded by: Councillor Bortolin Decision Number: CSPS 6 THAT the minutes of the Seniors Advisory Committee of its meeting held September 4, 2018 BE RECEIVED for information. Carried.
Report Number: SCM 363/2018 Clerk’s File: MB2019
COUNCIL AGENDA - February 25, 2019 Page 145 of 346 Committee Matters: SCM 363/2018
Subject: Minutes of the Seniors Advisory Committee of its meeting held September 4, 2018
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Seniors Advisory Committee – Meeting held September 4, 2018
A meeting of the Seniors Advisory Committee is held this day commencing at 9:30 o’clock a.m. in Room 407, 400 City Hall Square East, there being present the following members:
Sally Bennett Olczak, Chair Larry Duffield, Vice Chair Councillor Ed Sleiman Sungee John Celia Southward (arrives at 10:30 a.m.)
Regrets received from:
Brian Cyncora
Also present are the following resource personnel:
Sandra Bradt, Executive Initiatives Coordinator Karen Kadour, Committee Coordinator
1. Call to Order
The Vice Chair calls the meeting to order at 9:30 o’clock a.m. and the Committee considers the Agenda being Schedule “A” attached hereto, matters which are dealt with as follows:
Addition to the Agenda
Moved by S. Bennett Olczak, seconded by S. John, That Rule 3.3 (c) of the Procedure By-law 98-2011, be waived to add the following additions to the Agenda:
4.4 Council on Aging 2019 Calendar
Carried.
2. Declaration of Conflict
None disclosed.
COUNCIL AGENDA - February 25, 2019 Page 147 of 346 Seniors Advisory Committee September 4, 2018 Meeting Minutes
3. Minutes
Moved by S. Bennett Olczak, seconded by S. John, That the minutes of the meeting of the Seniors Advisory Committee held May 1, 2018 BE ADOPTED as presented. Carried.
4. Business Items
4.1 Mayor’s Financial Literacy Workshop for Seniors
The date and venue for the Mayor’s Financial Literacy Workshop has not been determined at this time.
4.2 Financial Variance Report
The Financial Variance Report as of August 20, 2018 is reviewed and there is $3,275.26 remaining in the 2018 Operating Budget.
Discussion ensues regarding updating the SAC pamphlet to incorporate the six most common languages in the city. S. John volunteers to update the pamphlet and to contact the Multicultural Council for assistance with the translations.
Moved by S. John, seconded by S. Bennett Olczak, That the balance of the SAC 2018 Operating Budget as of December 4, 2018 BE DIRECTED to the translation of the SAC Pamphlet into the top six languages in the City of Windsor. Carried.
4.3 SAC Fall 2018 Activity Guide Ad
The Vice Chair thanks G. Rusk for drafting the layout of the ad for the Fall 2018 publication of the Activity Guide.
4.4 Council on Aging Calendar
The Vice Chair indicates Deana Johnson, Council on Aging will assist in providing a write-up for the 2019 Council on Aging Calendar that will include information relating to Age Friendly and the presentation of the Ontario Age Friendly Community Recognition Award to the City of Windsor.
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5. Reports
(a) Age Friendly Network
The Vice Chair questions SAC’s capacity to steward the Age Friendly file in the future.
S. Bradt advises the role of City Council as it relates to Age Friendly is to support this community initiative under the auspices of SAC. She states Council approval is not required for SAC to transfer the Age Friendly file to an organization willing to take the lead.
In response to a question asked by S. Bennett Olczak regarding if another community entity could champion the Age Friendly file, S. Bradt responds affirmatively.
C. Southward indicates City Council approved the next five year cycle for Age Friendly.
S. Bennett states there is a need to report one best practice for 2018 to the World Health Organization in order to remain in good standing.
Moved by S. Bennett Olczak, seconded by S. John, That the Seniors Advisory Committee’s commitment to continuing the task of finding a community champion for the continuation of the Age Friendly Network BE APPROVED. Carried.
C. Southward requests the wording in the SAC Terms of Reference/Mandate be enhanced to include the ability to apply for provincial grants.
(b) Communications and Promotions/Advocacy
SAC Pamphlets
This matter was discussed under Item 4.2.
Nominations for June Callwood Award
It is generally agreed the deadline to apply for this award cannot be met.
Discussion regarding the Ontario Volunteer Service Award will take place at the meeting to be held on December 4, 2018. S. Bennett Olczak requests members provide nominations for this award.
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October 1, 2018 International Day of Elder Persons & National Seniors Day Flag Raising
The Vice Chair advises the Proclamation to proclaim the International Day of Elder Persons and National Seniors Day was received from the Office of the Mayor. He states the flag raising event will be held at the City Hall Civic Square hosted by SAC and the Canadian Association of Retired Persons (CARP).
S. Bennett Olczak suggests an invitation be extended to Mayor Dilkens to provide greetings at the event to be held October 1, 2018 at 2:00 p.m.
SAC 2018-2019 Planning Dates and the Strategic Communication Report Plan
Moved by S. Bennett Olczak, seconded by S. John, That the SAC 2018-2019 Planning Dates and the Strategic Communication Report Plan provided by B. Cyncora BE RECEIVED. Carried.
(c) SAC Treasurer’s Update
Generally, a business plan and budget submission for the following year is required, however, the committee is apprised that this will not be necessary for 2019.
6. New Business
SAC and the Windsor Accessibility Advisory Committee (WAAC)
S. Bennett Olczak states there are possible synergies between the two committees and questions if the two committees should be merged by Council.
Councillor Sleiman suggests a representative from SAC be appointed to sit as a liaison on WAAC in an observer capacity.
Moved by S. Bennett Olczak, seconded by C. Southward, That the SAC Committee to be appointed for the term 2019-2022 BE REQUESTED to consider appointing a member of SAC to regularly attend the WAAC meetings as a liaison. Carried.
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7. Date of Next Meeting
The next meeting will be held on December 4, 2018 at 9:30 a.m. in Room 407, 400 City Hall Square East.
8. Adjournment
There being no further business, the meeting is adjourned at 11:30 o’clock a.m.
______VICE CHAIR
______COMMITTEE COORDINATOR
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COUNCIL AGENDA - February 25, 2019 Page 151 of 346 Item 8.16
Committee Matters: SCM 24/2019
Subject: Minutes of the Seniors Advisory Committee of its meeting held December 4, 2018
Moved by: Councillor Gignac Seconded by: Councillor Bortolin Decision Number: CSPS 7 THAT the minutes of the Seniors Advisory Committee of its meeting held December 4, 2018 BE RECEIVED for information. Carried. Report Number: SCM 4/2019 Clerk’s File: MB2019
COUNCIL AGENDA - February 25, 2019 Page 152 of 346
Committee Matters: SCM 4/2019
Subject: Minutes of the Seniors Advisory Committee of its meeting held December 4, 2018
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A meeting of the Seniors Advisory Committee is held this day commencing at 9:30 o’clock a.m. in Room 202, 350 City Hall Square West, there being present the following members:
Sally Bennett Olczak, Chair Larry Duffield, Vice Chair Councillor Ed Sleiman Sungee John Celia Southward Brian Cyncora (participates via conference phone)
Also present are the following resource personnel:
Sandra Bradt, Executive Initiatives Coordinator Greg Rusk, Supervisor Community Programming Karen Kadour, Committee Coordinator
1. Call to Order
The Chair calls the meeting to order at 9:31 o’clock a.m. and the Committee considers the Agenda being Schedule “A” attached hereto, matters which are dealt with as follows:
2. Declaration of Conflict
None disclosed.
3. Minutes
Moved by L. Duffield, seconded by C. Southward, That the minutes of the meeting of the Seniors Advisory Committee held September 4, 2018 BE ADOPTED as presented. Carried.
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4. Business Items
4.1 SAC 2018 Annual Report
The SAC 2018 Annual Report is distributed and attached as Appendix “A”. A few edits are suggested by C. Southward.
Moved by L. Duffield, seconded by C. Southward, The SAC 2018 Annual Report BE ACCEPTED as amended. Carried.
4.2 Financial Variance Report
The Financial Variance by account for the period ending October 15, 2018 shows a balance of $2,050.64. Discussion ensues regarding updating the SAC brochure to incorporate the six most common languages in the city and also the costs associated with printing the brochure.
In terms of the SAC website domain, S. Bradt advises the site has lapsed. L. Duffield states he would like the option of retaining the site “windsorseniors.com” for a Windsor senior’s organization.
L. Duffield suggests the purchase of a retractable banner and a portable travel display case.
Moved by L. Duffield, seconded by S. John, That APPROVAL BE GIVEN to an expenditure in the upset amount of $2,000 for the translation and printing costs of the SAC brochure and for a retractable banner and portable travel display case. Carried.
5. Reports
5.1 Sub Committee Reports
(a) Age Friendly Network
C. Southward provides the following updates relating to the Age Friendly Network:
New Ministry of Seniors and Accessibility (have been combined). New guidelines to be developed. The Town of Amherstburg to have a senior’s advisory committee in place by 2019. Attended the Transit Windsor Service Review Stakeholder Focus Groups Workshop held on November 1, 2018 at the Windsor International Aquatic Centre.
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The City of Windsor to undertake a baseline assessment within the 5 year cycle.
C. Southward provides information relating to the Age Friendly Communities Survey (Winter 2018), attached as Appendix “B”.
Moved by Councillor Sleiman, seconded by L. Duffield, That the Age Friendly Network Subcommittee report provided by C. Southward BE RECEIVED. Carried.
(b) Communications and Promotions/Advocacy
L. Duffield provides an overview of his Advocacy Report as follows:
SAC was the lead partner in organizing the October 1, 2018 UN International Day for Elder Persons and Canada Seniors Day held in City Hall Square. Members of SAC participated in the Transit Windsor Service Review Stakeholder workshop and the community consultation relating to the Federal Accessibility Act. The City of Windsor was the recipient of an Ontario Community Recognition Category 2 Award primarily due to the efforts put forth by the SAC subcommittee, Age Friendly Network. Efforts continue to find a community partner to champion the City’s AFC activity.
S. John indicates in terms of the Transit Windsor Workshop, that bus ridership in Windsor has increased due to the influx of foreign students. She adds however, that the Transit Windsor survey was not multi-lingual.
The “Proposed Accessible Canada Act – Summary of the Bill C-81” provided by Lynn Adams (former member of SAC) who attended the community consultation regarding the proposed Federal Accessibility Act is attached as Appendix “C”.
L. Duffield reiterates the need for more members to sit on SAC and for the ability to apply for external funding. C. Southward concurs and requests the SAC Mandate and Terms of Reference be revisited to allow for SAC’s ability to apply for grants from the Ministry.
Councillor Sleiman expresses concern relating to the SAC Advocacy report and the critical comments noted therein.
Moved by L. Duffield, seconded by S. John, That the SAC Advocacy Subcommittee Report provided by L. Duffield BE RECEIVED. Carried. Councillor Sleiman opposed.
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(c) SAC Treasurer’s Update
No report
6. New Business
It is noted that the Chair/Co-Chair have invited the newly elected members of Council and Councillor Sleiman to meet with them for the purpose of providing information relating to SAC and its activities.
Clerk’s Note: Anna Ciacelli, Supervisor of Council has indicated the requested informal meeting is premature and should not be scheduled until such time that the future of the Advisory Committees has been discussed and determined by Council as a whole.
L. Duffield proposes that any residual funds remaining in the SAC 2018 operating budget be put towards the Life After Fifty Active Living Program for Seniors.
Moved by L. Duffield, seconded by C. Southward, That the remaining residual funds from the SAC 2018 Operating Budget BE PROVIDED to the Life After Fifty Active Living Program for Seniors. Carried.
7. Date of Next Meeting
To be determined.
8. Adjournment
There being no further business, the meeting is adjourned at 11:25 o’clock a.m.
______CHAIR
______COMMITTEE COORDINATOR
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Committee Matters: SCM 25/2019
Subject: Minutes of the Windsor Accessibility Advisory Committee of its meeting held November 13, 2018
Moved by: Councillor Gignac Seconded by: Councillor Bortolin Decision Number: CSPS 8 THAT the minutes of the Windsor Accessibility Advisory Committee of its meeting held November 13, 2018 BE RECEIVED for information. Carried. Report Number: SCM 446/2018 Clerk’s File: MB2019
COUNCIL AGENDA - February 25, 2019 Page 163 of 346 Committee Matters: SCM 446/2018
Subject: Minutes of the Windsor Accessibility Advisory Committee of its meeting held November 13, 2018
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Windsor Accessibility Advisory Committee Meeting held November 13, 2018
A meeting of the Windsor Accessibility Advisory Committee is held this day commencing at 2:00 o’clock p.m. in Room 407, 400 City Hall Square East, there being present the following members:
Peter Best, Co-Chair Kathy Iacovone, Co-Chair Councillor Ed Sleiman Surendra Bagga Sheila McCabe Nicholas Petro Ricardo Pappini
Also present are the following resource personnel:
Gayle Jones, Accessibility/Diversity Officer Nora Bertram Romero, Corporate Marketing & Communications Officer Jamie Kramer, Human Resources Assistant Greg Rusk, Supervisor Community Programming Karen Kadour, Committee Coordinator
1. Call to Order
Peter Best, Co-Chair calls the meeting to order at 2:30 o’clock p.m. and the Committee considers the Agenda being Schedule “A”, attached hereto, matters which are dealt with as follows:
2. Declarations of Conflict
None disclosed.
3. Adoption of the Minutes
Moved by K. Iacovone, seconded by Councillor Sleiman, That the minutes of the Windsor Accessibility Advisory Committee of its meeting held September 27, 2018 BE ADOPTED as presented. Carried.
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4. Business Items
4.1 Public Event – Keynote Speaker
P. Best, Co-Chair suggests WAAC host and invite members of other accessibility advisory committees to a gathering for a discussion.
G. Jones indicates the event could be held in 2019 to allow for ample time to plan an event.
Moved by S. McCabe, seconded by N. Petro, That Administration BE REQUESTED to approve a carry-forward of the remaining 2018 operating budget of the Windsor Accessibility Advisory Committee for the purpose of hosting an accessibility event in 2019. Carried.
4.4 “International Day for Persons with Disabilities at Adventure Bay” – Santa’s Village
Nora Bertram Romero, Corporate Marketing & Communications Officer provides information relating to the International Day for Persons with Disabilities at Adventure Bay – Santa’s Village as follows:
The event will be held on December 1, 2018 at Adventure Bay. Admission fee - $12 for adults, $7 for children including a $2.00 donation to the Miracle Park. The Santa’s Village event will be held from 10:00 a.m. to 2:00 p.m. Supporters of the event – Windsor Regional Hospital and Hotel-Dieu/Grace Hospital There will be an area for children to colour and to decorate cookies. There is no charge for the public to visit the Santa’s Village area located in the main lobby, first floor. Opportunity to take pictures with Santa. A half page ad promoting the event will appear in Snapd along with 35,000 flyers being sent to children. Requesting $1,500 from WAAC for photographing, printing materials and placing the WAAC Logo on photographs of families with Santa.
S. Bagga asks if WAAC approves an expenditure in the amount of $1,500 to photograph families with Santa, is this outside of the purview of the Committee.
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Moved by Councillor Sleiman, seconded by K. Iacovone, That APPROVAL BE GIVEN to an expenditure in the upset amount of $1,500 for accessible amenities at the Miracle Park (as matching funds related to the $2.00 contribution included in the admission cost) for the International Day for Persons with Disabilities - Santa’s Village event to be held at the Adventure Bay on December 1, 2018. Carried. S. Bagga and N. Petro voting nay.
4.2 Sensory Gardens
P. Best, Co-Chair proposes the development of a sensory garden in Alexander Park that will provide sights, and delightful floral scents.
R. Pappini states a sensory garden enhances the senses that features plants that attract songbirds, plants one can touch and a textural surface under foot.
G. Rusk indicates the Parks Department is currently undertaking the Parks and Recreation Masterplan and suggests a representative from Parks be invited to a future meeting to discuss the concept of a sensory garden.
Moved by N. Petro, seconded by K. Iacovone, That Mike Clement, Manager, Parks Development or a representative BE INVITED to attend the next meeting of the Windsor Accessibility Advisory Committee to discuss the concept of a sensory garden along with all accessibility options to be considered for inclusion in the Parks and Recreation Master Plan. Carried.
4.3 Tour of the New City Hall
Moved by K. Iacovone, seconded by S. Bagga, That an additional tour of the new City Hall BE COORDINATED to finalize the accessibility review of the building, and further, that Wadah Al-Yassiri, Project Administrator BE REQUESTED to conduct the tour. Carried.
J. Kramer reports that she and the Accessibility Officer spent several days reviewing the signage contrast and locations in the new City Hall. G. Jones indicates minimal signage was requested and adds suggestions were put forth which have not yet been implemented.
G. Jones suggests a way-finding tactile map be placed on the first floor for visitors to City Hall.
Councillor Sleiman leaves the meeting at 3:36 o’clock p.m.
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4.5 Sub Committee Updates
No updates are provided.
5. Accessibility Officer’s Report
G. Jones states the City of Windsor has undertaken a Workforce Census and currently over 1,000 responses from City staff have been received which translates to a response rate of approximately 30%. The responses received from the Census will provide benchmarks and goals for success. She adds the data received will be sent to a consultant to be statistically analyzed. Phase 2 of the initiative will focus on the community and will include public feedback.
6. Chair’s Report
No report.
7. New Business
The Co-Chair requests reinstating the Transportation Subcommittee
Moved by S. McCabe, seconded by K. Iacovone, That the Transportation Subcommittee BE REINSTATED and further, that S. McCabe and S. Bagga volunteer to assist. Carried.
In terms of accessible taxis, G. Jones suggests the Supervisor of Licensing along with a representative from the Seniors Advisory Committee be invited to attend a future meeting of WAAC.
G. Jones advises $5,000 (from the Capital Fund – Accessibility) has been provided to Riverside Library for the creation of an accessible hub.
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8. Date of Next Meeting
The next meeting will be held at the call of the Chair.
9. Adjournment
There being no further business, the meeting is adjourned at 4:10 o’clock p.m.
______CO-CHAIR
______COMMITTEE COORDINATOR
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COUNCIL AGENDA - February 25, 2019 Page 169 of 346 Item 8.18
Committee Matters: SCM 26/2019
Subject: Minutes of the Diversity Committee of its meeting held October 2, 2018
Moved by: Councillor Gignac Seconded by: Councillor Bortolin Decision Number: CSPS 9 THAT the minutes of the Diversity Committee of its meeting held October 2, 2018 BE RECEIVED for information. Carried.
Report Number: SCM 439/2018 Clerk’s File: MB2019
COUNCIL AGENDA - February 25, 2019 Page 170 of 346 Committee Matters: SCM 439/2018
Subject: Minutes of the Diversity Committee of its meeting held October 2, 2018
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Diversity Committee Meeting held October 2, 2018
A meeting of the Diversity Committee is held this day commencing at 4:30 o’clock p.m. in Room 407, 400 City Hall Square East, there being present the following members:
Charlotte LeFrank, Chair Anna Adisho Colm Holmes Yo Son Dah Nost Huff Dr. Sushil Jain Sungee John Sarah Mushtaq Padmini Raju
Absent:
Councillor Bill Marra Mel Lucier
Guests in attendance:
Gemma Smyth, Associate Professor of Law, University of Windsor Rawan Hussein, JD student, University of Windsor
Also present are the following resource personnel:
Gayle Jones, Diversity/Accessibility Officer Mary Ellen Bernard, Manager, Social Policy & Planning Jamie Kramer, Human Resources Assistant Neil MacEachrane, Diversity Officer, Windsor Police Services Karen Kadour, Committee Coordinator
1. Call to Order
The Chair calls the meeting to order at 4:35 o’clock p.m. and the Committee considers the Agenda being Schedule A attached hereto as Appendix A.
COUNCIL AGENDA - February 25, 2019 Page 172 of 346 Diversity Committee October 2, 2018 Meeting Minutes
2. Declarations of Conflict
None disclosed.
3. Adoption of the Minutes
Moved by C. Holmes, seconded by Yo Huff, That the minutes of the meeting of the Diversity Committee held May 24, 2018 BE ADOPTED as presented Carried.
The Chair provides an overview of the current Diversity Committee Mandate and Terms of Reference. Discussion ensues regarding whether the term “visible minorities” should be replaced with “racialized persons” in the Terms of Reference. She asks for volunteers to review the Terms of Reference and Y. Huff, S. John and the Chair will review the document and report back.
5.4 Financial Variance Report
The Chair advises the balance of the Diversity Committee 2018 Operating budget is $3,825.
5.3 Subcommittee Updates and Review
The Chair indicates there are two subcommittees – Mandate/Terms of Reference and the previously struck Events Subcommittee. She proposes a diversity event be held before the year’s end.
The Chair states there are two outstanding motions approved in meeting minutes that have not been finalized. Those being to invite a representative from the Communications Department to attend a meeting regarding a communications campaign and secondly, to invite a representative from the Seniors Advisory Committee to a future meeting to discuss the aging population in Windsor.
4. Presentation – Access Without Fear in Windsor, Ontario
Gemma Smyth, Associate Professor of Law, University of Windsor and Rawan Hussein, JD student, University of Windsor appear before the Committee members. The Speaking Notes relating to the Access Without Fear in Windsor, Ontario initiative provided
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COUNCIL AGENDA - February 25, 2019 Page 173 of 346 Diversity Committee October 2, 2018 Meeting Minutes by Gemma Smyth are attached as Appendix “A”. Highlights of the Speaking Notes are provided as follows:
A well-considered access without fear policy has the potential to clarify and set in policy Windsor’s already strong reputation as a welcoming and diverse community. Windsor is surrounded by cities that have sanctuary city or access without fear policies (Chicago, Detroit, London). The goal is to support Windsor in adopting or reaffirming policies that are inclusive for people without immigration status. An access without fear policy can support people in not losing immigration status and to regain it once they have lost it. Access without fear policies can function to: o Set benchmarks for inclusion o Promote good practice or advertise welcoming practices that already exist o Promote diversity and support immigration and refugee policy more generally o Improve police/immigrant community relationships, including reporting of crime o Encourage people to seek pathways toward status o Create safer communities There is no single Access Without Fear policy or sanctuary policy. Each city adopts its own and it means different things in different municipalities. In terms of what a policy might look like, it would be important to consider: o Consultation – what would good consultation look like? o Gaps- what gaps in service and knowledge exist in the community o Funding – what are the recommendations and what would they entail? Does it include training? Education? Service improvement?
M. E. Bernard advises in speaking with Chief Frederick, Windsor Police Services he indicated that the Police do not ask a person for their immigration status. However, if in the process of investigating a crime that status becomes part of the issue, then immigration is explored.
In response to a question asked by Dr. Jain regarding the name shift from Sanctuary City to Access With Fear, G. Smyth responds “sanctuary” was a religious term and has taken on different iterations. She adds the United States uses the term “sanctuary city”.
M. E. Bernard advises the City of Windsor is a very welcoming community and any type of policy that City Council approves, would not impact on education, health care or Ontario Works as funding comes from the province. She notes if the City of Windsor adopts an Access Without Fear Policy, it would attract many individuals to our city and at this time, the shelters are at capacity due to homelessness. She states the City of Toronto experienced issues with asylum seekers and housing issues.
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COUNCIL AGENDA - February 25, 2019 Page 174 of 346 Diversity Committee October 2, 2018 Meeting Minutes
G. Smyth states an Access Without Fear policy would not impact Provincial/Federal jurisdictions. She notes there are community partners willing to assist with this initiative.
S. Mushtaq and P. Raju leave the meeting at 6:00 o’clock p.m.
Moved by C. Holmes, seconded by Y. Huff, That an Access Without Fear Subcommittee consisting of Y. Huff and C. Holmes BE ESTABLISHED. Carried.
5.2 Planning & Goal Setting for the Remainder of the Term
Moved by Y. Huff, seconded by C. Holmes, That an Events Subcommittee consisting of A. Adisho and Y. Huff BE RE-ESTABLISHED. Carried.
5.1 Diversity & Inclusion Initiative
City Council at its meeting held June 18, 2018 approved the following:
Decision Number: CR361/2018 ‘That the report of the Human Resources Department dated June 18, 2018, be RECEIVED for information; and, That City Council APPROVE the City of Windsor’s Diversity and Inclusion Initiative as attached to this document; and, That City Council AUTHORIZE Administration to distribute to Corporate staff the Workforce Census, attached to this document; and, That for the 2018 phase City Council PROVIDE funding in the amount of $62,800 from the Budget Stabilization Reserve Account; and, That City Council DIRECT Administration to bring forward future costing requirements as it relates to the Diversity and Inclusion initiative for Council’s consideration at the 2019 Capital Budget; and further, That Administration BE DIRECTED to reach out and consult with local agencies such as the Multicultural Council of Windsor Essex County and United Way for assistance and input on this initiative.’
G. Jones advises in terms of the Workforce Census, the wording of the questions in the Census were based on researched best practices and input from internal and community partner review. She adds 550 responses were received from City staff within less than a month’s time. The responses received from the Census will be statistically analyzed and compared to the community as a whole to provide benchmarks and goals for success.
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In response to a question asked by Dr. Jain regarding how the data will be analyzed, G. Jones responds the data will be sent to a consultant to be statistically analyzed.
6. New Business
None.
7. Date of Next Meeting
The next meeting will be at the call of the Chair.
8. Adjournment
There being no further business, the meeting is adjourned at 6:34 o’clock p.m.
______CHAIR
______COMMITTEE COORDINATOR
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Committee Matters: SCM 27/2019
Subject: Minutes of the Committee of Management for Huron Lodge of its meeting held November 5, 2018
Moved by: Councillor Gignac Seconded by: Councillor Bortolin
Decision Number: CSPS 10 THAT the minutes of the Committee of Management for Huron Lodge of its meeting held November 5, 2018 BE RECEIVED for information. Carried.
Report Number: SCM 427/2018 Clerk’s File: MB2019
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Committee Matters: SCM 427/2018
Subject: Minutes of the Committee of Management for Huron Lodge of its meeting held November 5, 2018
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Committee of Management for Huron Lodge Meeting held November 5, 2018
A meeting of the Committee of Management for Huron Lodge is held this day commencing at 4:00 o’clock p.m. in Room 201, 350 City Hall Square West, there being present the following members:
Councillor Ed Sleiman Councillor Fred Francis Councillor Jo-Anne Gignac
Also present are the following resource personnel:
Jelena Payne, Community Development & Health Commissioner Alina Sirbu, Executive Director of LTD Administrator Huron Lodge Karen Kadour, Committee Coordinator
1. Call to Order
The Chair calls the meeting to order at 3:53 o’clock p.m. and the Committee of Management for Huron Lodge considers the Agenda being Schedule A attached hereto, matters which are dealt with as follows:
2. Disclosure of Interest
None disclosed.
3. Adoption of the Minutes
Moved by Councillor Gignac, seconded by Councillor Francis, That the minutes of the Committee of Management for Huron Lodge of its meeting held September 17, 2018 BE ADOPTED as presented. Carried.
4. In Camera
No In Camera session is held.
COUNCIL AGENDA - February 25, 2019 Page 185 of 346 Committee of Management for Huron Lodge November 5, 2018 Meeting Minutes
5. Administrator’s Report
A. Sirbu provides the highlights of the Administrator’s Report as follows:
The Long-Term Care Accountability Planning Submission (LAPS) report is in the process of being completed for submission to the Ministry of Health. There have been no further inspections from any agencies. The Executive Director of Huron Lodge has been selected as a member of the Windsor Sub-Region Accountability Table, representing the Long-Term Care sector. The first meeting will be held on December 5, 2018.
Moved by Councillor Francis, seconded by Councillor Gignac, That the report of the Administrator of Huron Lodge dated October 25, 2018 entitled “Huron Lodge Long Term Care Home – Administrator’s Report to the Committee of Management” providing an update relating to resident care, the Ministry of Health and Long Term Care, the Local Health Integration Network, and other initiatives that impact the Long Term Care sector BE RECEIVED for information and APPROVED for the period from September 10, 2018 to November 5, 2018. Carried.
6. Communications
There are no communications.
8. Date of Next Meeting
The next meeting will be held at the call of the Chair.
9. Adjournment
There being no further business, the meeting is adjourned at 3:57 o’clock p.m.
______CHAIR
______COMMITTEE COORDINATOR
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Committee Matters: SCM 28/2019
Subject: Report No. 106 of the Board of Directors, Willistead Manor Inc. of its meeting held November 8, 2018
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 11 THAT Report No. 106 of the Board of Directors Willistead Manor Inc. indicating:
WHEREAS preserving the historic Willistead Manor Inc. is the goal of the Board of Directors; and,
WHEREAS the Board of Directors Willistead Manor Inc. meet monthly to discuss the affairs of the Corporation, provide and receive updates from the sub-committees as well as Administration from the City of Windsor; and, WHEREAS fundraising is one of the vital functions of the Board of Directors; and,
WHEREAS the Board of Directors has expressed a need for an outside perspective and professional expertise for the development of a strategic plan, with a focus on fundraising, in an effort to make the Board of Directors a more effective board benefitting both Willistead Manor Inc. and the City of Windsor long-term; and,
WHEREAS the Board of Directors has received a proposal from Foresight Management Consulting dated October 5, 2018;
THEREFORE BE IT RESOLVED that the Board of Directors Willistead Manor Inc. AUTHORIZE an expenditure to an upset amount of $6, 102.00, including HST to retain the services of Foresight Management Consulting for the purpose of developing a strategic plan with a focus on fundraising; and,
THAT the expense BE FUNDED from the Willistead Manor Inc. Operating Account BE APPROVED. Carried. Report Number: SCM 453/2018 Clerk’s File: MB2019
Clerk’s Note: The recommendation of the Standing Committee and Advisory Committee are the same.
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COUNCIL AGENDA - February 25, 2019 Page 188 of 346 Committee Matters: SCM 453/2018
Subject: Report No. 106 of the Board of Directors, Willistead Manor Inc. of its meeting held November 8, 2018
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COUNCIL AGENDA - February 25, 2019 Page 189 of 346 SG Windsor, Ontario, February 6, 2019
REPORT NO. 106 of the BOARD OF DIRECTORS, WILLISTEAD MANOR INC. of its meeting held November 8, 2018
Present: D. Sanborn -- Chair A. Abu-Zahra C. Dettinger MJ. Dettinger J. Douglas Willms C. Gaudette R. Gauthier A. Jahns D. Langstone K. Renaud
Your Board submits the following recommendations:
Moved by R. Gauthier, seconded by C. Gaudette,
WHEREAS preserving the historic Willistead Manor Inc. is the goal of the Board of Directors; and,
WHEREAS the Board of Directors Willistead Manor Inc. meet monthly to discuss the affairs of the Corporation, provide and receive updates from the sub- committees as well as Administration from the City of Windsor; and,
WHEREAS fundraising is one of the vital functions of the Board of Directors; and,
WHEREAS the Board of Directors has expressed a need for an outside perspective and professional expertise for the development of a strategic plan, with a focus on fundraising, in an effort to make the Board of Directors a more effective board benefitting both Willistead Manor Inc. and the City of Windsor long-term; and,
WHEREAS the Board of Directors has received a proposal from Foresight Management Consulting dated October 5, 2018;
THEREFORE BE IT RESOLVED that the Board of Directors Willistead Manor Inc. AUTHORIZE an expenditure to an upset amount of $6, 102.00, including HST to retain the services of Foresight Management Consulting for the purpose of developing a strategic plan with a focus on fundraising; and,
COUNCIL AGENDA - February 25, 2019 Page 190 of 346
THAT the expense BE FUNDED from the Willistead Manor Inc. Operating Account.
Carried
______Chair
______Executive Secretary
NOTIFY: Name Address City/Prov/Pstcd Telephone FAX Board of Directors Willistead Manor Inc.
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Committee Matters: SCM 29/2019
Subject: Report No. 123 of the Windsor Accessibility Advisory Committee - Purchase of 23 door push buttons for City Hall
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 12 THAT Report No. 123 of the Windsor Accessibility Advisory Committee indicating:
THAT 50% of the invoiced work for the installation of twenty-three (23) new door operators, push buttons, wiring, door strikes and programming into the access control system with the location of the doors/push buttons as recommended by the Accessibility/Diversity Officer to an upset limit of $69,000 from the Capital Project 7086008 (Accessibility Fund) BE APPROVED, and further, that a plaque acknowledging the contribution by the Windsor Accessibility Advisory Committee and City Council BE ERECTED BE APPROVED. Carried.
Report Number: SCM 374/2018 Clerk’s File: MB2019
Clerk’s Note: The recommendation of the Standing Committee and Advisory Committee are the same.
COUNCIL AGENDA - February 25, 2019 Page 192 of 346
Committee Matters: SCM 374/2018
Subject: Report No. 123 of the Windsor Accessibility Advisory Committee - Purchase of 23 door push buttons for City Hall
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COUNCIL AGENDA - February 25, 2019 Page 193 of 346 KK/ Windsor, Ontario November 7, 2018
REPORT NO. 123 of the WINDSOR ACCESSIBILITY ADVISORY COMMITTEE September 27, 2018
Present: Peter Best, Co-Chair Surendra Bagga Jillian Hotson Sheila McCabe Ricardo Pappini Nicholas Petro
Your Committee submits the following recommendation:
Moved by R. Pappini, seconded by S. McCabe THAT 50% of the invoiced work for the installation of twenty-three (23) new door operators, push buttons, wiring, door strikes and programming into the access control system with the location of the doors/push buttons as recommended by the Accessibility/Diversity Officer to an upset limit of $69,000 from the Capital Project 7086008 (Accessibility Fund) BE APPROVED, and further, that a plaque acknowledging the contribution by the Windsor Accessibility Advisory Committee and City Council BE ERECTED.
Carried. J. Hotson voting nay.
Note: The document entitled “Windsor Accessibility Advisory Committee Proposal for Funding from Capital Project 7086008 (Accessibility) is attached.
______CO-CHAIR
______COMMITTEE COORDINATOR
NOTIFY: Windsor Accessibility Advisory On file. Committee Wadah Al-Yassiri, Project [email protected] Administrator
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Committee Matters: SCM 30/2019
Subject: Report No. 8 of the Housing Advisory Committee - Request for City/County Councils to include a discussion regarding social housing at a Strategic Planning Session
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 13 THAT Report No. 8 of the Housing Advisory Committee indicating:
That in the event that a Strategic Planning session is held, that City and County Councils BE REQUESTED to consider including a discussion related to social housing BE APPROVED. Carried.
Report Number: SCM 5/2019 Clerk’s File: MB2019
Clerk’s Note: The recommendation of the Standing Committee and Advisory Committee are the same.
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Committee Matters: SCM 5/2019
Subject: Report No. 8 of the Housing Advisory Committee - Request for City/County Councils to include a discussion regarding social housing at a Strategic Planning Session
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Windsor, Ontario February 6, 2019
REPORT NO. 8 of the HOUSING ADVISORY COMMITTEE of its meeting held November 20, 2018
Present: Marina Clemens, Chair Councillor John Elliott Anna Angelidis Fahimuddin Bai Linda Coltman Steve Govette Eric Hill Mayor Gary McNamara, Town of Tecumseh Jim Steele Angela Yakonich
Your Committee submits the following recommendation:
Moved by Mayor G. McNamara, seconded by J. Steele, That in the event that a Strategic Planning session is held, that City and County Councils BE REQUESTED to consider including a discussion related to social housing. Carried.
______CHAIRPERSON
______COMMITTEE COORDINATOR
NOTIFY:
Housing Advisory Committee On file Onorio Colucci, CAO, City of Windsor [email protected]
Joe Milicia, CAO, Town of Lasalle [email protected]
Peggy Van Merlo-West, CAO, Town of [email protected] Kingsville John Micelli, CAO, Town of Amherstburg [email protected]
Tony Haddad, CAO, Town of Tecumseh [email protected]
Peter Neufeld, CAO Town of Leamington [email protected]
Donna Hunter, CAO, Town of Essex [email protected]
Rob Maisonville CAO,, County of Essex [email protected]
COUNCIL AGENDA - February 25, 2019 Page 200 of 346 Item 8.23
Committee Matters: SCM 31/2019
Subject: Diversity Committee 2018 Annual Report
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 14 THAT the 2018 Annual Report of the Diversity Committee BE APPROVED as presented. Carried.
Report Number: SCM 444/2018 Clerk’s File: MB2019
Clerk’s Note: The recommendation of the Standing Committee and Advisory Committee are the same.
COUNCIL AGENDA - February 25, 2019 Page 201 of 346
Committee Matters: SCM 444/2018
Subject: Diversity Committee 2018 Annual Report
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Diversity Committee
Diversity Committee, Annual Report - 2018 The City of Windsor’s Diversity Committee works towards helping to make Windsor’s commitment towards a just, equitable and inclusive city a reality. It proactively works to improve access and equity and to challenge racism and discrimination through awareness, vigilance and education.
Diversity Committee Members Councillor Marra Charlotte LeFrank, (Chair) Colm Homes Yo Son Dah Nost Huff Sushil Jain (Past Chair) Sungee John Padmini Raju Sarah Mushtaq Anna Adisho (Alternate) Mel Lucier (Alternate)
Accomplishments
● As per the recommendations of the Committee--Researched, drafted and finalized “City of Windsor Diversity and Inclusion Initiative- Phase One”, the proposed Workforce census questionnaire and the associated communication plan. ● Phase One of The Diversity and Inclusion Initiative and the draft Workforce Census were approved by the full committee on May 24th 2018. ● The Diversity and Inclusion Initiative, Phase One was approved by City Council in June 2018 (CR361/2018). ● As per the Council recommendation, the Workforce Census was reviewed by a variety of community partners for input on wording, questions, and type of information to be gathered prior to being distributed to staff.
● The Workforce Census was distributed to staff on September 10, 2108 and it closed in or around November 9th, 2018. Administration followed a communication plan where they reached out to Management and staff via posters, emails, paystub stickers, departmental visits and meetings with employees. Although participation in the Workforce Census was optional, 1003 employees chose to complete the survey. A statistical review of the
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Diversity Committee collected data will be undertaken by a consultant. A report will be provided to the Committee, and then Council, once the data has been analyzed for trends and patterns in the Corporation and in comparison to the City of Windsor’s Statistics Canada data. The data from this survey will give the Corporation the opportunity to take the first step towards understanding some barriers to inclusion and staff engagement in the workplace. ● Overseeing the Department led implementation of the Diversity and Inclusion Initiative that focuses internally at the Corporation (Phase One) and externally at the Community (Phase Two). Over half of the Action Items are currently in progress including: ○ Creation of a Corporate internal Interdepartmental diversity committee, that will report to the Diversity Committee of Council on the progress of the Diversity and Inclusion Initiative along with the Diversity and Accessibility Officer. ○ Action Item 1.2.1: Explore opportunities to create Employee Resource Groups that will expand possibilities for diverse employees to have the opportunity to be valued and to be heard, engaged, and included was implemented. ■ In 2018, a total of four (4) Employee Resource Groups (ERGs) were created: ● LGBTQ+ & Allies (Started July 12, 2018) ● Intergenerational (Started July 13, 2018) ● Cultural Celebration Committee (Started October 1, 2018) ● Working Families (Started October 25, 2018) ■ Over thirty (30) employees across the Corporation as a member of one (or more) of the Employee Resource Groups. ■ Four (4) further Employee Resource Groups will be created in 2019: ● Racialized Persons ● Indigenous Persons ● Strategizing to Assist with Mental Health ● Persons with Disabilities ○ Action Item 2.1.1: Provide enhanced diversity training and cultural awareness support for staff. ■ Recommendations from the Diversity Committee on training programs and trainers have been used in determining the training for staff members in accordance to budget provided through CR361/2018 ○ Action Item 2.2.3: Build upon the success of our current interpreting efforts and explore possibilities for implementing video remote interpreting systems at primary Customer Services areas across the Corporation. ■ Pilot programs for video remote interpreting have been determined and will be implemented in early 2019. ○ Action Item 3.2.3: Identify and work to strengthen a culture of inclusion and address barriers to career advancement.
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Diversity Committee ■ Meetings with Interdepartmental Diversity Committee and stakeholders in Human Resources have been conducted and focus groups with Hiring Managers, employees, and community members will be conducted in 2019 in conjunction with the Working Group from the Corporation’s internal Diversity Committee. ○ Action Item 4.1.1: Ensure existing and new information available to the public is up-to-date, in plain language, and in an accessible format. ■ Research has been conducted on software and tools that can assist with remediation of documents available on the website and training will be provided in the future to ensure information provided to the public is easily attainable.
● The Terms of Reference for the Committee are being reviewed by members to ensure that best practices are used in relation to terminology, standards, and understanding of diversity in Windsor. ● An Events Subcommittee was reestablished to explore a public event surrounding the broad topic of diversity in Windsor. ● Developing a Corporate Diversity Calendar that will be provided to all staff members and will coincide with the celebrations provided by the internal Cultural Celebration Committee. ● Draft of Public Outreach Framework has been created and will be reviewed in detail and finalized by the Committee in 2019 to prepare for Phase Two of the Diversity and Inclusion Initiative. ● An Access Without Fear Subcommittee was established that will analyze the information provided by the Access Without Fear presentation by Gemma Smyth, Associate Professor of Law to give recommendations to City Council after relaying the information back to the full Committee.
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Committee Matters: SCM 32/2019
Subject: Windsor Accessibility Advisory Committee 2018 Annual Report
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 15 THAT the 2018 Annual Report of the Windsor Accessibility Advisory Committee BE APPROVED as presented. Carried.
Report Number: SCM 445/2018 Clerk’s File: MB2019
Clerk’s Note: The recommendation of the Standing Committee and Advisory Committee are the same.
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Committee Matters: SCM 445/2018
Subject: Windsor Accessibility Advisory Committee 2018 Annual Report
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Annual Report to Council- 2018 WAAC provides advice, expertise and input to Windsor City Council with respect to promoting a barrier free community and organization for persons with disabilities as well as providing advice to City Council about the implementation of the AODA Accessibility Standards.
Membership Councillor Sleiman Pest Best (Co-Chair) Kathy Iacovone (Co-Chair) Surendra Bagga Jillian Hotson Sheila McCabe Ricardo Pappini John Azlen Laurie McMahon (Alternate)
2018 Accomplishments
The Committee has lost a number of valuable members over this term and they paid honour to the dedication and good work that these members did to advocate and help increase accessiblity in our community. The members who passed away during this last term are as follows: Wayne Meneguzzi– Long time chair and member of WAAC and community advocate (Feb 2016) Bob Williams – One term member of WAAC and community advocate (Feb 2018) Sandra Friesen- Long time member of WAAC and community advocate (May 2018) The committee received an indepth presentation from the Miracle Park Committee and members of administration regarding the Miracle Park project. The vision for the Park includes: o accessible pathways o accessible washroom/change room facilities with lift and adjustable adult change table
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o new water wheelchairs and chair lift for the pool o accessible playground o greater park connections to all amenities including accessible markings o accessible rest areas throughout park o improvements to the parking lots with a new formalized park drop off zone
Administration and the Miracle Park Committee, along with the written support of dozens of community partners, submitted a application for a Canadian Tire Jumpstart Charities Accessibility Grant. The commitee provided a letter of support and agreed to an expenditure from the Capital Project 7086008 (Accessibility Fund) in the upset amount of $100,000 BE APPROVED for the purchase of accessible amenities for the Miracle Park Project subject to the successful award of the Canadian Tire Jumpstart Charities Accessibility Grant, that a plaque BE ERECTED acknowledging the contribution by the Windsor Accessibility Advisory Committee and City Council. As the grant submission was not obtained, the Committee provided input and advice to the groups regarding the project and one of the co-chairs of WAAC, Peter Best, has attended planning meetings with the group to assist with input and advice regarding accessibility best practices. The Committee has encouraged that the groups consider future grant applications and to return to the committee in the future with an alternate funding application.
The Committee provided additional support to the Farrow Riverside Miracle Park project as they matched donations up to an upset amount of $1500 at the recent event at the Aquatic Centre that celebrated the International Day of Persons with Disabilities.
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The Committee received input as to the accessibility concerns and compliments received through 311 for Transit Windsor. The Committee provided input to Transit Windsor on accessibility best practices and as a result of input, and a presentation by a Windsor resident, made a motion as follows: That CONSIDERATION BE GIVEN to amending the Corporation of the City of Windsor Winter Control Service Level Policy, subsections 5.7.10 and 5.8.11 as follows “In consultation with Transit Windsor, Priority 1 and 2 bus stops will be cleared for accumulations of over 15 cm (6 inches) of snow” to lower the amount of snow accumulation for removal to assist those of all physical abilities at bus stops and further, that the Windsor Accessibility Advisory Committee be formally consulted for their input in this matter.
Following this, Administration responsible for snow removal had a follow up o THAT an expenditure from the Capital Project 7086008 (Accessibility Fund) in the upset amount of $15,000.00 BE APPROVED for the use of accessibility discretionary expenses as they arise, with an upset limit of $5,000.00 per occurrence.
The Committee received a presentation by Kevin McShan and provided input and advice regarding the request to suscribe to the Discover Ability Network. The Committee passed the following motion: That the Corporation of the City of Windsor BE REQUESTED to consider subscribing to the Discover Ability Network for the purpose of hiring people with disabilities as they represent an untapped talent pool that can help fuel innovative growth and a measured return on investment.
This Committee recommendation received the endorsement of Council and the Human Resources Department is currently working with the company to finalize the subscription.
Working with the project lead of the New City Hall Project to provide input, advice and funding for 50% of the invoiced work for the installation of twenty-three (23) new door operators, push buttons, wiring, door strikes and programming into the access control system with the location of the doors/push buttons as recommended by the Accessibility/Diversity Officer to an upset limit of $69,000 from the Capital Project 7086008 (Accessibility Fund) BE APPROVED and further, that a plaque acknowledging the contribution by the Windsor Accessibility Advisory Committee and City Council BE ERECTED.
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The Committee discussed their desire to acknowledge long term commitment to the committee and they agreed to the purchase of a Commemorative Bench and a Commemorative Tree to honour two deceased members who had a long term commitment and devoted great deal of time and energy to the Windsor Accessibility Advisory Committee. (Sandra Friesen, former member of WAAC and Wayne Memnneguzzi, former chair and member of WAAC.
The Committee provided funding in the upset amount of $7,000 to host Mr. Warren Macdonald, Keynote Speaker who in February 2003, became the first double amputee to reach the summit of Africa’s tallest peak, Mount Kilimanjaro. The Committee requested an accessibility review of the new city hall and they conducted the first portion of that review just prior to their last meeting of the year. They requested an additional tour, conducted by the Project Administrator, be scheduled in the near future to finalize the remainder of the review. The Committee discussed the concept of including sensory gardens in some of the City parks especially one such as Alexander Park which is located across from the Lions Manor. Sensory gardens allow everyone to enjoy the wonderful features of the garden as they engage and stimulate the senses to enhance the experience. Such gardens utilize additions such as plants that will provide delightful scents and attract songbirds, plants and trees that one can touch, and a tectural surface under foot The purpose is to maximize the sensory impact that the garden has on its visitors. The Committee requested that the Manager, Parks Development or a representative be invited to attend the next meeting of the Windsor Accessibility Advisory Committee to discuss the concept of a sensory garden along with all accessibility options to be considered for inclusion in the Parks and Recreation Master Plan. The Committee approved the creation of a Transportation Subcommittee to review accessible public trasportation, including taxis, and provide input and suggestions for improvement. $5,000 (from the Capital Fund – Accessibility) was provided for the purchase of devices to enhance accessibility and begin the creation of an accessible hub in our library system.
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Committee Matters: SCM 33/2019
Subject: Seniors Advisory Committee 2018 Annual Report
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 16 THAT the Seniors Advisory Committee 2018 Annual Report BE APPROVED as presented. Carried.
Report Number: SCM 457/2018 Clerk’s File: MB2019
Clerk’s Note: The recommendation of the Standing Committee and Advisory Committee are the same.
COUNCIL AGENDA - February 25, 2019 Page 212 of 346 Committee Matters: SCM 457/2018
Subject: Seniors Advisory Committee 2018 Annual Report
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COUNCIL AGENDA - February 25, 2019 Page 213 of 346
WINDSOR SENIORS ADVISORY COMMITTEE ANNUAL REPORT 2018
The Seniors Advisory Committee (SAC) is a Council appointed committee whose prescribed terms of reference and mandate preface is: “all seniors should have a right to multiple opportunities for healthy aging and a full range of supports to assist them.” By any measure that is an embracing and ambitious mandate Council has given to SAC and conversely for Council to support the work of SAC.
To remind, seniors over 65 outnumber residents under 14, are the only growing demographic in our city, and will by 2031 represent almost 25% of our population.
SAC was formed in 2008 by Council following an election campaign in which voters asked for a seniors committee. The first SAC quickly identified the World Health Organization (WHO) Age Friendly Community (AFC) model as its overarching focus to promote Council and Administration to look through a seniors’ lens in its planning and budgeting.
Subsequently through a SAC directed consultation and planning process, WHO AFC membership was achieved in 2012 and the AFC Action Plan 2014-17 was successfully completed and submitted to WHO under the Mayor’s signature in June 2017 (thereby committing Windsor to another five year AFC cycle). It is notable that Windsor's AFC has evolved to have profile in the province with a number of planning partners. We are active with:
The Southern Ontario Age Friendly Network (SOAFN) The Ontario AFN Outreach Program which the Government of Ontario funds through the Ministry for Seniors and Accessibility is administered by the University of Waterloo, Queen's University, Huntington/Laurentian University The Ontario Interdisciplinary Council for Aging and Health (OICAH), and the Seniors Health Knowledge Network (SHKN).
As is prescribed, SAC completes its fourth term with the swearing in of the newly minted Council in December 2018. Our SAC tenure was capped by having achieved in March for Windsor an “Ontario Age Friendly Community Recognition Award” (only the second community to be so recognized).
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To recognize Windsor’s AFC achievements and hard earned status.
Building on the SAC AFC platform, a number of other SAC activities in 2018 include: - utilizing our Council $4000 to promote seniors in our communities - by requesting the Mayor to issue related Proclamations celebrating - Seniors Month in June and - UN International Day of Elder Persons and Canada Seniors Day on October 1, - placing ads in the Council of Aging calendar and the Parks and Rec Activities Guides, - printing copies of the AFC Seniors Summit Report November 2017, - updating, translating into seven languages our SAC pamphlet, - supporting costs for the annual October 1 flag raising ceremony.
SAC was pleased to participate in two consultation processes over 2018:
- Federal Accessibility Act proposed amendments by Cheryl Hardcastle, Member of Parliament for Windsor-Tecumseh - Transit Windsor Service Review.
SAC acknowledges and thanks to Administration for responding to our request for storage space for our display and informational materials.
SAC is hopeful that Windsor’s seniors will be offered free of charge in 2019 a Financial Literacy Workshop for Seniors by the Canadian Foundation for Economic Education as was recommended previously.
In closing our term, SAC mourns the passing of sitting and former members Richard Woodall, Bruce Draper and Alex Gyemi during this term. SAC thanks Karen Demers and Sonya Vani for their time on SAC, acknowledges current citizen volunteers on SAC, Brian Cyncora, Sungee John and Celia Southward, and our Council member leader, Ed Sleiman. Gratitude is extended also to our Administration resources, Sandra Bradt, Karen Kadour, and Greg Rusk.
Finally SAC thanks Council for our appointment to SAC, Council support for our mandate and service on behalf of our City’s seniors, and for Council continuing to make Windsor an Age Friendly City and a City for All Ages!
Respectively submitted, Sally Bennett Olczak, Chair and Larry Duffield, Vice Chair December 4, 2018.
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COUNCIL AGENDA - February 25, 2019 Page 215 of 346 Item 8.26
Committee Matters: SCM 34/2019
Subject: Housing Advisory Committee 2018 Annual Report
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 17 THAT the 2018 Annual Report of the Housing Advisory Committee BE APPROVED as presented. Carried.
Report Number: SCM 425/2018 Clerk’s File: MB2019
Clerk’s Note: The recommendation of the Standing Committee and Advisory Committee are the same.
COUNCIL AGENDA - February 25, 2019 Page 216 of 346 Committee Matters: SCM 425/2018
Subject: Housing Advisory Committee 2018 Annual Report
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COUNCIL AGENDA - February 25, 2019 Page 217 of 346 Housing Advisory Committee 2018 Chairperson’s Report to the Social Development, Health and Culture Standing Committee
1. Background
The mandate of the Housing Advisory Committee is to serve as an advisory body to City Council on issues relating to the supply, demand and need for additional affordable housing units; act as a medium for informational exchange with sector representatives on housing and homelessness program initiatives and community issues; act as resource and advocate on behalf of all stakeholders to educate and advance the awareness of Council representatives on matters pertaining to housing and homelessness in Windsor and Essex County; responsible for championing the implementation of the 10 year Housing and Homelessness Plan and for evaluating and monitoring progress towards meeting the goals and strategies of the Plan. A copy of the Committee representation is attached as Appendix 1.
2018 Committee Work
The 2018 Committee work included a monitoring role in the delivery of housing and homelessness programs and on-going discussions in the following areas:
The Windsor Essex 10 Year Housing and Homelessness Plan including Windsor Essex Housing Connections, the Housing First Program; The Investment in Affordable Housing Program Extension components; The Social Infrastructure Fund components; The Social Housing Improvement Program; The Social Housing Apartment Retrofit Program; The Survivors of Domestic Violence Portable Housing Benefit Program – Pilot; The Social Housing Apartment Improvement Program (SHAIP) ; The GreenON Social Housing Program; The Innovation, Evidence, and Capacity Building Funding; The Anti-Human Trafficking Community Supports Fund; Secondary Suites Initiative; The impact of the Expiration of Federal Operating Agreements for Windsor Essex Housing social housing developments; Homeless Enumeration Initiative / Point in Time Count; Ontario’s Long-Term Affordable Housing Strategy; and Current Topics raised by Members
1.1 Program Delivery and Outcomes
The City as Service Manager has tremendous flexibility in allocating funds in combination of five identified program components under the Investment in Affordable Housing Extension and
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COUNCIL AGENDA - February 25, 2019 Page 218 of 346 the Social Infrastructure Fund programs including capital funding for affordable residential rental housing, homeownership down payment assistance, rehabilitation and repair work, housing allowances and rent supplement funding. The program development and design flexibility enhanced the City’s ability to continue to implement strategies to address local housing needs.
The Committee continues to monitor the take-up results of the Investment in Affordable Housing Extension (IAHE) and the Social Infrastructure Fund (SIF) programs and provides feedback to Housing Services regarding program design, delivery and take-up results. The 2018 program allocations are provided in the attached Appendix 2.
1.2 Secondary Suites – Housing Services Act
The Housing Services Act required municipalities to develop a bylaw to govern secondary suites. HAC has continued to retain the secondary suites issue as an active Agenda item. A scan of the Windsor Essex municipalities showed that Lakeshore and Windsor were the two remaining municipalities that did not currently have a secondary suites bylaw. The Province of Ontario released a Second Units Info Sheet in the spring of 2017 which stated that “Second units increase the supply and range of affordable rental accommodation by making a more efficient use of existing infrastructure, help create mixed-income communities which support local business and labour markets and assist municipalities in meeting their goals regarding affordable housing and intensification.”
HAC continued to meet with city planners throughout 2017 to review other existing municipalities by-laws with the intent to bring to fruition both the by-law and Zoning amendments for the city of Windsor in 2018. Throughout 2018, HAC has monitored the Central Housing Registry Waitlist which now consists of over 5,000 applicants, of which fifty eight percent are seeking one bedroom units (as at October 30, 2018). This identified affordable housing need reinforced the belief of HAC members that a Secondary Suite By-Law was crucial for 2018.
HAC received a report from the planning department at its May 8, 2018 meeting which outlined the creation of a by-law and zoning amendments for Secondary Suites. After discussion and a few amendments, HAC gave unanimous support for the report and asked that it be forwarded to the relevant Standing committee and then to council for final approval. The chair of HAC along with other partners such as, “My Home, My Choice” and Windsor Brokerage for Personal Supports attended and made presentations at the Planning and Heritage Standing Committee on July 9, 2018 where the report was passed unanimously. The same group including a family presented at city council on September 17, 2018 where the final report from the planning department was approved. HAC has one last meeting for 2018 and at that meeting, the planning department will bring forward information brochures that will be made available for anyone interested in applying for a Secondary Suite.
This has been the single largest accomplishment of HAC during this past four-year term and we look forward to seeing many homeowners, builders and families with aging parents and/or adult children with disabilities take advantage of this Secondary Suite Initiative and further support Secondary Suites as an additional affordable housing option in our community.
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COUNCIL AGENDA - February 25, 2019 Page 219 of 346 1.3 Windsor Essex 10 Year Housing and Homelessness Plan
HAC’s role under the Windsor Essex 10 Year Housing and Homelessness Plan is identified in the Plan and states:
“Strategy 7.1 The Housing Advisory Committee, a Committee of City of Windsor Council, will be responsible for championing the implementation of the Plan and for evaluating and monitoring progress towards meeting the goals and strategies of the Plan.”
The Plan targeted completion of 38 of 63 strategies by December 31, 2018. As of October 31, 2018, Housing Services is pleased to confirm that implementation of the strategies continues to be ahead of schedule and 43 strategies have been implemented, improved or are in process.
The Plan, among other strategies, adopts a Housing First approach that requires the collaboration of the housing sector and related stakeholders. The Windsor Essex Housing First program offers service coordination to help maintain housing stability, long term clinical and housing supports and rent subsidy programs. It is anticipated that in 2018, the Windsor Essex Housing Connections, Housing First initiative will assist upwards of 1200 households.
HAC has continued to evaluate and monitor the implementation of the Plan in 2018.
1.4 End of Federal Operating Agreements for Windsor Essex Housing
The expiry of Federal Operating Agreements for Federal social housing providers downloaded to the City will result in a corresponding reduction in federal block funding provided to the City. This matter was the subject of a report to City Council from City Administration in November 2013. Each year HAC reviews, discusses and monitors the impact of the expiring agreements on the affordable housing supply. At the end of October 2018, 15 Federal Agreements have expired representing approximately 2755 units. It is noted however that approximately 1992 of the 2755 expired units have been retained within the affordable housing portfolio through rent supplement programs and through the Public Housing Program. The Operating Agreements for seven locations will expire in 2019 representing 557 units. It is anticipated that all of the 557 units will be retained in the affordable housing stock.
1.5 National Housing Strategy
On National Housing Day November 22, 2017, the Government of Canada released its first National Housing Strategy named “A Place to Call Home.” Canada’s vision for housing is that “Canadians have housing that meets their needs and they can afford. Affordable housing is a cornerstone of sustainable, inclusive communities and a Canadian economy where we can prosper and thrive.” The Canada Housing Benefit will be co-developed with the federal government and delivered by the provinces and territories, and coordinated with municipalities and other partners. This benefit will be a “new tool to fight the challenge of housing affordability. Launching in 2020, the Canada Housing Benefit will provide affordability support directly to families and individuals in housing need, including potentially those living in social housing, those on a social housing wait-list, or those housed in the private market but struggling to make ends meet.” Over the next 10 years, the strategy will invest $40 billion dollars, cut
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COUNCIL AGENDA - February 25, 2019 Page 220 of 346 chronic homelessness in half, remove 530,000 families from housing need and invest in the construction of up to 100,000 new affordable homes.
CMHC is now accepting applications for Seed Funding and Co-Investment Fund - New Construction Stream funding to provide financial assistance to support activities that help to facilitate the creation of new affordable housing units and further provide capital funding for the construction of affordable housing units.
The National Housing Co-Investment Fund – New Construction Stream is open to community housing providers, municipalities, provinces or territories, Indigenous government organizations and the private sector. Projects that will be considered for approval are community and affordable housing, urban indigenous community housing, mixed-use market/affordable rentals, new construction and/or conversion from non-residential to multi-residential, shelters and transitional and supportive housing.
Throughout 2019, HAC will make it a priority to follow the progress, future announcements and implementation of additional programs resulting from the National Housing Strategy including but not limited to Reaching Home: Canada’s Homelessness Strategy.
1.6 Current Topics raised by Members
Every HAC agenda includes a “Member Update” section. HAC members share information with the Committee regarding any news or issues in their respective sectors. This assists all HAC members to remain informed regarding housing issues in the community and provides a forum for members to have their respective news and/or issues discussed. Trends, concerns and observations in 2018 that appear will remain relevant in 2019 include increasing market rents, decreasing vacancy rates, growing wait list for social housing, immigration initiatives, lack of one bedroom and four + bedroom units in the social housing stock, increase in street homelessness and an aging housing stock.
2. 2019 Committee Work
The Committee’s work in the coming year will be to continue to review, monitor, provide input and make recommendations where required on the following initiatives:
1. The delivery of the Investment in Affordable Housing Program Extension. The delivery of the Social Housing Apartment Improvement Program; 2. Will monitor the implementation of the Secondary Suite Bylaw and request from the planning department a six-month review of the number of take-ups under this program; 3. The Windsor Essex 10-year Housing and Homelessness Plan and evaluation criteria; 4. Informing the legislated 5-year Review of the Windsor Essex 10-year Housing and Homelessness Plan; 5. Windsor Essex Housing Connections, the regions Housing First Initiative; 6. Continuation and completion of the Innovation, Evidence and Capacity Building Fund Initiative; 7. Monitoring of the progress of the Windsor Essex By-Names Prioritized List;
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COUNCIL AGENDA - February 25, 2019 Page 221 of 346 8. Expiration of Federal Operating Agreements for Windsor Essex Housing social housing developments; 9. New housing program funding initiatives expected from the Provincial and Federal governments; 10. The implementation of the National Housing Strategy; and 11. Current Topics raised by Members.
3. Closing Remarks
Once again it has been my privilege to be the Chair of HAC for 2018. Since our term will be completed following the municipal election, we anticipate that there will be changes to the make- up of HAC. Therefore, I personally want to thank all our members for their attendance and due diligence especially regarding our persistence in working through the Secondary Suite By-Law. To our Resource staff—Debbie Cercone, Tina Moore, Kelly Goz, Bill King and our long- time staff member, Rob Oleynik who retired in late 2017, sincere thanks for your constant diligence which allowed Windsor Essex to get its fair share of both provincial and federal grants for both housing needs and support services. Lastly, to Michael Cooke and Greg Atkinson from the Planning Department for their exemplary work on the Secondary Suite By-Law and Zoning amendment.
Marina Clemens Chair, HAC
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COUNCIL AGENDA - February 25, 2019 Page 222 of 346
Appendix 1
2018 Membership List – Housing Advisory Committee
Voting Status Sector Representation Seat Name City Council 1 Councillor John Elliot – City of Windsor County Council 1 Mayor Gary McNamara -Tecumseh Jim Steele, Windsor Essex Community Housing Corporation Housing Providers 2 Cheryl Porter, Glengarry Non-Profit Housing Corporation Central Housing Registry 1 Marina Clemens, Chair Anna Angelidis, Labour Sponsored Community Development 1 Labour Community Group Consumer and Tenant Linda Coltman 1 Representative Fahimuddin Bai, Multicultural Council Eric Hill, Aboriginal Community Community Groups 5 Jessica Kipping, Windsor Essex County Health Unit Fiona Coughlin, Executive Director, Habitat for Humanity Steve Govette, CMHA Manager Housing, Facilities Employment Emergency Housing 1 Angela Yakonich, Homeless Coalition Windsor Essex Real Estate Board 1 Paul Renaud, Bob Pedler Real Estate Lodging/Rest Home 1 Leigh Vachon, Victoria Manor Assisted Living
Resource to HAC Non-Voting Status Council Services Karen Kadour, Committee Coordinator Housing Services 10 YR HHP Kelly Goz CMHC Judith Binder, Manager Southwest Region Policy Planning Chris Aspila, Planner III Policy & Special Studies County of Essex Planning Services Bill King, Manager Planning Services Executive Director of Housing and Children Debbie Cercone Services Housing Services Programs Tina Moore Manager, Homelessness & Housing Support Jennifer Tanner Windsor Essex County Real Estate Board Krista Delgatto/Sandra Bistany
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COUNCIL AGENDA - February 25, 2019 Page 223 of 346 Appendix 2
Housing Services Report to the Housing Advisory Committee November 2018
Windsor Essex Federal Provincial 2018 Housing Program Allocations November 1, 2018
IAHE SIF SHIP SHARP –Pilot SHAIP SDV-PHB Investment in Social Social Housing Social Housing Social Housing Survivors of Affordable Infrastructure Improvement Apartment Program Apartment Domestic Violence Housing Program Fund Program Retrofit Component Improvement Portable Housing Extension Program Program Allowance 2018 2018 2018 2018 2018 2018 Allocation Allocation Allocation Allocation Allocation Allocation Rental Housing $2.1M $1.9M Rent Sup/Housing $1.4M $0.00 Allowance Homeownership Down payment $200K Assistance Ontario Renovates $100K Homeowner Energy Efficiency $4.7M $0.00 Existing Social $0.00 Housing Stock
Notes 1. Program years run from April 1st to March 31st each year. 2. Figures are rounded; net of program administration fee and are subject to re-allocation between program components. 3. Program delivery for SHIP and SHARP programs continued in 2018; funding for programs was allocated in 2016 4. SDV-PHB: SDV-PHB recipients have transitioned to the PHB-SPP program.
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Item 8.27
Committee Matters: SCM 35/2019
Subject: Community Public Art Advisory Committee 2018 Annual Report
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 18 THAT the 2018 Annual Report of the Community Public Art Advisory Committee BE APPROVED as presented. Carried.
Report Number: SCM 400/2018 Clerk’s File: MB2019
Clerk’s Note: The recommendation of the Standing Committee and Advisory Committee are the same.
COUNCIL AGENDA - February 25, 2019 Page 225 of 346 Committee Matters: SCM 400/2018
Subject: Community Public Art Advisory Committee 2018 Annual Report
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COUNCIL AGENDA - February 25, 2019 Page 226 of 346 COMMUNITY PUBLIC ART ADVISORY COMMITTEE
2018 ANNUAL REPORT
In accordance with The City of Windsor’s Procedure By-law 98-2011 Section 21(3), Committees of Council are required to report to their respective Standing Committee annually.
The Community Public Art Advisory Committee (CPAAC) is comprised of the following members:
Councillor R. Bortolin Dr. Brian Brown Julie Butler Therese Hounsell Leisha Nazarewich, Committee Chair Nadja Pelkey
The Manager of Cultural Affairs is the contact point between members of the public interested in pursuing either temporary or permanent public art installations within the City’s public spaces. On receipt of a formal application, administration contacts the Committee Chair who would then convene a meeting.
In 2018, a number of queries were made, conversations had and potential site locations were discussed. It should be noted that with the expectation that the donor pays all costs of a project, from design, to construction and installation, there is frequently a lag time as organizations and individuals need to determine if their ideas and concepts are financially viable prior to the approval process.
To date there have not been any formal applications received. As the Chair of the Committee calls meetings based on the applications received, there have not been any Community Public Art Advisory Committee meetings held in 2018.
All costs associated with the purchase, delivery, and installation of any donation recommended by the Committee is paid for by the donor. No City monies are involved in any of the projects they recommend or in any Committee work.
The City of Windsor has made a significant contribution to the cultural fabric of the community. The Community Public Art Advisory Committee supports and enhances the corporate investment in public spaces through the Public Art donated to the City and its residents.
COUNCIL AGENDA - February 25, 2019 Page 227 of 346 Item 8.28
Committee Matters: SCM 36/2019
Subject: CQ49-2015 – Report on the condition of Tennis Courts
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 19 THAT the report of the Manager of Parks Development and Coordinator of Community Sports Services BE RECEIVED FOR INFORMATION. Carried.
Report Number: S 17/2019 Clerk’s File: SR2019
Clerk’s Note: The recommendation of the Standing Committee and Administration are the same.
COUNCIL AGENDA - February 25, 2019 Page 228 of 346 Council Report: S 17/2019
Subject: CQ49-2015 – Report on the condition of Tennis Courts
Reference: Date to Council: February 25, 2019 Author: Mike Clement Manager, Parks Development 519-253-2300x2736 [email protected]
Trese MacNeil Coordinator Community Sports Services 519-253-2300x2719 [email protected] Parks Report Date: 1/17/2019 Clerk’s File #: SR2019
To: Mayor and Members of City Council
Recommendation:
THAT the report of the Manager of Parks Development and Coordinator of Community Sports Services BE RECEIVED FOR INFORMATION.
Executive Summary:
N/A
Background: This report aims to provide a response to CQ49-2015:
“Asks for a report to Council on the condition of our tennis courts and comments on the Tecumseh model of court maintenance. Also, if I could be provided with an update on Ward funds that were to be dedicated to the courts at Realtor Park.”
Discussion: The City of Windsor owns and maintains 29 tennis courts in 9 different parks or locations. Additionally Jackson Park, owned by the City of Windsor but leased and maintained by Parkside Tennis Club, is equipped with 4 indoor hard courts, 3 outdoor lighted sports deck surface courts, and 3 outdoor red clay courts.
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TENNIS COURT QTY YEAR SURFACE AGE IN
CONSTRUCTED TYPE YEARS
Mitchell Park 2 2018 Sport Tile 1
Asphalt Central Park 4 2018 (CC) 1
Realtor Park 2 2018 Asphalt 1
Forest Glade (Centre) 3 2009 Asphalt 9
Forest Glade (North) 3 2007 Asphalt 11
Forest Glade (South) 3 2005 Asphalt 13
Bellewood 2 1990 Asphalt 28
East End Park 2 1990 Asphalt 28
Remington Park 4 1980 Asphalt 38
Dugal (Drouillard) 2 1978 Asphalt 40
Vets Memorial 2 1968 Asphalt 50
*Jackson Park (Sport Tile) 3 2008 Sport Tile 10 Jackson Park (Indoor) 4 1966/2000 Asphalt/Clay 18
Jackson Park (North) 3 1966/2000 Asphalt/Clay 18
*Owned by the City of Windsor but leased and maintained by Parkside Tennis Club. The indoor and north courts were originally built in 1966 with asphalt and resurfaced in 2000 with clay.
Condition of Tennis Courts
Currently, tennis courts are inspected by Parks operations each spring prior to the start of play. Parks supervisors inspect the nets and crank mechanisms, line visibility, the playing surface and the perimeter fencing. Throughout the season staff conduct visual inspections as the opportunity to do so presents itself, or if a complaint is made. There
COUNCIL AGENDA - February 25, 2019 Page 230 of 346 Page 2 of 6 is no formal schedule for inspections throughout the playing season. Issues are addressed as resources permit.
Parks operations is proposing the establishment of a sport courts maintenance program in the 2019 budget. It is noted that the best way to protect this asset from deterioration is through a systematic preventative maintenance program that is adequately resourced.
Renovations of the two courts at Realtor Park were completed in 2018. Improvements included new fencing, an asphalt resurface, new nets and newly painted lines. Enhanced Capital budget funding was made available in order to complete this project thereby not requiring the originally intended ward funding to complete this work.
Central Park Tennis Courts were completely reconstructed in 2018 with an asphalt surface and colour coated finishing. The colour coated finishing was approved to replicate the finishing that was already present at this location. The work also included new nets and new fencing with more access points.
In addition, in 2018 Mitchell Park received an upgrade to the 2 tennis courts and the sports court. After the asphalt was repaired, sports court tiles were laid. New fencing was added, along with new nets, posts and paint.
In 2013, a new division was created and tasked to work across the Corporation to develop corporate asset management practices, policies and plans in order to enhance the Capital Budget process and provide additional information for financial forecasting. In December 2013, the division brought to Council a Corporate Asset Management Plan (AMP). The AMP outlines a Desired Level of Service for each service area and seeks to develop an implementation process to identify and prioritize renewal, rehabilitation and maintenance activities. This work allows for the evaluation of all City asset funding needs based on condition, service level requirements and risk to the Corporation. City Council adopted the AMP through CR251/2013 that reads in part: ‘....that the Asset Management Plan BE USED as a guide in developing the City’s long-term Capital Budget Plan to ensure sustainability of the City’s various assets. The 2013 AMP does not address tennis courts specifically however, the upcoming 2019 Asset Management Plan does. Tennis courts are also identified as a key asset on the Parks list of priorities for the work order and asset management system. The Asset Management division is currently working to determine what percentage of funding should be allocated to Parks to address the key assets in the Parks inventory, with the understanding that additional detailed work will need to be completed to provide better information on these assets for the 2023 Asset Management Plan, including compliance with Ontario Regulation 588/17.
COUNCIL AGENDA - February 25, 2019 Page 231 of 346 Page 3 of 6 The Tecumseh Model
The Town of Tecumseh model maintains the tennis courts through limited access. The town has 2 tennis courts at 3 different locations and one pickleball court at a 4th location. All courts are fenced and locked. Individuals (18+) wishing to utilize tennis and pickleball courts must purchase a key to the courts each year. Key access is seasonal; April to October, weather permitting. Courts are locked when not in use and pets are not allowed in the fenced area. There is an application process to obtain a key and these applications are approved by the Town’s Parks and Recreation Administration office.
By restricting access to those who have purchased keys, the Town endeavours to prevent any damage to the courts in the first place. Repairs are addressed as required once an issue is brought to the attention of staff. Preventative maintenance in the form of a coating on the court surface is applied approximately every 7-8 years. Installed on either an asphalt or concrete base, this surface starts with the adhesion of manufactured black matting with consecutive applications of a wear coat and surface colour coats for maximum court protection.
As renovations of Windsor’s tennis courts continue, and with new fencing being added, there is opportunity to install gates that could limit access to the City’s courts. It is expected that management of a program such as the Tecumseh model would impact on the human resources available within the department, as the City of Windsor has significantly more tennis courts than the Town of Tecumseh. There are other factors to consider in determining the optimal model to use. The implications with locking the city’s tennis courts and limiting access is that it could be perceived as a barrier for our users. The City actively promotes the importance of being physically active for a myriad of health benefits – reducing obesity, preventing chronic diseases, etc. Tennis is one of the free recreational opportunities being offered, especially to our youth. With the Tecumseh model, for example, individuals must be at least 18 years of age to purchase a key.
An additional strategy that Council has endorsed is the more recent investment in the creation of “sports courts” in parks. These courts provide the opportunity for other hard surface sports such as ball hockey, which users had historically been playing on the tennis courts. By removing this type of play on the tennis courts, the longevity of them is expected to be extended. An additional measure that can be taken is to close the newly renovated tennis courts during the off-season.
Should City Council wish to pursue a model similar to the one used in Tecumseh, Administration would bring forward a detailed implementation and costing report for Council’s consideration. However, as noted above, City Council has approved a process and plan to manage the City’s numerous assets. Administration suggests that the approach to tennis and sports court management and maintenance be addressed through the Asset Management Plan and annual budget process.
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Risk Analysis: There is a risk to the health and safety of court users if the tennis courts are not appropriately maintained and the City may be held liable in the event of injury. This risk is mitigated through the current inspection process, having insurance and a formal Asset Management Plan to address maintenance and enhancements to City assets, including those in Recreation and Parks.
Direction to change the model for tennis courts, such as adopting a key access process, would be a deviation from the Council approved Asset Management Plan. Additionally there is a risk that staff resources will be redirected, thus impacting other Council approved projects.
Financial Matters: The Asset Management Plan will identify the recommended annual funding for surface repairs to extend the useful life of the asset and ensure the safety of the public using these amenities. As noted above, initial funding is being requested through the 2019 budget process.
Consultations: Town of Tecumseh Manager of Risk and Insurance Senior Manager of Asset Planning Manager of Parks Operations Manager Capital Budgets and Reserves
Conclusion: Tennis court maintenance and enhancement continues to be addressed through the capital budget process. Administration recommends that tennis and sports courts be evaluated through the Asset Management Plan process and the outcomes of that action be brought to City Council as appropriate.
Planning Act Matters: N/A
COUNCIL AGENDA - February 25, 2019 Page 233 of 346 Page 5 of 6
Approvals: Name Title
Trese MacNeil Coordinator, Community Sports Services
Mike Clement Manager, Parks Development
Ray Mensour Executive Director, Recreation & Culture
Jan Wilson Corporate Leader, Parks, Recreation & Culture and Facilities
Joe Mancina Chief Financial Officer/City Treasurer
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices:
COUNCIL AGENDA - February 25, 2019 Page 234 of 346 Page 6 of 6 Item 8.29
Committee Matters: SCM 37/2019
Subject: Hall Farms Pathway Reconstruction
Moved by: Councillor Bortolin Seconded by: Councillor Gignac Decision Number: CSPS 20 THAT this report regarding tender 164-18 for Hall Farms Pathways BE RECEIVED; and further, THAT Council APPROVE the reallocation of funds within the 2017 Trail Repairs Capital Budget project #7161026 (from the project Walking Path Daytona to California) in the amount of $36,000 to cover the costs required to complete the Hall Farms Pathways project; and further, THAT Chief Administrative Officer and the City Clerk BE AUTHORIZED to sign a contract with Fuller Construction (1986) Inc. for the construction of the Hall Farm Pathway in the amount of $235,593.90 (excluding HST) satisfactory in technical content to the Corporate Leader of Parks, Recreation & Culture, and Facilities, in financial content to the City Treasurer/Chief Financial Officer and in form to the City Solicitor. Carried.
Report Number: S 10/2019 Clerk’s File: SR/13394
Clerk’s Note: The recommendation of the Standing Committee and Administration are the same.
COUNCIL AGENDA - February 25, 2019 Page 235 of 346 Council Report: S 10/2019
Subject: Hall Farms Pathway Reconstruction
Reference: Date to Council: February 25, 2019 Author: Mike Clement Manager of Parks Development 519-253-2300 ext 2736 [email protected] Parks Report Date: 1/10/2019 Clerk’s File #: SR/13394
To: Mayor and Members of City Council
Recommendation: THAT this report regarding tender 164-18 for Hall Farms Pathways BE RECEIVED; and further THAT Council APPROVE the reallocation of funds within the 2017 Trail Repairs Capital Budget project #7161026 (from the project Walking Path Daytona to California) in the amount of $36,000 to cover the costs required to complete the Hall Farms Pathways project; and further THAT Chief Administrative Officer and the City Clerk BE AUTHORIZED to sign a contract with Fuller Construction (1986) Inc. for the construction of the Hall Farm Pathway in the amount of $235,593.90 (excluding HST) satisfactory in technical content to the Corporate Leader of Parks, Recreation & Culture, and Facilities, in financial content to the City Treasurer/Chief Financial Officer and in form to the City Solicitor.
Executive Summary:
N/A
Background:
The 2016 capital budget identified funding for Hall Farms Park pathways under Parks Trail Capital Improvement capital project# 7161026 (PFO-012-12) in the amount of $200,000. The funding for this project has been determined to be insufficient because of recent tendering results as highlighted in the Discussion section of this report.
The Trail Repairs Capital project (which is a seperate project account) includes a number of pathway repair projects across the city. This project is forecasted to have funding available in the amount of $36,000 which is being recommended to be
COUNCIL AGENDA - February 25, 2019 Page 236 of 346 Page 1 of 3 reallocated to the Hall Farms project to cover the incremental costs as a result of tendering results.
Discussion:
Hall Farms Park Pathway tender was issued on October 1, 2018 and closed on October 15, 2018. The tender closed with five participating contractors and the results as follows:
Total Tender Price
Vendors (Including Contingency, Excluding HST)
Fuller Construction (1986) INC. $ 235,593.90
Nevan Construction INC. $ 358,156.00
Quilan INC. $ 266,851.20
SLR Contracting Group INC. $239,458.29
South Shore Contracting $ 247,890.00
Fuller Construction (1986) Inc. was the lowest successful bid in the amount of $235,593.90 (excluding HST). The bid amount is above the budgeted amount of $200,000 and therefore Council approval is necessary in order to proceed with the award of contract. See the financial matters section for information on the costing and allocation of funds.
Risk Analysis:
There are no significant or critical risks identified associated with the awarding of this tender. Administration mitigates purchasing risks to a low level by following the processes prescribed by the Purchasing By-law.
The existing pathway at Hall Farms Park is deteriorating and is in very poor condition; therefore, its reconstruction is necessary to keep it open and operable.
Financial Matters: City Council has approved total funding of $200,000 for the Hall Farms Pathway as part of the Trail Repairs capital project #7161026 (PFO-012-12). Based on current tender pricing, this funding is inadequate to cover all the costs associated with this project. Funds in the amount of $36,000 are available within the approved funding for the 2017 Parks Capital Trail Improvement project #7161026 which could be reallocated to this
COUNCIL AGENDA - February 25, 2019 Page 237 of 346 Page 2 of 3 project. A recent review of the project, Walking Path - Daytona to California has identified a revised estimate based on the size and type of material to be used for the trail in this natural area. It is therefore recommended that the available surplus funds be transferred between these projects.
Consultations: Mark Friel, Financial Planning Administrator
Trevor Duquette, Parks Technologist
Conclusion:
Administration is recommending proceeding with the Pathways projects at Hall Farms Park as per Tender 164-18. This work will improve services for the community and decrease the risk associated with the existing failing infrastructure.
Planning Act Matters: N/A
Approvals: Name Title
Mike Clement Manager of Parks Development
Jan Wilson Corporate Leader of Parks, Recreation & Culture and Facilities
Joe Mancina Chief Financial Officer
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices:
COUNCIL AGENDA - February 25, 2019 Page 238 of 346 Page 3 of 3 Item 8.30
Committee Matters: SCM 38/2019
Subject: Federal Poverty Reduction Strategy Update - City Wide
Moved by: Councillor Bortolin Seconded by: Councillor McKenzie Decision Number: CSPS 21 THAT the report from the Coordinator of Social Planning about updates on the Federal Poverty Reduction Strategy BE RECEIVED for information. Carried.
Report Number: S 173/2018 Clerk’s File: SS/4274
Clerk’s Note: The recommendation of the Standing Committee and Administration are the same.
COUNCIL AGENDA - February 25, 2019 Page 239 of 346 Council Report: S 173/2018
Subject: Federal Poverty Reduction Strategy Update - City Wide
Reference: Date to Council: February 25, 2019 Author: Stephen Lynn Coordinator of Social Planning 519-255-5200 x 5302 [email protected] Administration Report Date: 10/16/2018 Clerk’s File #: SS/4274
To: Mayor and Members of City Council
Recommendation: THAT the report from the Coordinator of Social Planning about updates on the Federal Poverty Reduction Strategy BE RECEIVED for information
Executive Summary:
N/A
Background:
In 2016, the Government of Canada committed to developing a National Poverty Reduction Strategy. Poverty is a complex problem that requires involvement from a wide range of partners. These partners include:
provincial, territorial and municipal partners; Indigenous people; community organizations; poverty experts and academics; the business community; and those who have experienced poverty.
Recognizing governments at all levels have made efforts to reduce poverty, poverty reduction strategies are already in place across many of Canada’s provinces, territories and municipalities. At the federal level, the Government has made several recent announcements on initiatives that will support its poverty reduction efforts from housing and homelessness to children and families. Employment and Social Development Canada (ESDC) sought input on how to build on and align with these existing efforts.
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Since 2015, the Federal government has invested $22 billion in programs and resources, and about 650,000 will be above the poverty line by 2019. In October of 2016, the Federal Government released two documents: A Backgrounder on Poverty in Canada and Towards a Poverty Reduction Strategy – A Discussion. The former report addressed the degree of poverty in Canada as well as the current issues around housing, food insecurity, crime, and health; whereas the latter report laid the foundation for the federal poverty reduction consultation complete with a general framework and questions.
From February to August 2017, the Government of Canada conducted collaborative consultations to provide meaningful input to inform the strategy. These consultations reached out to Canadians through various online methods as well as a call for nominations to participate on an Advisory Panel. The Government emphasized the strategy will be created based on research and the views shared by partners and Canadians.
Tamarack Institute’s Vibrant Communities Canada (VCC), a network of 100 cities (including Windsor-Essex) striving to reduce poverty, collaborated with ESDC to host multiple community consultations across the country. The City of Windsor’s Community Development and Health Services Department and the United Way/Centraide Windsor- Essex County co-hosted a Windsor-Essex consultation. The event took place on April 25th, 2017 at Mackenzie Hall from 6:30 pm – 8:00 pm. Approximately 80 residents and activists participated in the event which was covered by local media outlets.
The City of Windsor submitted a report on the Windsor-Essex consultation to VCC. VCC in turn, compiled numerous member reports and sent it to ESDC. ESDC was responsible for creating an overall “What We Learned” report based on the feedback from all consultations. Persons who were unable to attend the in-person consultation had multiple avenues for feedback. ESDC encouraged individuals to share their story, participate in an online discussion forum or complete an online survey.
Discussion: After much anticipation, the Minister of Families, Children and Social Development Jean Yves Duclos announced the release of Opportunity for All in August 2018. Opportunity for All is Canada’s first-ever poverty reduction strategy, based on three pillars:
Dignity: Lifting Canadians out of poverty by ensuring basic needs – such as safe and affordable housing, healthy food and healthcare – are met;
Opportunity and Inclusion: Helping Canadians join the middle class by promoting full participation in society and equality of opportunity; and Resilience and Security: Supporting the middle class by protecting Canadians from falling into poverty and by supporting income security and resilience.
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Canada’s Official Poverty Line & Poverty Definition
For the first time in Canada’s history, the Government set an official measure of income poverty. Canada’s Official Poverty Line is calculated based on the costs of a basket of goods and services that individuals and families require to meet their basic needs and achieve a modest standard of living. This basket is currently known as the Market Basket Measure (MBM). The basket refers to items such as food, shelter and home maintenance, clothing and transportation for a typical family of four: two adults between 25 and 49 years, and 2 children, a 9-year-old girl and a 13-year-old boy.
The cost of each item in the basket is directly linked to the prices of these items in communities across Canada. Canada’s Official Poverty Line will reflect poverty thresholds for 50 different regions across Canada, including 19 specific communities. (See Appendix A for information on Canada’s Official Poverty Line by Region) Windsor and Essex County are not one of the 19 identified communities. Also missing from Canada’s Official Poverty Line is a consideration for Indigenous communities living on a reserve. The basket will be updated regularly, based on inflation, using 2015 as the baseline year to ensure the measure continues to reflect what Canadians require to meet their basic needs.
If individuals and families cannot afford the cost of these basket goods in their community, they will be considered to be living in poverty. For a community the size of Windsor (Ontario population between 100,000 – 400,000), Canada’s Official Poverty Line is set at $36,872 for a family of four. (See Appendix A for information on Canada’s Official Poverty Line)
Another first, the Government established a definition of Poverty in Canada. Poverty is defined as the condition of a person who is deprived of the resources, means, choices and power necessary to acquire and maintain a basic level of living standards and to facilitate integration and participation in society.
Setting Poverty Reduction Targets
The Government for the first time in Canada will set measurable targets to reduce poverty across the country. Canada’s Official Poverty Line will be used to measure progress toward targets which are aligned with the United Nations Sustainable Development Goals. Canada is one of 150 countries to adopt a set of goals to end poverty, ensure prosperity for all, and protect the planet as part of a new United Nation’s sustainable development agenda. The agenda has 17 goals with specific targets to be achieved by 2030.
The first is to reduce the poverty rate by 20 percent from its 2015 level by 2020. The second target is to reduce the poverty rate by 50 percent from its 2015 level by 2030. The second goal is in alignment with the Sustainable Development Goal “by 2030, reduce at least by half the proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions.” The Government, if it meets this target, will fulfill the vision of Canada as a world leader in reducing poverty and reduce the poverty rate from 12 percent (1 in every 8 Canadians) in 2015 to 10 percent in 2020 and finally to 6 percent in 2030. Canada would be at the lowest poverty rate in the country’s history.
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Six additional Sustainable Development Goals are in alignment with Opportunity for All to monitor the progress Canada makes towards reducing poverty. The six goals are quality education; gender equality; inclusive and sustainable economic growth, employment and decent work; reduced inequality; food security; and health and well- being.
Poverty Reduction Legislation
The Government plans to pass these targets into legislation for future governments by introducing a new Poverty Reduction Act that would make the MBM the Official Poverty Line for Canada and make the National Advisory Council on Poverty permanent. There is currently no timetable set for the proposed legislation.
Data and Measurement Plan
Opportunity for all identified improving the measurement of poverty across Canada. Although Canada’s Official Poverty Line will be used, the Low Income Cut Off (LICO) and the Low-Income Measure (LIM) will continue to be updated on an annual basis.
These two alternative measures are widely used by many community groups, government entities and Statistics Canada. For example, Statistics Canada used the LIM to determine the number of Canadians living in low-income for the previous Census. Other research areas which the strategy says it will enhance are the Canadian Income Survey, as well as to expand regions within the Census for a more detailed analysis of poverty for specific groups. Statistics Canada will research additional topics such as entry and exit rates from poverty, the presence of poverty in different regions of Canada and the persistence of poverty in specific groups, such as racialized communities. Please see Appendix B for the measures of poverty.
These measures will be available online through an easy to use dashboard of indicators for all Canadians to track the progress against the targets and other dimensions of poverty aligned with the three pillars. Please see Appendix C for a list of indicators.
As an example, the dashboard will track the reduction in food insecurity levels, the attainment of skills required to get good jobs and the number of Canadians with enough savings to handle setbacks. Through their consultations, the Government heard the importance of disaggregated data by geographic and socio-demographic characteristics. The dashboard will make access to disaggregated data to understand how poverty affects various vulnerable groups. National Advisory Council on Poverty
The Government would like to create an independent National Advisory Council on Poverty. The Council’s purpose is to ensure accountability to reduce poverty with a membership that will reflect the diversity of Canada. The Council’s mandate will be to advise the Government on poverty reduction initiatives and produce a report on the Government’s progress toward meetings annual targets. This Council will work to create a voice with all stakeholder groups including First Nations, Inuit and Metis; academics; and others.
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Working with Indigenous Peoples
The Government is taking a distinctions based approach to implementing initiatives in support of the Strategy that reflects explicitly First Nations, Inuit and Metis perspectives on poverty. These include Indigenous Early Learning and Children, the National Housing Strategy, and Indigenous Skills and Employment Training Program.
Based on the principles of reconciliation, the Government has committed to working with Indigenous Organizations from across the country and others to co-develop indicators of poverty and well-being. This will include non-income based measures of poverty that reflect the realities and well-being of people from First Nations, Inuit and Metis.
Working with Provinces, Territories and Communities
To be effective, the Government understands it must work collaboratively and closely with numerous partners. Partners such as provinces, territories and municipalities, the private sector, people with lived or living experience of poverty, indigenous peoples, charities, and other stakeholders tackling poverty in their communities across Canada. Working together will assist to help shape federal programs and policies that match those on the ground, reduce or avoid duplication of services, and share data and best practices.
The announcement did not include any new funding opportunities for programming or services; the strategy highlights the diversity of programming the Federal Government is responsible for delivering. Opportunity for All lists $22 billion in new investments the Government has made since 2015. Long-term investments include housing, clean water, health, transportation, early learning and childcare, and skills and employment. Examples include the new Canada Child Benefit and tying it to inflation, increasing the Guaranteed Income Supplement and beginning next year, the Canada Workers Benefit. Please see Appendix D for a full list of federal programs.
Connecting Opportunity for All to Pathway to Potential - Windsor-Essex Social Investment Plan
The Opportunity for All approach is similar to the City of Windsor’s Social Investment Plan; both take a holistic view to address the challenges faced by residents living in poverty or a low-income. This approach identifies initiatives, programs, and strategies from a variety of different sectors that have an impact on this population.
The City’s nine point Social Investment plan resembles the federal strategy’s umbrella approach by acknowledging the significant amount of investment made by the City of Windsor which support residents who require assistance with basic needs: Ontario Works, Employment Ontario, Housing & Children’s Services specifically through the implementation of the 10 Year Homelessness Prevention Plan and the Housing First model of service, child care subsidies and EarlyON Centres. These supports are the essential building blocks for children, families, and seniors living in poverty.
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CDHS will explore the benefits of using Canada’s Official Poverty Line – instead of the LICO for financial eligibility of Pathway to Potential programming. Since the release of the report, municipalities are watching closely for when the list of indicators by region will be released to determine whether it is the best way for municipalities collect consistent and comparable data.
Risk Analysis: N/A
Financial Matters: The City of Windsor is the Consolidated Municipal Service Manager for the delivery of mandated social programs. The municipality, Province and Federal governments fund the cost of these programs. The municipal contribution is shared between the City of Windsor and County of Essex using the arbitrated weighted assessment formula. In 2018, a total of $43,351,079 in municipal operating funds was budgeted for Social Housing ($27,955,831), Ontario Works ($10,978,704), and Child Care ($4,416,544). These programs are the ‘Foundation Services’ as referenced in the Social Investment Plan. They serve as the basis upon which all other types of programming are built and are intended to supplement.
In addition to municipal contributions made towards the above mandated social programs, the municipality also invests in non-mandated social initiatives. In 2018, the total gross municipal investment in the Pathway to Potential (P2P)/Social Investment plan is $2,177,217 with $1,507,663 funded from the City and $669,554 funded from the County. Aside from P2P, the municipality also allocates $1,204,306 in funding towards the Housing with Supports homes in the City and County, and provides up to $361,650 in discretionary supports for low income residents.
In addition to the approximate $47.5 million in municipal funds budgeted for the programs noted above, it is estimated senior levels of government will contribute over $188.7 million towards these social programs, for a total overall contribution of $236.2 million to address poverty in our community.
Consultations: Mary Ellen Bernard, Manager Social Policy and Planning Linda Higgins, Manager of Inter-governmental Subsidies and Financial Administration
Conclusion:
With 1 in 8 Canadians living in poverty, Opportunity for All is historic as Canada’s first Poverty Reduction Strategy. The strategy sets Canada’s Official Poverty Line (formerly the Market Basket Measure), creates ambitious targets to reduce poverty by 20% in 2020 and 50% by 2030, establish a National Council on Poverty, improve data measurement and pass legislation for future Governments. The strategy acts as an umbrella for all Government initiatives linked to support poverty reduction efforts and builds on these existing programs. The Government will continue to seek dialogue will all Canadians, especially those with living experience of poverty to be part of the
COUNCIL AGENDA - February 25, 2019 Page 245 of 346 Page 6 of 7 process in reducing poverty across the country – making Canada a more inclusive and prosperous nation.
Planning Act Matters: N/A
Approvals: Name Title
Stephen Lynn Coordinator of Social Planning
Mary Ellen Bernard Manager, Social Policy and Planning
Jelena Payne Community Development and Health Commissioner - Corporate Leader, Social Development, Health
Joe Mancina Chief Financial Officer/City Treasurer - Corporate Leader, Finance and Technology
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices:
A: Canada Official Poverty Line B: Measures of Low Income Stats Canada C: Indicators to track Progress in Poverty Reduction D: List of Federal Programs to Reduce Poverty
COUNCIL AGENDA - February 25, 2019 Page 246 of 346 Page 7 of 7 Appendix A – Canada’s Official Poverty Line
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Yellow – City of Windsor Red – Amherstburg, Essex, Kingsville, Leamington, Tecumseh Blue – Lakeshore, LaSalle
COUNCIL AGENDA - February 25, 2019 Page 248 of 346
COUNCIL AGENDA - February 25, 2019 Page 249 of 346 Appendix B - Measures of Low Income in Canada Statistics
Canada has three measures to track low-income rates in Canada. Canada’s Official Poverty Line will now be the official measure of poverty in Canada. However, Statistics Canada will continue to measure low income based on different concepts.
Canada’s Official Poverty Line*: A household is considered to be in poverty if it does not have enough money to buy a specific basket of goods and services that allow it to meet its basic needs and achieve a modest standard of living in its community. As this measure is based on having or not having enough money to purchase a fixed basket of goods and services, it is an absolute measure of poverty.
Low-Income Measure (LIM): A household is considered to be in low income if its income is below 50 percent of median household incomes, accounting for household size. As this measure moves according to the changing incomes of the total population, it is a relative measure of poverty.
Low-Income Cut-Offs (LICO): A household is considered to be in low income if it spends 20 percent more on food, shelter and clothing than the average family. This measurement is based on 1992 spending patterns of Canadian families.
*formerly known as the Market Basket Measure
COUNCIL AGENDA - February 25, 2019 Page 250 of 346 Appendix C - Indicators to track progress in poverty reduction Opportunity for All introduces a dashboard of indicators to track progress on deep income poverty as well as the aspects of poverty other than income, including indicators of material deprivation, lack of opportunity and resilience. The dashboard will be made available online and allow all Canadians to monitor progress and hold the Government to account. It will be regularly updated as new information becomes available. The Government will continue to fill gaps in the frequency and quality of information so that Canadians can track the most up-to- date and reliable data and the Government's progress in reducing poverty.
Data source Most recent data and and Indicator Description longer-term trend frequency
Canada’s Based on the cost of a basket of 10.6% of Canadians Canadian Official goods and services that individuals lived below Canada’s Income Poverty and families need in order to meet Official Poverty Line in Survey – Line their basic needs and achieve a 2016, down from Annually modest standard of living in 12.1% in 2015. communities across Canada. 2017 data will be available in early 2019.
Lifting Canadians out of poverty by ensuring everyone's basic needs—such as safe and affordable housing, healthy food and health care—are met
Most recent data and longer-term Data source and Indicator Description trend frequency
Food Households that do not 8.3% of Canadian Canadian Community insecurity have enough money to households were Health Survey – Annually purchase or access a food insecure in sufficient amount and 2011-12, up from 2017 to 2018 data will be variety of food to live a 7.7% in 2007 to available in late 2018. 2008. While the survey itself is
COUNCIL AGENDA - February 25, 2019 Page 251 of 346 Lifting Canadians out of poverty by ensuring everyone's basic needs—such as safe and affordable housing, healthy food and health care—are met
Most recent data and longer-term Data source and Indicator Description trend frequency
healthy lifestyle. Data available for conducted annually, food all provinces and security is optional content territories for 2007 and not collected by all to 2008 and 2011 provinces and territories. to 2012. Options are being explored with Statistics Canada to collect annually for all provinces and territories.
Unmet health Canadians that reported 11.2% of Canadian Community needs that their health care Canadians 12 Health Survey – Annually needs were not met when years and older they needed it during the reported not While the survey itself is past 12 months. receiving health collected annually, unmet care when they felt health needs is optional they needed it in content and not collected 2014, down from by all provinces and 12.5% in 2000 to territories. Options are 2001. being explored with Statistics Canada to collect Data available for data on unmet health all provinces and needs annually for all territories for 2000 provinces and territories. to 2001 and 2014.
Unmet Unmet housing needs: 12.7% of Census – Every five years housing Canadian Needs Canadians who are in households 2021 data will be released and chronic housing that is experienced in 2022. unaffordable (more than homelessness housing need National Homelessness 30% of before-tax housing in 2016, household income); in Information System – same as in 2006 Annually need of major repairs; and slightly up unsuitable for the size and from 12.5% in 2017 data is expected to makeup of a family and 2011. be available in late 2018. the family cannot afford a
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Most recent data and longer-term Data source and Indicator Description trend frequency
suitable and adequate 27,000 Canadians Measurement will be home in their community. were chronically complemented in the homeless in 2016. coming years by improved Chronic homelessness: community-level data. Canadians that used a shelter for six months or more in the past year, and/or had shelter stays in each of the last three years.
Deep income Individuals below 75% of 5.4% of Canadians Canadian Income Survey poverty Canada’s Official Poverty were living in deep – Annually Line. income poverty in 2016, down from 2017 data will be available 6.6% in 2015. in early 2019.
Helping Canadians join the middle class by promoting full participation in society and equality of opportunity
Most recent data and Data source and Indicator Description longer-term trend frequency
Literacy Literacy: Individuals who 10.7% of 15-year-old Programme for and have a level of knowledge Canadians had low International numeracy and skills in reading and literacy skills in 2015, Student writing to permit them to fully slightly down from Assessment – participate in society. 10.9% in 2012. Every three years 16.4% of adults (age 2018 data will be 16-65) had low literacy released in 2019. skills in 2012. Program for the
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Most recent data and Data source and Indicator Description longer-term trend frequency
Low literacy indicates International limited ability in Assessment of understanding, using, Adult Competencies reflecting on and – Every 10 years engaging with written text which enable basic 2022 data expected participation in society. to be released in 2023. Data collection on student competencies began in 2000, and occurs every three years. Data collection on adult competencies began in 2012 and occurs every 10 years afterwards. Therefore, no trend line is available at this time.
Numeracy: Individuals with 14.4% of 15-year-old Programme for the numeracy (mathematical) Canadians had low International knowledge and skills that are numeracy skills in 2015, Student essential for full participation an increase from 13.8% Assessment – in society. in 2012. Every three years 2018 data will be 22.4% of Canadian released in 2019. adults (aged 16 to 65) had low numeracy skills Program for the in 2012. International Assessment of Low numeracy indicates Adult Competencies limited ability in – Every 10 years communicating, using and interpreting 2022 data expected mathematics in daily to be released in
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Most recent data and Data source and Indicator Description longer-term trend frequency
life. 2023. Data collection on student competencies in numeracy began in 2003, and occurs every three years. Data collection on adult competencies began in 2012 and occurs every 10 years afterwards. Therefore, no trend line is available at this time.
Youth Youth (age 15 to 24) who are 9% of Canadian youth Labour Force engagement not in employment, education (aged 15 to 24) were Survey – Monthly or training. not in employment, education or training in August 2018 data 2017, down from 10.2% will be released in in 2016, and at a September 2018. historic low. While new data will be available monthly, the indicator in the dashboard will be updated annually.
Relative low The proportion of Canadians 13% of Canadians had Canadian Income income who have less than 50% of less than half as much Survey – Annually the median after-tax income.* income as the median Median income is the middle after-tax income in 2017 data will be of the income distribution: it is 2016, down from 14.2% available in early the amount at which half the in 2015. 2019. population has more income, and half the population has
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Most recent data and Data source and Indicator Description longer-term trend frequency
less income.
*Statistics Canada’s Low Income Measure (LIM)
Bottom 40% Share of total after-tax 20.6% of total after-tax Canadian Income income income held by 40% of the income went to Survey – Annually share population at the bottom of Canadians in the the income distribution. bottom 40% of the 2017 data will be income distribution in available in early 2016, slightly up from 2019. 20.2% in 2015.
Supporting the middle class by protecting Canadians from falling into poverty and by supporting income security and resilience
Most recent data and Data source and Indicator Description longer-term trend frequency
Median The hourly wage at which The inflation-adjusted Labour Force Survey – hourly half the population has a median hourly wage Monthly wage higher wage and half the was $22.62 (all population has a lower Canadians) in 2017, August 2018 data will be wage. similar to $22.66 in released in September 2015. 2018. Women: $21.00 (2017) While new data will be Men: $24.91 (2017) available monthly, the indicator in the dashboard Wages are in 2017 will be updated annually. dollars, adjusted by the Consumer Price Index.
COUNCIL AGENDA - February 25, 2019 Page 256 of 346 Supporting the middle class by protecting Canadians from falling into poverty and by supporting income security and resilience
Most recent data and Data source and Indicator Description longer-term trend frequency
Poverty The poverty entry rate is Between 2014 and Longitudinal Administrative entry and the proportion of 2015, 4.1%, or Databank –Annually exit rates Canadians who, among approximately 872,000 two years of filing their Canadians, entered Data on entry and exit taxes, entered low poverty. rates for 2015/2016 will be income in the second published in November year (for example, 2015) Between 2014 and 2018. after not being in low 2015, 27.5%, or approximately 1.1 Poverty entry and exit income in the first year rates are based on the (for example, 2014). million low-income Canadians, left poverty. Low Income Measure. The The poverty exit rate is indicator is not currently the proportion of available using Canada’s Canadians who, among Official Poverty Line, and it two years of filing their is not available in the taxes, exited low income territories. Further in the second year (for research will be conducted example, 2015) after to explore the feasibility of being in low income in the improving data collection first year (for example, for this indicator so that it 2014). could be tracked using Canada’s Official Poverty Line.
Average Average shortfall below In 2016, 34.1% of Canadian Income Survey poverty Canada’s Official Poverty Canadians lived in – Annually gap Line for those living in families with incomes poverty. below Canada’s Official 2017 data will be available Poverty Line, or $9,000 in early 2019. below this line, which is about the same as 2015. In 2016, a total of $19.4 billion would have been required to lift all persons out of poverty. In 2016, the total dollar
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Most recent data and Data source and Indicator Description longer-term trend frequency
amount would have represented a payment of $610 from each Canadian not living in poverty to lift all Canadians out of poverty.
Asset The ability of Canadians 51.2% of Canadians Survey of Financial resilience to cover unexpected were asset resilient in Security – Every three expenses, or reduced 2012, up from 46.2% in years income, by drawing from 2005, meaning they had assets (for example, a enough savings to While data for 2016 bank account) to prevent maintain well-being for recently became available, falling into poverty for a three months. the results are not period of three months. available at this time. (Savings of approximately Future analysis of the $10,400 for the three results for this indicator will months, based on low be updated on the income in 2012.) dashboard when available. Going forward, the Government may consider other definitions of asset resilience as new data becomes available (e.g. the appropriate number of months needed to cover unexpected expenses or reduced income to accurately define what it means to be asset resilient). Statistics for Asset Resilience were based on the Low Income Measure and were derived from D.
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Most recent data and Data source and Indicator Description longer-term trend frequency
Rothwell and J. Robson, “The Prevalence and Composition of Asset Poverty in Canada: 1999, 2005, and 2012”, International Journal of Social Welfare, 2017.
COUNCIL AGENDA - February 25, 2019 Page 259 of 346 Appendix D – List of Federal Programs Reducing Poverty
INITIATIVE PROJECTED NEW INVESTMENTS
Canada Child Benefit (CCB) Budget 2016 introduced the Canada Child Benefit, which represents new investments of over $25 billion over five years, including the value of indexing the benefit beginning in 2018-19. Guaranteed Income Budget 2016 increased the Guaranteed Income Supplement top-up for Supplement ( GIS) single seniors with new investments of over $7 billion over ten years. National Housing Strategy Budget 2017 announced new long-term investments toward a National Housing Strategy. This new 10-year, $40-billion plan will give more Canadians a place to call home and includes $16.1 billion in federal investments in provincial and territorial housing programs, including $2.1 billion for Reaching Home: Canada’s Homelessness Strategy. Indigenous Housing Through investments made in Budget 2017 and Budget 2018, the Government announced dedicated funding of over $1.7 billion for Indigenous housing, including:
$600 million over three years to support housing on reserve as part of a 10-year First Nations Housing Strategy; $240 million over 10 years as announced in Budget 2017 to support housing in Nunavut; $400 million over 10 years to support an Inuit-led housing plan in the Inuit regions of Nunavik, Nunatsiavut and Inuvialuit; and $500 million over 10 years to support the Métis Nation’s housing strategy. Public Transit Infrastructure Budget 2016 announced $3.4 billion over three years to upgrade and improve public transit systems across Canada. Budget 2017 announced an additional $20.1 billion over 11 years in public transit infrastructure to transform the way that Canadians live, move and work. A further $5.0 billion was announced in Budget 2017 for public transit projects funded through the Canada Infrastructure Bank. Early Learning and Child Budgets 2016 and 2017 announced combined investments of $7.5 billion Care over 11 years to improve the affordability, quality and accessibility of Early Learning and Child Care, including for Indigenous Early Learning and Child Care. Labour Market Transfer Budget 2017 provided additional investments of $2.7 billion over six Agreements years through agreements with provinces and territories to help Canadians prepare for, find, advance in, and keep good jobs. Indigenous Skills and Budget 2018 introduced the new Indigenous Skills and Employment Employment Training Training Program to replace the Aboriginal Skills and Employment Program Training Strategy with an incremental investment of almost $450 million over five years and nearly $100 million per year ongoing.
COUNCIL AGENDA - February 25, 2019 Page 260 of 346 Canada Workers Benefit Budget 2018 introduced the new Canada Workers Benefit to strengthen and replace the Working Income Tax Benefit with new investments of $3 billion over five years, which includes measures to improve access to the Benefit. Home Care and Mental Budget 2017 provided $11 billion over 10 years to support better home Health care and mental health initiatives through agreements with provinces and territories.
COUNCIL AGENDA - February 25, 2019 Page 261 of 346 Item 8.31
Committee Matters: SCM 39/2019
Subject: 100 Day Plan for Social Assistance Reform - Update - City Wide
Moved by: Councillor Gignac Seconded by: Councillor Morrison Decision Number: CSPS 22 THAT the report from Administration providing an update on the Provincial Government’s 100-Day Plan for Social Assistance BE RECEIVED for information. Carried.
Report Number: S 18/2019 Clerk’s File: GP2019
Clerk’s Note: The recommendation of the Standing Committee and Administration are the same.
COUNCIL AGENDA - February 25, 2019 Page 262 of 346 Council Report: S 18/2019
Subject: Provincial Government’s 100 Day Plan for Social Assistance Reform - Update - City Wide
Reference: Date to Council: February 25, 2019 Author: Andrew Daher Executive Director of Employment and Social Services 519-255-5200 x 5257 [email protected] Administration Report Date: 1/21/2019 Clerk’s File #: GP2019
To: Mayor and Members of City Council
Recommendation:
THAT the report from Administration providing an update on the Provincial Government’s 100-Day Plan for Social Assistance BE RECEIVED for information.
Executive Summary: N/A
Background:
On July 31, 2018, the Minister of Children, Community and Social Services (Lisa MacLeod) announced four immediate changes to social assistance. These included ending the Basic Income Guarantee Pilot Project, pausing approximately 19 rule changes from the previous Provincial government, reducing the previous government’s scheduled OW and ODSP income increases from 3% to 1.5% and committing to a 100- day review of the Ontario Works (OW) program and the Ontario Disability Support Program (ODSP).
On November 22, 2018, after 100 days, the government announced reforms to social assistance in Ontario. It was a high-level plan that focused on a number of goals including providing life stabilization supports, empowering individuals to find work and improving the overall social assistance system. The announcement for social assistance reform is guided by the following priorities:
COUNCIL AGENDA - February 25, 2019 Page 263 of 346 Page 1 of 5 Supporting People with Disabilities with “dignity”
Redesign the Ontario Disability Support Program to provide annualized income support with far fewer reporting requirements for Ontarians with severe disabilities. Moving people to employment
Reduce administration and paperwork so people receiving Ontario Works and front-line staff can focus on individual action plans that set out a path to health, wellness and preparations to return to work.
Cutting red tape and restoring accountability
Eliminate barriers for people receiving social assistance and for those delivering support by simplifying rates, reducing administration, cutting unnecessary rules, and restoring service accountability through a simplified system to better focus on improving outcomes.
Locally Focused Social Services
Streamline social assistance and employment programs and increase local responsiveness and flexibility to help all job seekers reach their potential.
Discussion:
Summarized below are a few of the key highlights from the announcement. While some of the proposed changes have concrete numbers and details behind them, others are visionary and strategic and require further planning, consultation and analysis prior to implementation.
Changes to Earned Income Exemptions (OW and ODSP) The Minister announced that changes to the earned income exemption rules for OW and ODSP clients would encourage people who are not working to get back into the workforce. Under the current rules, a recipient and each dependent adult in the family can earn up to $200 each month without affecting their income support. Every dollar over $200 will reduce the income support by 50%. Under the proposed changes, OW clients can earn $300/month and ODSP clients can earn $6,000/year without affecting their income support; however, anything earned above those exemption rates will be claw-backed back at 75%. Changing the Definition of Disability (ODSP) The Ministry is looking to change the current definition of Disability in the ODSP Act (a medical condition that is continuous or recurrent) and aligning it closer to the CPP- Disability definition (a medical condition that is severe and prolonged). This will mean that people with episodic or shorter term disabilities (i.e. multiple sclerosis, chronic fatigue syndrome, Hepatitis C, etc.) may not qualify under the new definition. As a result, Consolidated Municipal Service Managers (CMSMs) delivering the OW program will probably experience an increase in their caseloads. The Minister did confirm that recipients currently on ODSP will be grand-parented, but it will be under the new program rules/criteria and not the previous ones.
COUNCIL AGENDA - February 25, 2019 Page 264 of 346 Page 2 of 5
Wrap Around Services (OW and ODSP) Minister MacLeod is committed to working collaboratively with other Ministries such as Health and Long Term Care (MOHLTC), Municipal Affairs and Housing (MMAH) and Training, Colleges and Universities (MTCU) to develop pilot projects in various communities to see how they can help those with mental health, addictions, life skills, job training, etc. It was recognized that not all people are job ready and may need other supports to stabilize their lives before they find employment. This is why the Minister is focused on a multi-ministerial approach.
Simplifying Rates and Reducing Red Tape (OW and ODSP) The Ontario Government is committed to simplifying the 240 different rates, which are based on a number of factors such as living arrangements, # of dependents, monthly rent payments, etc. There are also over 800 directives as part of the Ontario Works Act that can pose challenges for CMSM’s to deliver the program in an efficient manner. By streamlining processes and rules, it is the hope that the administrative burden and paperwork will be reduced and caseworkers can spend more time providing a more client centric approach to case management. This direction is also in line with the ongoing modernization initiatives.
Local Discretionary Fund (OW) CMSM’s will be empowered to deliver services locally, including the creation of a local OW discretionary fund. Although the details were sparse as to what this means, the idea is that local municipalities will be able to tailor benefits to improve client outcomes with the ultimate goal of increasing the number of clients who find employment.
It should be noted that other than the 1.5% increase to financial assistance for ODSP and OW recipients (which already took effect in 2018), there were no other increases announced. Instead, the Minister focused on the recent Provincial government’s announcement of the Low-income Individuals and Families Tax (LIFT) credit that, if passed, will benefit 1.1 million people across the province and provide low-income and minimum wage workers up to $850 in Ontario Personal Income Tax relief and couples up to $1,700.
Next Steps
While the announcement was broad, it is anticipated that further direction and clarity will be provided gradually over the next 12-18 months. Any change may require legislative changes, which may come as early the spring/summer 2019. However, CMSM’s have been assured that should there be any financial impact due to the proposed reforms, they will not occur until 2020.
Service Modernization, Human Service Integration and a review of the Ontario Works funding model continue to be priorities of this government and our department. Any future changes, new initiatives and projects will continue to align with these priorities.
COUNCIL AGENDA - February 25, 2019 Page 265 of 346 Page 3 of 5 Risk Analysis:
Based on the limited details and information received to date, it is too early to determine the impact to the corporation and clients. The only immediate area of noted concern is the potential increase in OW caseloads as a result of the change to the definition of ‘disability’ under the ODSP Act.
Employment and Social Services are no stranger to change when it comes to upper levels of government. The department continues to be adaptable and proactive in its change management efforts. For example, knowing that the government is focused on reducing the administrative burden and paperwork, the department is developing pilot projects to modernize and streamline the work completed by front-line staff.
Administration is working through the avenues provided by our professional association and leadership tables such as the Ontario Municipal Social Services Association (OMSSA) and Urban Commissioners group to offer feedback on proposed changes and stay on top of emerging issues for residents and the corporation.
Financial Matters:
As of the date of this report, there are no direct financial implications to our municipal budget and funding model. As discussed, over the next 12-18 months, the Ministry will roll out additional details and will provide further direction. Should there be any substantial financial impacts to funding, Administration will report back to Council.
Consultations: N/A
Conclusion:
Based on delegated discussions with Minister MacLeod at the AMO Conference, initial discussions with the Ministry of Children, Community and Social Services, presentations at OMSSA meetings and the 100 Day Review, it is clear that the government’s priority is to move people into employment. For those who are not employment ready, providing them with the necessary wrap around services and supports is the first step towards the longer-term goal of employment. The department’s vision will continue to align with that of the Ministry and we remain steadfast in our commitment to helping residents in our community.
Planning Act Matters: N/A
COUNCIL AGENDA - February 25, 2019 Page 266 of 346 Page 4 of 5 Approvals: Name Title
Andrew Daher Executive Director of Employment and Social Services
Jelena Payne Community Development and Health Services Commissioner
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Appendices:
COUNCIL AGENDA - February 25, 2019 Page 267 of 346 Page 5 of 5 Item 11.1
Council Report: C 25/2019
Subject: Exemption to Noise By-Law 6716 for Nighttime Construction Work - Wards 2 & 10
Reference: Date to Council: February 25, 2019 Author: Dwayne Dawson Executive Director of Operations / Deputy City Engineer 519-255-6415 [email protected] Public Works - Operations Report Date: 2/8/2019 Clerk’s File #: SW2019
To: Mayor and Members of City Council
Recommendation: I) That the following exemption requests to the provisions of the Noise By- law 6716 (as amended), BE GRANTED:
a. Specific exemption request: The Public Works Department of the City of Windsor is requesting a noise by-law exemption for the time periods for the operation of construction equipment as dictated by the City of Windsor By-Law No. 6716 in order to allow 24/7 construction work.
b. Scope of Exemption: The project limits are located in the City of Windsor on Huron Church Rd from 0.10 km South of Malden Rd to 0.1 km North of Dorchester Rd. c. Duration of Exemption: This Noise By-Law Exemption is requested for the dates commencing on April 1st, 2019 and continuous through July 31st, 2019.
Executive Summary:
N/A
Background:
A Connecting Link is defined as a road that connects two ends of a provincial highway through a community or to a border crossing. In 1973, Huron Church Rd between Highway #3 and the Ambassador Bridge was identified as a Connecting Link by the
COUNCIL AGENDA - February 25, 2019 Page 268 of 346 Page 1 of 4 Province of Ontario. Huron Church Rd is the only Connecting Link in the City of Windsor and the limits are from just North of the Industrial Dr/ Northwood St intersection to the Ambassador Bridge. The MTO runs a Connecting Links Program that funds the construction and repair of roads and bridges on connecting links. The program funding is for up to 90 percent of total eligible project costs. The maximum amount of funding for eligible costs is $3 million per project. Funding is provided for the design, construction, renewal, rehabilitation and replacement of connecting link infrastructure.
The City has been submitting projects to the MTO for consideration in the Connecting Links Program since the start of the program in 2015. The City was notified in early 2018 that our 2017 application had been approved and we were awarded the maximum grant value of $3 million for the reconstruction of Huron Church Rd from Malden Rd to Dorchester Rd.
Discussion: The City of Windsor is undertaking the reconstruction of Huron Church Rd from Malden Rd to Dorchester Rd. This section of Huron Church Rd see in excess of 60,000 vehicles per day including over 10,000 trucks per day going to and coming from the Ambassador Bridge which is the busiest international commercial border crossing in Canada. This section of roadway has significantly deteriorated due to the heavy volumes of traffic and annual freeze-thaw cycles and requires full reconstruction. The intent of this project is to replace the existing composite pavement with a new concrete pavement to improve the long term durability of the roadway.
The project consists of the following components:
Demolition and removal of existing asphalt over concrete road, concrete sidewalks, concrete median and traffic signal infrastructure. Installation of new watermain complete with associated tie-ins. Construction of new concrete pavement, sidewalks and median islands. Installation of new traffic signals on Huron Church Rd at the Malden Rd, Prince Rd/Totten St and Dorchester Rd intersections. Drainage improvements.
Construction activities will be carried out 7 days a week and 24 hours a day to the extent that the construction operations will allow.
Access to businesses will remain open throughout the construction works.
The properties fronting on the section of Huron Church Rd to be reconstructed are primarily commercial which would render this area exempt as per the Noise By-law 6716 however, due to the proximity of some residential properties on adjacent streets, Public Works is seeking a Noise By-Law Exemption in order to:
Minimize the potential safety hazards during construction to the traveling public. Minimize the total duration of construction.
COUNCIL AGENDA - February 25, 2019 Page 269 of 346 Page 2 of 4 The proposed nighttime works will involve the reconstruction of the road and associated infrastructure within the right-of-way and will involve the use of the following noise producing machinery:
Construction vehicles such as: dump trucks and material delivery trucks Construction equipment such as: excavators, loaders, bulldozers, rollers Paving units (concrete pavers) Use of power tools such as: air compressors and portable power generators; Compaction equipment; and, Concrete saws and coring machines. The control of construction noise from this project requires that the Contractor maintain equipment in a good operating condition that prevents unnecessary noise (e.g. machinery must be kept in good working order, and no excessive idling of equipment will be permitted). A notification area for the by-law exemption is illustrated in Appendix A.
Risk Analysis:
Risk Risk Description Impacted Objective(s) Mitigating Strategy / Status Responsibility Level
To minimize noise nuisance from construction activities to adjacent businesses and private properties, private construction firms working under contract for the City will be required to minimize the Noise will exceed idling of construction vehicles, generally Consideration of maintain equipment in good City / General Low acceptable community working order, and apply Contractor nighttime levels standard noise mitigation measures. If construction noise complaints arise during construction, they will be investigated by City staff in an attempt to mitigate the concerns and reach a resolve to the complaint.
Financial Matters: There is no financial impact to the City in granting the Public Works Department the requested exemption to the By-Law 6716.
Consultations: A letter will be delivered to all properties within 150m of the proposed works and a Public Information Open House is being planned when business owners and residents can get addition project information and ask any questions they might have.
COUNCIL AGENDA - February 25, 2019 Page 270 of 346 Page 3 of 4 Conclusion: Administration supports the Public Works Department’s requested exemption to the Noise By-law as nighttime work will minimize the duration of the construction works resulting in a return to normal traffic flow as quickly as possible.
Planning Act Matters: N/A
Approvals: Name Title
Mark Winterton City Engineer
Valerie Critchley City Clerk
Shelby Askin Hager City Solicitor
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
All affected properties within 150m of the construction activities.
MTO Ron Lewis [email protected]
WEMG Mike Palanacki [email protected]
Ambassador Bridge [email protected]
Stan Korosec [email protected] Randy Spader
Windsor Police Services [email protected]
Appendices: 1 Appendix A - Notification Area for By-Law Exemption
COUNCIL AGENDA - February 25, 2019 Page 271 of 346 Page 4 of 4 COUNCIL AGENDA - February 25, 2019 Page 272 of 346 Item 11.2
Committee Matters: SCM 429/2018
Subject: Sandison Street Proposed Parking Changes - WARD 9
Moved by: Councillor Payne Seconded by: Councillor Borrelli Decision Number: ETPS 645 THAT Parking By law 9023 BE AMENDED to indicate no parking on the north side of Sandison Street only, from Howard Avenue to the easterly limit including the cul-de-sac; and, THAT the City Solicitor BE DIRECTED to prepare the necessary documents to amend the By law; and, THAT the On-Street Parking Control Changes Policy WE WAIVED to allow for this parking change. Carried.
Report Number: S 180/2018 Clerk’s File: ST2018
Clerk’s Note: The recommendation of the Standing Committee and Administration are not the same.
COUNCIL AGENDA - February 25, 2019 Page 273 of 346 Council Report: S 180/2018
Subject: Sandison Street Proposed Parking Changes - WARD 9
Reference: Date to Council: February 25, 2019 Author: Jeff Hagan Policy Analyst 519-255-6247 ext 6003 [email protected]
Report Date: 10/26/2018 Clerk’s File #: ST2018
To: Mayor and Members of City Council
Recommendation: 1. That Parking By law 9023 BE AMENDED as listed and attached in Appendix 1 of this report, and
2. That the City Solicitor BE DIRECTED to prepare the necessary documents to amend the by law.
Executive Summary:
N/A
Background:
The proposed parking regulations are generally related to recent development on Sandison Street. Related developments and approvals include:
Development applications (Z-002/17 and SPC-002/17) for a residential development at 550 Sandison Street,
Upgrading of Sandison Street to a full width standard cross section with curb and gutter (related to the above development),
Street and alley closure (SAA/5034, CR333/2017, By-law 170-2017) for the easterly portion of Sandison Street, and
Approval of a parking encroachment in the Sandison Street right-of-way at 3793 Howard Avenue.
COUNCIL AGENDA - February 25, 2019 Page 274 of 346 Page 1 of 6 Further details are provided below.
Historically, parking has been prohibited on Sandison Street between Howard Avenue and the cul-de-sac to the east. Portions of the north side as well as the cul-de-sac were explicitly listed in Schedule “C” (No Parking) of Parking By-law 9023; for the rest of the road segment, parking was prohibited by the general provisions of Parking By-law 9023, due to narrow roadway widths, a lack of curbs and shoulders in sections, or the presence of driveways. Both sides of the street were signed no parking. The original parking restrictions on Sandison Street are shown in Figure 1.
Figure 1: Sandison Street - Original Parking Restrictions (before roadway upgrade)
Development applications for a 47-unit residential development at 550 Sandison Street (Z-002/17 and SPC-002/17) were recently approved. As of the date of this report, the development is under construction. The easterly portion of Sandison Street was closed in 2017 (street and alley application SAA/5034, discussed in Administration report S 62/2017 and enacted by by-law 170-2017). The remaining portion of Sandison Street from Howard Avenue easterly provides access to this development, as well as to the other properties on Sandison Street, for pedestrians, cyclists, and vehicular traffic.
As a condition of the approval for the 550 Sandison Street development, Sandison Street was upgraded to a standard roadway cross-section with curb and gutter. Because of the wider roadway width and the provision of curbs, on-street parking can be considered along parts of Sandison Street where parking had been prohibited due to general provisions of Parking By-law 9023.
COUNCIL AGENDA - February 25, 2019 Page 275 of 346 Page 2 of 6 In the course of the review for the residential development, Administration noted that the parking area for the chiropractic clinic at 3793 Howard Avenue encroached in the right- of-way. A modified version of this encroachment was brought forward to Council (report S 20/2018) and subsequently approved (Council resolution CR 168/2018). The approved encroachment allowed for 5 encroaching parking spaces. Report S 20/2018 noted that Administration would bring forward a proposed amendment to Parking By-law 9023 that would allow parking on the south side of Sandison Street.
Discussion:
The new width of Sandison Street can allow parking on one side of the street, if desired. As identified in the Report S20/2018, Administration initially recommended that parking be allowed on the south side of Sandison Street. The proposed parking regulations were communicated to affected property owners by notification letter (Appendix 2).
In response to Administration’s notification letter, a resident contacted Administration to request that parking be prohibited on the south side of Sandison Street within 40 m of Howard Avenue (an additional 25m or a loss of 2 parking spaces considering driveways - beyond the original notification letter). In accordance with the Parking Control Changes Policy, a petition form was provided to the resident for circulation.
The petition form is attached as Appendix 3. The completed is signed by the owners of 8 of the 9 affected properties (89%). This level of support exceeds the minimum threshold for a successful petition given in the Parking Control Changes Policy (60%).
Administration has no objection to this requested additional parking restriction and has incorporated it into the recommended amendment to Parking By-law 9023, attached as Appendix 1. These proposed parking restrictions are shown in Figure 2.
COUNCIL AGENDA - February 25, 2019 Page 276 of 346 Page 3 of 6
Figure 2: Sandison Street Proposed Parking Restrictions (after roadway upgrade and street closure)
Risk Analysis:
No critical or significant risks have been identified. The following low level risks have been identified:
Timing risks:
o Unless an amendment to Parking By-law 9023 is passed, the general provisions of the By-law will allow parking in areas where, historically, it has not been allowed. If this condition continues, removing this parking may be more difficult in future as residents and business patrons on the street become accustomed to having the on-street parking available.
o The developer of the 550 Sandison site is responsible for the costs of upgrading Sandison Street, including providing parking signage. If the recommended amendments to Parking By-law 9023 are not passed before the developer’s commitment ends, any parking signage changes would be at the Corporation’s cost.
Community impact risk:
o The proposed parking regulations could shift on-street parking demand to new locations on Sandison Street. This risk is mitigated by the Parking
COUNCIL AGENDA - February 25, 2019 Page 277 of 346 Page 4 of 6 Control Changes Policy, which would allow residents to petition for the removal of additional on-street parking in future, if desired.
Financial Matters:
The report recommendations have no financial implications to the Corporation.
As per the development’s site plan agreement, costs to upgrade Sandison Street, including provision of parking regulation signage, are the responsibility of the developer of 550 Sandison Street.
Consultations:
Roberto Peticca, Traffic Operations
Justina Nwaesi, Planning
Melissa Gasic, Planning
Adam Pillon, Engineering
Conclusion:
Administration recommends that Parking By-law 9023 be amended to prohibit parking at the following locations on Sandison Street:
North side: from Howard Avenue easterly to the cul-de-sac, including the cul-de- sac.
South side: from Howard Avenue easterly to a point 40 m easterly.
This recommendation reflects both the minimum parking restrictions noted by Administration to allow satisfactory traffic operations and access as well as additional parking restrictions at resident request, supported by resident petition.
Planning Act Matters: N/A
Approvals: Name Title Josette Eugeni Manager of Transportation Planning Wira Vendrasco Deputy City Solicitor Shelby Askin-Hager City Solicitor and Corporate Leader, Economic Development and Public Safety Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email Councillor Payne
COUNCIL AGENDA - February 25, 2019 Page 278 of 346 Page 5 of 6 Name Address Email Area property owners (list provided to Clerks)
Appendices: 1 Amendments to Parking By-law 9023 2 Notification Letter - July 17, 2018 3 Resident Petition
COUNCIL AGENDA - February 25, 2019 Page 279 of 346 Page 6 of 6 AMENDMENTS TO PARKING BY-LAW 9023
ITEM REGULATION STREET SIDE FROM TO REASON A Point East Up Schedule “C” 44 Metres To and Sandison 1 No Parking North East of Including Roadway widening St DELETE Howard The Cul- Ave De-Sac A Point Schedule “C” 63 Metres Sandison Howard 2 No Parking South East Of Roadway widening St Ave DELETE Howard Ave
Up to and Schedule “C” Sandison Howard including 3 No Parking North Roadway widening St Ave the cul-de- ADD sac
A point 44 Schedule “C” metres Sandison Howard 4 No Parking South east of Resident petition St Ave ADD Howard Ave
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Committee Matters: SCM 18/2019
Subject: Summary of the Health Kids Community Challenge Initiative City Wide
Moved by: Councillor McKenzie Seconded by: Councillor Bortolin Decision Number: CSPS 1 THAT the report entitled Summary of the Health Kids Community Challenge Initiative and presentation of the Manager of Social Policy and Planning and Project Manager BE RECEIVED for information; and,
THAT Administration BE REQUESTED to prepare a report outlining what would be required to continue to program, including funding requirements, by engaging our partners. Carried.
Report Number: S 164/2018 Clerk’s File: SS/11852
Clerk’s Note: The recommendation of the Standing Committee and Administration are not the same.
COUNCIL AGENDA - February 25, 2019 Page 287 of 346 Council Report: S 164/2018
Subject: Summary of the Healthy Kids Community Challenge Initiative
Reference: Date to Council: February 6, 2019 Author: Mary Ellen Bernard mbernard @citywindsor.ca 519-255-5200 x 5270 Laurel Quinlan [email protected] 519-255-5200 x 5327 Administration Report Date: 10/10/2018 Clerk’s File #: SS/11852
To: Mayor and Members of City Council Recommendation:
THAT the report of the Manager of Social Policy and Planning and Project Manager BE RECEIVED for information.
Executive Summary:
N/A
Background: The Healthy Kids Community Challenge (HKCC) initiative was introduced by the Ministry of Health and Long Term Care in 2014, to encourage healthy lifestyles and reduce the incidence of overweight and obese children. The objective of the Healthy Kids Community Challenge was to develop and implement programs and policies that promote healthy and active lifestyles among children through community-led planning and activities.
On March 3, 2014, through CR51/2014, City Council authorized Administration to submit an application to the Ministry of Health and Long Term Care for the Healthy Kids Community Challenge on behalf of the City and the seven County municipalities. In November 2014 a communication was received by the City that its application was successful, however it was not until July 2015 that the City was officially notified that it would receive a total of $525,000 to implement a three year program. Windsor Essex was one of 45 Healthy Kids Community Challenge Communities selected across the Province of Ontario. Towards the end of 2017, the success of the HKCC initiative prompted the Ministry of Health and Long Term Care to extend the initiative to include a
COUNCIL AGENDA - February 25, 2019 Page 288 of 346 Page 1 of 6 4th theme, for which the City received an additional $87,500 in January 2018. The initiative was completed in September 2018.
The HKCC initiative strongly emphasized the involvement of children and youth, parents and families, and multi-sectoral community partners which included health care, recreation and education. The premise of the HKCC was that the long term development of healthy behaviours needed to be everyone’s responsibility- it truly takes a village to raise a healthy child.
The key components of the HKCC initiative were the following:
Accessible activities which supported a rotation of 4 themes: o Run. Jump. Play. Every day! o Water Does Wonders o Choose to Boost Veggies and Fruit o Power OFF and Play!
Use of positive messaging which focused on healthy kids, not healthy weights; Information which targeted protective factors for healthy weights, such as improved nutrition and increased physical activity; Recognition that healthy kids live in healthy families, schools and communities; Activities needed to support health equity, meaning some programs were universal while others were targeted for ‘at-risk’ populations; and Activities which reached targeted geographic areas, while other activities were implemented across communities.
Discussion: A requirement of the Healthy Kids Community Challenge was the engagement of a Project Champion. As this project was implemented regionally throughout Windsor and Essex County, the HKCC was fortunate to have Co-Champions: Jo-Anne Gignac, City of Windsor Ward 6 Councillor and Gary McNamara, Mayor of Tecumseh.
From the onset, a governance structure of the HKCC initiative was established. The co- chairs led a Leadership Table which provided strategic direction throughout each of the four themes. Their direction was carried out by an Implementation Committee, in collaboration with a Physical Activity Working Group, a Communication Working Group, an Evaluation Working Group and a Healthy Eating Working Group. The Leadership Table and all committees and working groups were comprised of community partners from multiple sectors including health care, recreation, education and non-governmental organizations. Additionally, each group included a representative from one of the seven municipalities within Essex County.
The Windsor Essex County Health Unit (WECHU) was a key partner throughout the HKCC initiative. The Medical Officer of Health brought the original research to the City and County regarding the status of children’s health, introduced the prospect of the upcoming HKCC initiative and urged the City and County to submit a proposal. WECHU staffs were on all committees, including the Medical Officer of Health and the Director of Health Promotion, who were active members of the Leadership Table and the Implementation Committee throughout the duration of the HKCC initiative.
COUNCIL AGENDA - February 25, 2019 Page 289 of 346 Page 2 of 6
Activities in each of the four themes were based on the following criteria: enhancements to existing programs, applicability to residents within one of the dissemination zones, and ability to reach the targeted age group of children 0 to 12 years of age. Consideration was also given to ‘universal’ activities which could be implemented across Windsor and Essex County. The first theme was “Run. Jump. Play. Every Day!” and it focused on physical activity. This theme encouraged physical activity through a mix of active play, active transportation, sports and structured physical activity. Highlighted activities in Theme 1 included the delivery of a Youth Forum through a partnership between education, health and recreation sectors. The Windsor Essex County Health Unit developed ‘Outdoor Play Every Day Kits’ which targeted children in EarlyON Centres. This theme also included the promotion of Family Day and March Break In-Motion activities.
Theme 2 was “Water Does Wonders’. This theme promoted the benefits of drinking water; helping kids make healthy choices to quench their thirst and ensuring kids have easy access to safe, free drinking water. Many of the Theme 2 activities took place under the umbrella strategy of ‘Take Charge’ in partnership with the Windsor Essex County Health Unit. Sugar shocker kits were used to demonstrate to youth the high levels of sugar in sodas and sports drinks. Water bottle filling stations were installed throughout the city and the county, increasing access to fresh drinking water and promoting the use of refillable containers. “Choose to Boost Veggies and Fruit” was the message delivered in Theme 3. This theme encouraged kids and families to make vegetables and fruit a part of every meal and snack and as a community, to consider the food and drinks available to kids at home, school and play. A number of activities took place to boost food literacy within the HKCC designated areas. Again, partnerships between education, health and recreation sectors were leveraged and a second Youth Forum was held. The second Youth Forum built on the previous themes and again involved youth in creating change. Youth Champions who attended learned the benefits of leadership, physical activity, choosing water and eating veggies and fruit. Theme 4 focused on “Power OFF and Play” and was targeted at helping children and families build a balanced day with limited screen time. This theme drew attention to the importance of moderating screen time use, powering off before bed and having screen free meals. Some highlights of this theme included the viewings of the ‘Screenagers’ documentary in the City and the County, promoting a Screen Free Family Day, Tecumseh’s Power OFF and Playground and multiple In-Motion events. One of the reasons that the HKCC was so successful was the partnerships established between multiple sectors, including health, education and recreation. Over the last three years community partners including the Windsor Essex County Health Unit, all four Boards of Education, City and County Municipal Recreation Departments and the Windsor Essex Community Health Centre, worked together towards a common goal of improving the health of children in Windsor and Essex County. Furthermore, an array of departments from City of Windsor Administration were also involved in HKCC initiatives
COUNCIL AGENDA - February 25, 2019 Page 290 of 346 Page 3 of 6 including Recreation and Culture, Children’s Services, Social Policy and Planning, Employment and Social Services and Corporate Communications.
Some specific highlights of the Healthy Kids Community Challenge were:
Over 50,000 children and parents from Windsor and Essex County participated in the Healthy Kids Community Challenge
342 Healthy Kids Community Challenge activities took place over 3 years
100 community partners worked together on Healthy Kids Community Challenge Initiatives
40 Healthy Kids Community Challenge Schools were identified and theme- based information was disseminated to over 14,000 students
The HKCC funded refillable water stations throughout the city and county which have already filled over 87,629 water bottles
An electronic resource library of Healthy Kids Information is now available to the community through the Windsor Essex County Health Unit.
A wrap up celebration was held on September 18, 2018 at the Ciociaro Club of Windsor. The event included remarks from the Healthy Kids Community Challenge Co- Champions, Councillor Jo-Anne Gignac and Mayor Gary McNamara, Dr. Wajid Ahmed from the Windsor Essex County Health Unit and Jelena Payne, Commissioner of Community Development and Health Services. Highlights from all four themes were on display and a brief video with highlights from the Healthy Kids Community Challenge was shown.
A multi-tiered evaluation process for the Healthy Kids Community Challenge project is being implemented. Public Health Ontario is conducting an evaluation of the overall project and each local activity was evaluated individually through the completion of activity reports.
The Project Managers for the Healthy Kids Community Challenge have been Joe Parent and Laurel Quinlan.
Risk Analysis: N/A
Financial Matters: The Healthy Kids Community Challenge project was funded 100% by the Ministry of Health and Long Term Care through an agreement with the City of Windsor. The Ministry initially allocated $175,000 per year for three years for a total of $525,000 with an additional $87,500 received for the inclusion of Theme 4. A total of $612,500 was received from MOHLTC between April 1, 2015 and September 30, 2018 for the HKCC.
COUNCIL AGENDA - February 25, 2019 Page 291 of 346 Page 4 of 6 Additionally, a total of $165,000 was contributed by the Erie St. Clair Local Health Integration Network (LHIN) over the term of the project.
Consultations:
Linda Higgins - Manager, Intergovernmental Subsidies & Financial Administration
Conclusion:
In assuming the role of project lead for the implementation of the Healthy Kids Community Challenge, the City of Windsor demonstrated a commitment to supporting children’s health and wellness. A few of the long term benefits of this initiative are: strengthening partnerships and collaborations both within the City and between City and County organizations notably in Recreation and Education; empowering youth leaders and enhanced information-sharing between families and community supports. As noted, the Windsor Essex County Health Unit agreed to serve as a repository for all the information accumulated and created over the past 3 years on the 4 themes, which can be accessed by all. The Healthy Kids Community Challenge illustrated the importance of collaborative efforts to encourage children and youth to be physically active, to choose water, to boost their consumption of fruits and veggies and to power off electronics. Windsor and Essex County rose to the challenge.
Planning Act Matters: N/A
Approvals: Name Title
Mary Ellen Bernard Manager, Social Policy and Planning
Jelena Payne Community Development and Health Commissioner, Corporate Leader – Social Development and Health
Joe Mancina Chief Financial Officer/City Treasurer, Corporate Leader – Finance and Technology
Onorio Colucci Chief Administrative Officer
Notifications: Name Address Email
Gary McNamara 917 Lesperance Rd. [email protected] Tecumseh, ON N8N 1W9 Mary Birch Suite 202, 360 Fairview [email protected] Ave. West, Essex, ON N8M 1Y6
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Dr. Wajid Ahmed Windsor Essex County [email protected] Health Unit
Appendices: Appendix A: The Healthy Kids Community Challenge- Summary Report; Author: Evelina Baczewska, 2019
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The Healthy Kids Community Challenge
SUMMARY REPORT
Evelina Baczewska, MA Sociology THE CORPORATION OF THE CITY OF WINDSOR | COMMUNITY HEALTH AND DEVELOPMENT SERVICES
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THEME ONE: RUN. JUMP. PLAY. EVERY DAY.
Introduction 1
Theme One Summary: Maximizing Assets, Meeting Needs, Addressing Barriers & Creating Opportunities 2
Theme One Activity Report Early Years 5 School 7 Community 9 Healthcare 11
THEME TWO: WATER DOES WONDERS
Introduction 14
Theme Two Summary: Developing Healthy Habits of Hydration––Addressing Issues of Education, Proximity & Access 15
Theme Two Activity Report Early Years 18 School 19 Community 20
THEME THREE: CHOOSE TO BOOST VEGGIES AND FRUIT
Introduction 25
Theme Three Summary: Encouraging the Development of Healthy Lifestyles by Building Supportive Environments––An Integrative Approach 26
Theme Three Activity Report 28
THEME FOUR: POWER OFF AND PLAY!
Introduction 34
Theme Four Summary: ‘The Medium is the Message’––Limiting Recreational Screen-Time as a Method of Mindful Activity and Interaction 35
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Theme Four Activity Report 37
HKCC SUMMARY REPORT: AFTERWORD
Critical Perspectives on Health, Youth and ‘Body Work’ 45
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INTRODUCTION––Theme One: Run. Jump. Play. Every Day.
Seeking to promote, encourage, and implement strategies that address childhood obesity prevention by supporting healthy, active lifestyles in children between the formative ages of 0-12, the Healthy Kids Community Challenge (HKCC) launched its first set of interventions entitled: Theme One: Run. Jump. Play. Every Day. Interventions implemented under Theme One recognized that maintaining a healthy weight and engaging in an active lifestyle are largely influenced by social and environmental factors that determine access and opportunity. Echoing an implementation strategy that focused on providing children with opportunity to engage in increased daily physical activity, interventions implemented under the Run. Jump. Play Every Day theme relied on the collaboration of the education, recreation, health, and community sectors to deliver activities aimed at encouraging everyday movement and physical literacy. Activities advanced under Theme One combined active play, sport, active transportation and structured activities providing the following benefits: ü Skills for staying active ü Support for making healthy choices ü Close links to supports within the community
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THEME ONE SUMMARY––MAXIMIZING ASSETS, MEETING NEEDS, ADDRESSING BARRIERS & CREATING OPPORTUNITIES
Cultivating positive lifestyle behaviours, the delivery of initiatives of the Healthy Kids Community Challenge (HKCC) aimed to enhance children’s health through physical activity and healthy eating. Each of the outlined interventions implemented under Theme One: Run. Jump. Play Every Day. were developed following targeted and evidence-informed theme-based action plans based on uniquely identified assets, needs, barriers, and opportunities as outlined in the 2016 Windsor-Essex Community Needs Assessment.1
Utilizing an implementation strategy informed by the social determinants of health, the delivered interventions focused on meaningfully addressing well documented statistics stating that nearly 1 in 4 children in Windsor-Essex live in poverty.2 Further, national data collected in 2013 report that approximately 1 in 5 Canadian youth are classified as overweight or obese. Comparatively, a study observing the local youth population suggests that rates of childhood obesity are above the national average.3 Seeking to address such statistical metrics at a community-based level focused on everyday life practices, Theme One activities followed an approach that actively recognized factors influencing children’s health and physical activity as largely determined by intersecting social and environmental markers.
In so doing, the above outlined initiatives were largely implemented in dissemination areas reaching priority populations of low socioeconomic status facing greater barriers to health and social opportunity.4 Mindful of the correlation between income and opportunity5, implemented activities attended to concerns of access, affordability, proximity, and the built environment. Recognizing and addressing community-based issues required the mobilization of multiple community sectors creating a collective network in which children, parents, community stakeholders, gatekeepers, and the general public were invested in participating in activities meant to influence personal lifestyle changes. As such, successful delivery of HKCC activities relied on an implementation network comprised of early years (family), school, community (recreation), and healthcare.
Activities targeting early years acknowledged the importance of family and early childhood education in developing lasting healthy, active living habits. Notably, initiatives disseminated under this sector specifically targeted the home and family environment. Speaking to the value of developing healthy preferences in early, formative years,6 initiatives such as Time with Dad Matters, Move and Groove Night/Music Time, Supporting Children’s Services, Outdoor Play Every Day, Physical Literacy Kits for Early Childhood Educators provided opportunities and supports to parents and early childhood facilitators by
1 Slifierz, M., Cameron, M. & Dupuis, N. (2016). Healthy Kids Community Challenge Windsor-Essex: Community Needs Assessment, 1-43. Windsor-Essex County Health Unit and the City of Windsor, Windsor, ON. 2–– Slifierz et al. (2016). p. 10. 3–– Slifierz et al. (2016). p. 11. 4 –– Slifierz et al. (2016). p. 22. 5 Ribot, J.C. & Peluso, N.L. (2003). “A Theory of Access.” Rural Sociology 68(2), 153-181. 6 –– Slifierz et al. (2016). p.11. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 2
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offering physical literacy activities that were of low or no cost and implemented in community centres proximal to their neighbourhoods. This reflects the importance of continued collaboration between structured activity offered in childcare or community centres and the home when modelling physical activity and overall health.
Fit Burst/Active Learning/Fit Classrooms, Active Safe Routes to School, Walk Across Canada, and the Youth Leadership Forum offered physical activity opportunities through school programming. Citing a lack of time, inadequate facilities, and a lack of student motivation to be active as the most commonly identified barriers to engaging in physical activity during school hours,7 programs provided under this sector promoted physical exercise activities that could easily be implemented as part of the academic curriculum. Schools were offered kits that allowed for the implementation of various games and activities that promoted daily movement. In addition, other implemented initiatives specifically sought to address very low active transportation routes noted among elementary school students. Less than half of surveyed principals reported their schools having designated safe routes that support walking or biking to school, and an even smaller percentage of students are estimated to independently travel to school.8 Therefore, schools were supported in addressing concerns relating to the surrounding physical environment. Overall, as noted in the Community Needs Assessment, “[G]ood staff role models, strong involvement from parents and parent councils, as well as school policies...are [endorsed as]key assets in promoting healthy [behaviours].”9
The following initiatives mobilized community assets by providing accessible and affordable recreational opportunities, and subsequently encouraged children to seek greater community involvement: Run. Jump. Play Every Day. Recreation Can Be Affordable, Try a Sport Day, inMotion Activity Pass, Glengarry Neighbourhood Sports, and Dougall Neighborhood Community Sports Night. Both children and parents express enthusiasm over using community facilities such as the YMCA, however, identify high costs of registration and equipment, as well as public safety concerns as prominent barriers to participation.10 This further demonstrates that social markers dictate access. Declining rates of physical activity among youth are not dictated by a lack of interest or motivation. Rather, interest and motivation are shaped by opportunity and exposure. Baczewska, Cachon, Daniels, and Selimos (2017) demonstrate how interest and motivation are activated and actualized through existing structures of opportunity whereby a feedback loop develops––as youth engage in community activity, it becomes something they willingly do as part of their everyday lives.11 Lived experiences combined with opportunity create interests, interests expose motivations, and motivations assist in solidifying continued participation. Importantly, Sharp, Caldwell, Graham and Ridenour (2006) emphasize the value of purposive free time activities in expanding the development of identity, initiative, and motivation among youth.12 They further specify
7 –– Slifierz et al. (2016). p. 29. 8 –– Slifierz et al. (2016). p. 28. 9 –– Slifierz et al. (2016). p. 24. 10 –– Slifierz et al. (2016). p. 35. 11 Baczewska, E., Cachon, M.F., Daniels, Y., & Selimos, E.D. (2017) “Mapping the Terrain of Strategic among Social Change Oriented Youth.” Journal of Youth Studies. p. 12. 12 Sharp, E.H., Caldwell, L.L., Graham, J.W., & Ridenour, T.A. (2006). “Individual Motivation and Parental Influence THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 3
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that activity-based recreational interventions, when designed with intention, hold the capacity to “increase youth’s internal motivation to engage in meaningful, challenging, and interesting activities during their free time.”13 The significance of locally supported pathways (and opportunities) to varying forms of participation among youth has also been traced by studies analyzing youth political engagement.14 Such findings echo the salience of access and opportunity as vital precursors to participation stating, “This insight suggests that traditional institutionalized support for youth [...] engagement, through community programs, internships, and other engagement activities, remain key mechanisms of promoting and sustaining youth [...] participation.”15 The initiatives identified above created opportunities of exposure allowing children to experience and develop interest in community activities.
The healthcare sector facilitated the Physical Literacy Social Media Contest, the Community Activity Challenge, and the County Wide Active Transportation System (CWATS) Community Celebration. These initiatives promoted community activity encouraging residents and community stakeholders in collaborating in physical activity that utilized assets such as trails, active transportation, and appreciation of the natural environment. Initiatives implemented under the community health sector fostered connection, collaboration, healthy competition and motivation.
Further, the healthcare sector also facilitated knowledge mobilization strategies aimed at informing Windsor-Essex residents of the HKCC and overall principles and best practices of healthy, active living. These initiatives included: The Southwest Area Recreation Guild (SWARG) Seminar, Comprehensive Workplace Wellness Program, Healthy Workplace Luncheon, and the Healthy at Work Webinar Series. Sessions and programs implemented served as informational resources intended to empower adults in making healthy lifestyle choices for their families. Speaking to further concerns identified in the Community Needs Assessment, these knowledge mobilization strategies addressed adults’ lack of knowledge of how to implement healthy changes as contributing to their difficulty in doing so.16
Combined, these community-based initiatives addressed the deeply nuanced socio-structural causes contributing to physical inactivity among youth. Focused on positive health messaging and protective factors that assist in maintaining healthy behaviours, Theme One delivered activities that supported healthy kids beyond the narrow and reductive lens of weight status. Applying a community-based framework allowed for meaningful interventions that “[r]ecognize[d] that healthy kids live in healthy
on Adolescents’ Experiences of Interest in Free Time: A Longitudinal Examination.” Journal of Youth and Adolescence. 35(3), 359-372. 13 –– Sharp, E.H., Caldwell, L.L., Graham, J.W., & Ridenour, T.A. (2006). p. 370. 14 Harris, A., Wyn, J. & Younes, S. (2010). “Beyond Apathetic or Activist Youth: ‘Ordinary’ Young People and Contemporary Forms of Participation.” Young: Nordic Journal of Youth Studies. 18(1), 9-32; Wood, E.B. (2014). “Participatory capital: Bourdieu and citizenship education in diverse school communities.” British Journal of Sociology of Education. 35(4), 578-597. 15 –– Baczewska, E. et al. p. 11. 16 –– Slifierz et al. (2016). p. 25. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 4
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families, schools, and communities,”17 thereby empowering Windsor-Essex residents and youth to cultivate everyday life routines that seek community connection, activity, and exercise.
THEME ONE ACTIVITY REPORT
EARLY YEARS
Time with Dads Matters In collaboration with the Ontario Early Years Centre (OEYC), this initiative sought to enhance early interaction between fathers and their children. Fostering strong parent-child bonds through physical activity and interaction, this intervention provided new fathers of children aged 0-12 months with a gift of a child’s first ball. Highlighting the value and potential of using a simple everyday object to capture a baby’s attention and encourage them to develop strong motor skills, the gift of the first ball demonstrated the numerous possibilities of physically interacting with a developing child. As a new father who received a ball pointed out, “[I] never knew there were so many activities to do with a ball for a baby!” This initiative reached 105 fathers providing them each with a ball and countless opportunities to engage and explore with their babies.
Move and Grove Night/Music Time Providing a fun and interactive way of motivating families to engage in structured physical activity, the Ontario Early Years Centres (OEYCs) organized 20 minute, once-a-week Music and Movement sessions for families and children aged 0-6 years. Recognizing the value of integrating music and movement in assisting children in maintaining a healthy body weight and exploring creative ways of self-expression, the OEYCs report approximate participation levels of 59 adults and 83 children during a 13-week period. Following initial community interest in the Music and Movement sessions, 4 local musicians were invited to facilitate Music Circle Time incorporating live music with consistent physical movement. The reported benefits of this activity have led OEYCs to implement Music and Movement into daily activities at the centre.
Supporting Children’s Services Appreciating that active lifestyles are best nurtured and developed when modeled from a young age and implemented as part of a child’s daily routine, the City of Windsor partnered with Ontario Early Years Centres (OEYCs) to encourage healthy behaviours in children aged 0-6 years. Activities implemented under this initiative focused on providing knowledge and benefits of daily physical activity to children, their parents or caregivers that could be implemented at home. Moreover, when children attended structured activities, OEYCs were tasked with physical activity in daily programming. Movement was specifically encouraged through the Early Literacy Program where physical activity was featured as the focus of children’s stories. During the initial 13-week implementation, Circle Time–– featuring books that
17 The Agreement (2015). Healthy Kids Community Challenge Windsor-Essex: Schedule “A” ––Project Description and Timelines. p. 19.
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illustrated physical activity, was facilitated for 55 days in 14 centres. During a second 13-week period of Circle Time, stories were read for 61 days in 14 centres equalling to 116 days of storytelling that encouraged children to Run. Jump. Play Every Day. In addition, early childhood educators tracked children’s daily physical activity in the classroom using hockey pucks or caterpillars providing a visual, interactive way to motivate children to remain active. In total, this initiative reached 4,220 individuals, providing 26,870 potential encounters whereby children were encouraged to play, benefits and needs of physical activity were addressed, and healthy daily activities were implemented.
Outdoor Play Every Day The Windsor-Essex County Health Unit teamed with Ontario Early Years Centres (OEYC) and the Parent and Family Literacy Centres (PFLC) to increase the amount of time families with children aged 0-12 years spend engaging in outdoor physical activity and play. The partnering agencies distributed 30 Physical Literacy (PL) kits to childcare centres and 460 Outdoor Play Every Day (OPED) kits to OEYCs’ attending families. A total of 490 kits were distributed to increase fundamental movement skills and teach physical literacy, thereby limiting screen time and optimizing physical interaction with others. A survey distributed to parents documented their recognition that children benefit from outdoor activities. In fact, 77% of 60 responding parents reported that they wanted their kids to spend more time outdoors. Reflecting the desired objective, OPED kits were designed to engage children in outdoor activities containing: a ball, shovel, seeds and a watering can, bucket, sidewalk chalk, a water bottle, an activity booklet, and a tote bag. After receiving an OPED kit, 99% of parents indicated using the kit at home, and 69% reported that the kit provided new ideas of things to do outside. Notably, 41% specified that their child’s outdoor time had increased after receiving the kit. Bolstering the results of the survey, parents’ observations of the benefits of OPED kits are well illustrated by the following statements: “I thought it was a very good idea––it got my child outdoors––she loves the chalk and watering can. I hope this can continue in years to come!” “It has inspired me to do more [outdoors] with what we can find around the house.” In addition, information gathered through the parent survey indicated that 23% of respondents reported that overall screen time decreased following the distribution of the OPED kits. This finding notably demonstrates the transferable, holistic benefits of increased physical activity, and further speaks to the ways in which to limit everyday screen time for children. This objective will specifically be addressed in a forthcoming Theme 4 report.
Physical Literacy Kits for Early Childhood Educators In conjunction with the Outdoor Play Every Day kits, The Windsor Essex County Health Unit provided physical literacy (PL) kits and training to early childhood educators. This initiative equipped early childcare support staff with knowledge and strategies of outdoor play optimizing the benefits of physical literacy. In sum, 23 staff from Ontario Early Years Centres (OEYCs) had undergone training in a 1 hour OPED workshop, and 32 licensed childcare providers attended a 1-hour PL training session. The remunerations of these training sessions are well documented by surveyed supervisors and childcare providers. Prior to the implementation of this intervention, 6 of the 27 reporting centres were not providing any sort of PL programming. Following the introduction of the OPED kits, 100% of reporting sites are providing PL programming and 94% of centres plan to offer more outdoor drop-in sessions. Feedback provided by a THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 6
COUNCIL AGENDA - February 25, 2019 Page 302 of 346 HKCC SUMMARY REPORT [Theme One: Run. Jump. Play. Every Day] staff of a participating OEYC expressed the following benefit of the activities promoted under the OPED and PL initiative, “I feel that it was great addition for our programs. It is simple activities that all children and staff can do to increase the children's skills, coordination and balance.” The success of this initiative prompted The Windsor Star to publish an article (Steele, K. 2016, May 4. Child care centres getting physically active) speaking to the increase of confidence and competence in children who learn “physical literacy skills of locomotion, manipulation, and balance.” The local publication caught the attention of a childcare provider in Calgary, Alberta expressing interest in replicating the program. The recognition of this initiative is demonstrative of both the value and need of continued programming addressing physical activity that is introduced as a structured intervention in early educational centres, and further supported at home encouraging both independent and collaborative play. The combination of the OPED kits distributed to families, along with the PL kits and training provided to staff of the centres exemplifies a truly collaborative effort in promoting and implementing everyday physical activity. Such an approach acknowledges the importance of structured daily movement and supports that are crucial in maintaining physically active behaviours.
SCHOOL
Fit Burst/Active Learning/Fit Classrooms Supporting Daily Physical Activity (DPA) Policy currently being implemented in elementary school classrooms, the Windsor Essex County Health Unit collaborated with all local school boards to deliver physical activity ‘bursts’ throughout the school day. The Fit Burst is a resource that provides teachers with simple activities that are easily incorporated into the daily curriculum serving as a transitional activity either introducing or concluding a subject. The Fit Burst resource materials include a poster set comprising of: 9 Active Games for teachers to implement, a Movement Suggestion poster, a Stretch it Out poster; an Equipment List, and a User guide with instructional information for teachers. Each of the dissemination area schools received 3 Fit Burst resource kits. Based on the student population of each dissemination area––English Catholic 4,437 students; English Public 7,954 students; French Catholic 1,558 students; French Public 477 students; and, 465 private school students, the potential reach equals a sum total of 14,891 students. The Fit Burst provided an arsenal of supplemental opportunities for physical activity and action to strengthen the resolve of the DPA Policy. As specified by the following sentiments offered by participating school principals, “The kit contents certainly compliment and add to the inventory of the ‘traditional equipment’ already in our schools.” Additionally, the supplemental value of the kits is further evident in the following, “The kits have come at a perfect time as we have had many rainy days [resulting in] indoor recess. The indoor equipment is perfect for getting kids active in the classroom.” Containing both written and visual instructional guidelines, this initiative lends itself to countless encounters across all student populations becoming part of their visual and embodied environment.
Active Safe Routes to School This initiative promotes daily physical activity by encouraging elementary school children to incorporate walking to school as part of their daily form of active transportation. Addressing concerns that prevent parents from sending their children to school on foot, The Windsor Essex County Health Unit assisted school communities with walkability assessments that identified potential safety concerns for children THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 7
COUNCIL AGENDA - February 25, 2019 Page 303 of 346 HKCC SUMMARY REPORT [Theme One: Run. Jump. Play. Every Day] engaging in an active daily route. This initiative relied on the engagement of school committees, staff, parent volunteers, and 14,891 students within the Healthy Kids Community Challenge dissemination schools to assess their environment and identify any impediments that affect the students’ ability to navigate space. 700 English copies and 100 French copies of walkability checklists were distributed accordingly among the respective student populations. Each school was provided with 5 copies of the assessment checklists to collectively identify areas of concern based on specified travelled routes. This activity sought to empower students to independently navigate their neighbourhoods, thereby cultivating their spatial awareness and active involvement in making space accessible to them.
Walk Across Canada Building on the objectives of the Safe Routes to School initiative, Walk Across Canada likewise relied on the greater school communities to integrate walking into their daily routines. This challenge provided a quantitative method of tracking the number of ‘footsteps’ or kilometres walked over a specified period of time. Students, teachers, staff, principals, and parents were tasked with keeping a log detailing the distance traveled. Participants shared pedometers quantifying steps recording their team efforts. Quantified efforts were converted and visually represented on a map illustrating collective progress as participants ‘walked across Canada.’ School boards supplied pedometers and the Windsor Essex County Health Unit produced and provided 44 schools with a Walk Across Canada booklet including: guidelines for implementing the challenge, safety tips, curriculum ideas, tools for teachers, a student travel log, activity record, and a certificate for students. A total of 350 pedometers were distributed, along with 100 English and 100 French accompanying booklets outlining the challenge. This challenge was designed in such a way that promoted activities of locomotion while integrating the educational curriculum. For example, the map of Canada demonstrating the steps walked easily lends itself as a resource for a geography lesson, while the aggregation of steps supplies the content for a dynamic math lesson. This initiative supported active and dynamic pedagogical approaches that engaged both children and adults, whereby youth viewed themselves as valued collaborators.
Youth Leadership Forum Informed by best practices of centering youth voices––positioning students as active informers as opposed to passive participants, the City of Windsor established a Youth Leadership Forum. Selected youth demonstrating leadership potential and interest in becoming active in their school communities were trained, empowering them with leadership skills to promote the objectives of Theme One of the Healthy Kids Community Challenge. The Youth Forum brought youth together from each of the targeted schools within the dissemination area, guiding them in becoming physically active champions motivating their peers to engage in healthy practices. A total of 75 youth participated in the Forum. Forming a collaborative partnership with the goal of reinforcing support of youth in leadership positions, all 4 local school boards were involved in referring students to take part in the Youth Forum. Moreover, the University of Windsor provided physical literacy training to youth leaders, and the Gesstwood Camp and Retreat Centre delivered the Youth Forum Session on communication, teamwork, and problem solving.
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COMMUNITY
Run. Jump. Play Every Day. Recreation Can Be Affordable The Healthy Kids Community Challenge mobilized the support of the Windsor-Essex Communities inMotion Group, 8 local municipalities, the Southwest Area Recreation Guild, Canadian Tire, and Bell Media to engage the greater community. Launching a comprehensive outreach campaign, key Theme One messaging was disseminated through radio, television, social media, LED display boards, newspapers, regional pull-up banners, and email blast, etc. Each of these public outreach methods highlighted that recreation can be affordable. To maximize reach, this mobilization strategy successfully aligned the campaign with Family Day, March Break, and June is Recreation Month events. The campaign promoted physical activity and delivered messaging endorsing community activities focusing on physical recreation. Specifically, local municipalities provided physical activity programs within their recreation centres, regional banners were designed and displayed reflecting the affordability of physical activity, and local media provided support by reporting on and promoting the campaign. This campaign was structured to reach a vast majority of the general population, with a targeted focus on low socio-economic status residents, providing information of how they can connect with recreation programs and centres. The first implementation cycle focusing on events during Family Day and March Break garnered 3,434 participants, delivering 35 activities. During the second implementation cycle in the spring/summer, the campaign centered on events surrounding June is Recreation Month. The summer campaign reached participation levels of 1,440 individuals in 20 delivered activities. In sum, this campaign contributed to the overall participation of 4,874 individuals in 55 facilitated activities across Windsor-Essex.
Try a Sport Day Consistent with the objectives of Theme One: Run. Jump. Play Every day, the Town of Tecumseh co- ordinated a one-day event that included local sport organizations showcasing a variety of sports. This event sought to capture young people’s interest in organized sports activity, granting them with the opportunity to try, whereby they were able to encounter and engage in a sport of their choice. Additionally, this event provided resources and information of cost, how to register, anticipated time requirements, etc. Mindful of the financial obligations associated with registering children for organized community sports, The Healthy Kids Community Challenge specifically addressed this commonly identified barrier as part of the Recreation Can Be Affordable initiative by distributing brochures detailing the Canadian Tire JumpStart Program available to assist families in affording their children’s participation in sports. This event drew 400 individuals comprising of children aged 0-12 years, adults, and seniors. Moreover, this event offered 21 activities of ‘family fun entertainment.’ Further, a distributed survey offered more insight into the value of such an event––when asked whether [they] think community celebrations like ‘Try a Sport Day’ that provide discounted or free recreational activities support people to be more physically active, 100% of respondents responded affirmatively. Moreover, when asked, [a]fter attending the ‘Try a Sport Day’ event, do you have more information of how you can participate in sport or recreational program, 96% indicated that they did. Lastly, when asked whether [they] have heard of the Canadian Tire JumpStart Program, 98% expressed that they have been made aware. These metrics point to the continued importance community networks in fostering inclusion, access, opportunity, and awareness. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 9
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inMotion Activity Pass Responding to the need to provide children with opportunity to participate in physical activity beyond programming offered in schools, the Windsor Essex County Health Unit (WECHU), recognizing their unique position as gatekeepers to the community, distributed ‘free access activity passes’ to rural area students. These passes were distributed to grade 5 students in Essex and Leamington to attend family and open swim sessions at community recreation centres. Further, grade 9 students in Leamington participated in recreational activities such as fitness, skating, and swimming. The Healthy Kids Community Challenge, along with the WECHU encouraged the use of these passes during March Break by offering a chance to win a physical activity themed prize. Participating classes were offered packages containing: a letter for principals and teachers outlining the contest, a series of announcements to promote physical activity, and a promotional flyer advertising the contest including the ballots. Students dropped off their ballot when they used their free activity pass. Six winners were drawn the week following March Break––2 winners per grade program. Prizes included items that support continued physical activity: a SportChek gift card, drawstring bag, skipping rope, swimming goggles, water bottle, and a lock for a locker. Based on 1,650 printed ballots, this initiative reached approximately 1,650 students, 33 of which actively used their passes during March Break. Moreover, it is reasonable to infer that the 33 who had used their ballots likely visited the recreational facilities more than once. It is important to note the relatively low use of the activity passes despite the added incentive of being eligible to win a physical activity themed prize. Perhaps the rural location and lack of adequate transportation are possible indicators that offer insight into low participation levels. As one of several initiatives meant to specifically alleviate barriers of opportunity by enhancing children’s exposure to physical programming, low participation levels speak to the importance of spatial proximity and access to transportation as deciding factors that directly influence rates of participation. Therefore, while this initiative sought to provide opportunity, it did not meaningfully consider the cross-constitution between access and opportunity. The following 2 activity reports demonstrate the successful consideration of both access and opportunity in the delivery of neighbourhood sports programming.
Glengarry Neighbourhood Sports Focused on providing children living in low income neighbourhoods with opportunity to engage in safe, accessible, and affordable physical activity and sport, sessions facilitated under this intervention were informed by the theory that local proximity dictates the likelihood and patterns of participation in recreational programs. Noting the established correlation between socioeconomic status, locality, and access, this project connected with youth and families in the Glengarry area determining that a large number had expressed interest in being physically active but identified lack of access and opportunity to affordable recreation as a key barrier to participation. The Glengarry Neighbourhood Sports project strengthened youth investment and participation in sports by offering space for recreation. Drawing from the success of a family sports program previously piloted by the Downtown Windsor Community Collaborative, this initiative partnered with the organization to further develop and promote an after- school program. Providing staff and sports equipment for the duration of this project, 4 weekly sessions of sports activity were delivered during the program’s first month of implementation garnering the participation of 28 neighborhood residents. Further, 81 neighborhood residents participated in the program during a subsequent 13-week implementation cycle. The success of this program is highlighted THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 10
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by the marked increase of 53 new participants during the second quarter. Reaching favourable participation levels also relied on the involvement of 2 sports and recreation organizations that provided boxing and football instructors. The importance of proximity to the neighbourhood in the delivery of this program is further underscored by a lack of transportation. Therefore, local proximity, as well as offering a trusted facilitator served as deciding factors to participation.
Dougall Neighborhood Community Sports Night Mirroring Glengarry Neighborhood Sports, this initiative was founded on the same principles and objectives as noted above––providing safe, accessible, and affordable sport opportunities for youth who would otherwise not have access due to their family’s low socioeconomic status. Ensuring access and opportunity, this initiative focused on another low-income neighborhood located in a different Windsor area. Providing weekly sessions of sports activities to children aged 5-13 years, the first cycle, consisting of 4 sessions drew 35 participants. The second 13-week implementation cycle consisting of 15 sessions drew 67 participants, 32 of which were new during the second quarter. Again, the importance establishing a safe and accessible space is crucial to further cultivating youth interest and enthusiasm in partaking in physical activity. Therefore, findings generated through both the Glengarry and Dougall Neighbourhood Sports initiatives echo the structural, environmental barriers to involvement in community activity, and further speak to the need to meaningfully address these issues as both programs actively sought to do. Combined, these initiatives provided over 700 encounters where youth had the opportunity to foster their interests in sports activity. Many parents and children had expressed their disappointment when these initiatives had reached their conclusion. Several parents indicated their support and enthusiasm for such programs based on their affordability, proximity, and avenue for developing youth interest in physical activity and organized sport.
HEALTHCARE
Physical Literacy Social Media Contest Prompting community members to actively use social media as a way of promoting physical literacy in children aged 0-13 years, the Windsor Essex County Health Unit (WECHU) launched a social media contest by activating the hashtag: #WeRunJumpPlay. Premised on the skills of locomotion, balance, and object manipulation, parents were encouraged to share photographs of their children capturing the dynamic ways in which they demonstrate either one of the fundamental movement skills. The contest was publicized on the WECHU Facebook and Twitter pages. The WECHU’s main site outlined the premise, objectives, guidelines, and prizes of the contest to interested participants. Website metrics indicate that the Facebook ad promoting the contest, active for the duration of 4 weeks, rendered 116,687 total impressions and 2,200 website clicks. Similarly, the Twitter ad, also active for 4 weeks, rendered 222,447 impressions and 302 website clicks. Moreover, the Physical Literacy Contest page on the WECHU website garnered 1,762 views and the Physical Literacy Information page drew 97 page views. Once launched, participants had 3.5 weeks in the spring to share photos using the hashtag. A total of 92 photographic entries were submitted and 9 winners were drawn––3 winners for each of the 3 fundamental skills. The winning parties received a prize pack containing items that promote a wide range of physical activity, including: family passes to Adventure Bay Family Water Park, a SportChek gift card, a yoga mat, sports
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bag, water bottle, and goggles. This contest demonstrated an interactive way in which screen time can be used purposefully to promote, encourage, and disseminate examples of active movement. In so doing, it expands the possibilities of digital encounters beyond isolationist and idle habits. It exposes a hybrid platform in which digital interaction is an extension of grounded physical activity.
Community Activity Challenge The City of Windsor, through the Healthy Kids Community Challenge initiated a healthy, active competition between 2 participating communities whereby residents of Windsor-Essex and Lambton County increased their daily amount of physical activity. During a 30-day period, all residents, although targeting children 12 years of age and younger, were tasked with tracking their daily physical activity output focusing on low/no cost activities such as bicycling or walking. Positioning this activity as a challenge developed a contingency by which participants worked collectively creating incentive, forging competition, and fostering connection with others in the community. Participants were to enter their tracked physical activity minutes by registering on the tracking site and recording their stats accordingly. Based on registered entries, 87 participants entered their physical activity remunerations. This figure is likely greater as some entries were grouped when entered. However, over the course of 1 month, the contest accumulated a total of 172,018 minutes worth of physical activity between both geographic regions. Note: Residents of Windsor-Essex won the Community Activity Challenge!
County Wide Active Transportation System (CWATS) Community Celebration Previously hosted events highlighting the County Wide Active Transportation System (CWATS) resulted in an increased interest in active transportation. Seeking to replicate and align such interest with Theme One, a community “Walk. Ride. County Wide” celebration was hosted where local residents, schools, and communities of each of the 7 towns within Windsor-Essex walked or rode (a bicycle) with local leaders in celebration of their annual investment in active transportation. The event also facilitated more local school involvement in the active walk/ride as a way of encouraging more active transportation. This celebration directly addressed the region’s low participation in active transportation and underscored the available opportunities within the community to engage in such transportation efforts. On a larger scale, the celebration also sought to demonstrate the public’s interest in continued investment in active transportation to community leaders. This celebration event delivered 7 activities reflecting the objectives of active transportation and drew in a total of 800 attendees including children, parents, municipal leaders, and senior administration.
Southwest Area Recreation Guild (SWARG) Seminar––Physical Literacy Part I Premised on the goal of encouraging individuals to become physically active by attending community- based recreational facilities, SWARG launched a professional development session seeking to promote physical literacy within the recreation sector. Understanding the value of engaging in networks as a key precursor to the introduction physical activity into daily programming, recreation professionals, users, and students were provided with educational resources and contacts beyond the session. The focus of the session included the topic of Integrating Physical Literacy into Daily Programming, during which participants learned how to incorporate physical literacy enriched activities into a variety of indoor and outdoor settings. Founded on the principle that physical activity is a lot more fun when you are physically THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 12
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literate, the activities reviewed in the session exemplified simple implementation strategies and offered comprehensive benefits. A total of 50 attendees participated in 2 sessions.
Comprehensive Workplace Wellness Program Utilizing the influence of the Public Health Unit within the greater community, the Healthy Kids Community Challenge advertised the objectives of Theme One within the Health Issues Magazine. Distributed among over 200 workplaces across the Windsor-Essex region, an estimated 40,000 employees and families of Windsor-Essex workplaces are signed-up for and receive the Working Towards Wellness– –Workplace Wellness Program resources. Such dissemination successfully informed the greater adult population of the Healthy Kids Challenge further branding the project locally.
Healthy Workplace Luncheon Seeking to facilitate the participation of community employers in further advancing the objectives of the Healthy Kids Community Change, the Windsor Essex County Health Unit invited employers of the region to attend an informative luncheon outlining the premise of Theme One: Run. Jump. Play Every Day. A total of 60 Windsor-Essex employers were informed of factors that influence healthy, active living among families. In so doing, employers were encouraged and advised of the ways in which to support healthy behaviours in the workplace.
Healthy at Work Webinar Series Building employees’ skills and educating the public on the benefits of healthy, active living, the Healthy Kids Community Challenge delivered a webinar bridging Theme One and Theme Two initiatives. This webinar served as a review of Theme One and segued into a preview of Theme Two. Although live in its initial online facilitation, the webinar was also recorded for subsequent access and viewing. The webinar served as means of providing health information in workplaces where parents and employees within Windsor-Essex are informed of current initiatives and advised of how to implement certain behaviours in their own households. A total of 7 organizations participated in the viewing of the webinar.
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INTRODUCTION––Theme Two: Water Does Wonders
Focused on normalizing the consumption of water as the beverage of choice, the Healthy Kids Community Challenge (HKCC) launched Theme Two: Water Does Wonders. Overall, this initiative sought to reduce sugar intake contributing to unhealthy weights among children. Recognizing various environmental factors influencing in2dividual nutrition choices, interventions implemented under Theme Two employed strategies aimed at making water more accessible in places where children and adults live, learn, play, and assemble. Water Does Wonders addresses the absences of healthy beverage choices by countering the messaging and reach of sugar sweetened drinks. Seeking to influence healthy beverage consumption among children aged 0-12 years, this program was designed to inform parents and caregivers, elementary school students, newcomers and immigrant families of the benefits of daily water hydration. Moreover, Water Does Wonders also appealed to policy and decision makers to manage the consumption of specialty drinks by producing resources, principles and policies targeting the availability of sugar sweetened beverages (SSBs) in places readily attended by children. Utilizing a social marketing campaign, community engagement, and an education strategy, Theme Two was initiated under the Windsor-Essex County Health Unit’s (WECHU) Take Charge program––an umbrella strategy targeting policy, the environment, and cultivating awareness through comprehensive health promotion.
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THEME TWO SUMMARY––DEVELOPING HEALTHY HABITS OF HYDRATION: ADDRESSING ISSUES OF EDUCATION, PROXIMITY & ACCESS
Applying a broad scope objective, interventions implemented during Theme Two: Water Does Wonders aimed to influence policy changes that further address the need to attend to the above average weights (in comparison to national statistics) reported among children of Windsor-Essex (see Woodruff & Fryer, 2011).18 With research attributing children’s consumption of excessive amounts of sugar (primarily through sweetened beverages) to increasing unhealthy weights,19 Theme Two utilized various community platforms and events to deliver messages emphasizing water consumption as a habit of healthy living, crucial to the maintenance of overall health and wellbeing.20
Premised on findings21 indicating that children are “overwhelming influenced by environmental exposures that promote SSB consumption, poor dietary habits, and restrict access to facilities for physical activity,”22 Theme Two resolved to influence beverage consumption habits by reaching children and their parents/caregivers through education and environmentally supportive programs offered in daycares, schools, and community spaces where families regularly assemble.
The delivery of Theme Two interventions recognized that when seeking to employ strategies encouraging healthy behaviour changes, such methods must connect to already operating incentives or opportunities. Doing so ensures the use of comprehensive measures building on established momentum and exposes the ways in which everyday practices of healthy living are linked together revealing their mutual influence and interconnectedness.
Whereas Theme One activities were delivered through multiple regional sectors (see Theme One Summary & Activity Report p. 2-13), all Theme Two activities were strategically mobilized under the healthcare sector (WECHU, Take Charge). Doing so secured the continuation of the Water Does Wonders initiative beyond the scope of the Healthy Kids Community Challenge. Aligning Theme Two with Take Charge offers a policy framework for implementing wider environmental changes, as well as an opportunity to uniquely brand the initiative specific to the needs of the Windsor-Essex region. With the healthcare sector heading the implementation of Theme Two activities, like Theme One, their successful delivery is nevertheless reliant on the coordination of an implementation network consisting of: early years (family), school, and community (recreation) (see Theme One Summary p. 2).
18Woodruff, S. & Fryer, K. (2011). Health and Wellbeing: A Baseline Study of Health Related Behaviours in Windsor- Essex County. University of Windsor, Windsor, ON. 19 Langlois, K. & Garriguet, D. (2011). Sugar Consumption in Canadians of all Ages. Statistics Canada Health Reports: Health Matters 22(3), 23-28; Moise, N., Cifuentes, E., Orozco, E. & Willett, W. (2011). Limiting the Consumption of Sugar Sweetened Beverages in Mexico’s Obesogenic Environment: A Qualitative Policy Review in Stakeholder Analysis. Journal of Public Health Policy, 32(4), 458-475. 20 Hu, F. B. (2013). Resolved: There is Sufficient Scientific Evidence that Decreasing Sugar-Sweetened Beverage Consumption Will Reduce the Prevalence of Obesity and Obesity-Related Diseases. Obesity Reviews, 14(8), 606- 619. 21––Slifierz et al. (2016); Wasnick, B. & Sobal, J. (2007). Mindless Eating: The 200 Daily Food Decisions We Overlook. Environment and Behaviour, 39 (1), 106-123. 22 ––Moise et al. (2011). p. 472. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 15
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Utilizing a similar implementation network lends itself well to mapping the contingency of factors that need to be addressed concurrently in order to meaningfully influence healthy behaviours. This contingency is well illustrated with the progression of each theme. For now, let us focus on the themes at hand: Theme One focused on physical exercise, Theme Two addressed habits of healthy hydration. Establishing needs and benefits of physical activity and promoting healthy beverage choices advocates for dynamic approaches in patterning healthy behaviours. Therefore, the transition between Theme One and Theme Two establishes the mutual contingency between exertion and consumption. Keeping the implementation network consistent further highlights the social dimensions of healthy living.
As reflected in the delivery of Theme One objectives, Theme Two further reinforces the importance of addressing factors concerning education, proximity, and access in the institution of health-related interventions. Theme Two activities implemented during early years and school focused on early interventions meant to educate, model, raise awareness of, and influence habits of healthy beverage consumption. These interventions––Water Does Wonders: Ontario Early Years Centres’ Engagement, Water Does Wonders: Ontario Early Years Centres, Nutrition Month 2017, Sip Smart!™ Ontario, and the Essex Regional Conservation Authority’s 13th Annual Water Fest engaged children and parents informing them of the effects of regular sugar consumption, as well as the benefits and ways of increasing water hydration. While parents largely determine children’s dietary practices, schools remain crucial sites where lunchtime acquires social significance as a children’s space23 within a highly controlled environment. Daniel and Gustafsson (2010) observe that lunchtime is both a time and place where children are able to exercise a form of choice in an otherwise adult-regulated space. The relevance of fostering environments that support and encourage a child’s independent decision making in largely regulated spaces is further underscored by Sharp et al. who report on the positive impact of parental involvement that appreciates a child’s autonomy to choose.24
Reflecting these observations, findings suggest that policy initiatives regarding healthy nutrition must recognize the significance of lunchtimes and deliver changes that are less adult-implemented and driven. By doing so, they suggest that policies educate children to make healthy choices and implement strategies that support active choice among kids. In line with policy suggestions that propose increased school initiative in implementing changes relating to nutrition education and in offering healthier nutritional choices,25 Theme Two interventions assisted schools with not only promoting and educating students about natural hydration; they were also tasked with serving more water in place of sweetened beverages. By doing so, such interventions aimed to simultaneously address issues of awareness and education, as well as proximity and access to water.
It has been demonstrated that families living in proximity to food deserts, defined as areas that are not in reasonable travelling distance to healthy, affordable food options, are likely to be living in food
23 Daniel, P. & Gustafsson, U. (2010). “School Lunches: Children’s Services or Children’s Spaces?” Children’s Geographies, 8(3), 255-274. 24 –– Sharp, E.H., Caldwell, L.L., Graham, J.W., & Ridenour, T.A. (2006). 25 ––Moise et al. (2011). THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 16
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swamps. These are areas where there is an overabundance of readily available, nutrient deficient and unhealthy foods.26 Seeking to increase access and proximity to healthy beverage choices, community events delivered during Water Does Wonders––Choose Water/Water Does Wonders: Take Charge in Recreation Centres & Primary Care Offices and Recreation Can Be Affordable alongside Water Does Wonders created environments that supported and encouraged water consumption in place of juices during events, and in places were community members often attend in their everyday lives.
Notably, all interventions part of Water Does Wonders echo overarching principles of consciousness- raising among parents, children, and community organizations that are influential in providing services crucial to everyday life fulfillment. These consciousness-raising methods were further publicly supported by offering opportunities to exercise practices that reflect awareness of water as a health-sustaining resource. For example, Physical Literacy Part II: Hydration in the Recreation Sector, although offered as a 1-time workshop aimed to educate participants of how to incorporate water consumption during physical activity, extending community activities and environments were focused on sustaining the practices of those objectives. Moreover, Take Charge in the Workplace: Comprehensive Workplace Wellness delivered a water messaging campaign targeted toward working parents and employees of Windsor-Essex. Despite also being delivered as a 1-time campaign, it was meant to educate and encourage the public to implement advertised objectives by seeking opportunities in their own daily lives, as well as reaching out into the community to access opportunities of practice.
Equally important in the delivery of Theme One and Theme Two interventions is the established reciprocal importance between physical activity and water consumption in maintaining and promoting good health. Further parallels between Theme One and Two reflect that weight and health are largely informed and influenced by environments that have the capacity to either support or hinder healthy practices. Therefore, markers of health and weight are mediated by larger policy structures that build the environments in which we live, work, play, and assemble.27
26 –– Slifierz et al. (2016). p. 11 & 15. 27 ––Moise et al. (2011). THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 17
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THEME TWO ACTIVITY REPORT
EARLY YEARS Water Does Wonders––Ontario Early Years Centres’ Engagement To increase parental intention of serving water and unsweetened milk and endorse a commitment to decrease the amount of sugary drinks offered in OYECs, Theme Two launched a training initiative educating 25 OEYC administrators and early childhood care providers, as well as 5 Family Home Visitors on the health effects of childhood hydration. This intervention pilot-tested Sugar Shocker teaching kits among 500 parents and children aged 0-6 years across 20 sites. Specifically, Sugar Shocker deliverables included the distribution of: 150 demos of the sugar content of common drinks, 175 fruit models, 250 storybooks of Potter the Otter a Tale about Water, 450 Potter the Otter activity sheets, as well as 450 colouring sheets, 500 flavoured water recipes, and 500 Fact Sheets for parents. In sum, 2,475 materials were circulated during the pilot stage. Further solidifying their commitment to promote water as the beverage of choice, 90% of piloted OYEC sites pledged to continue to serve water to attending children. Moreover, statistical measures report that 95% of parents found the Water Does Wonders information helpful, and 80% indicated that they would like to limit the amount of sweetened beverages offered to children. Note the use of parallel implementation methodologies between the delivery of Theme One–– Outdoor Play Every Day including the Physical Literacy Kits for Early Childhood Educators (see Theme One p. 6-7), and the current early years interventions. This further draws on theories of best practice advocating for the concurrent involvement of parents and early childhood care providers in influencing healthy behaviours among young children.
Water Does Wonders––Ontario Early Years Centres Following the pilot stage, 14 of the directly operated City of Windsor OEYCs educated parents and caregivers of children aged 0-6 years about the excessive amounts of sugar contained in drinks routinely served to young kids (i.e. pop, juice, chocolate milk, and various drinks marketed as fruit beverages, etc.). Seeking to increase the amount of water children drink by decreasing daily consumption of SSBs, the Sugar Shocker Kit served as an educational resource indicating how much sugar is added to common drinks. Further resources in the Water Does Wonders Toolkit included written materials outlining the benefits of water consumption in maintaining overall health. Building on the momentum established in Theme One under the Supporting Children’s Services initiative (see Theme One p. 5-6), Theme Two sought to further implement healthy behaviour patterning through early education. Echoing the objectives behind the previously facilitated Circle Time activity involving stories that demonstrated healthy behaviours, Theme Two introduced Potter the Otter a Tale about Water satisfying the goals of early literacy while simultaneously informing children of the importance of water by highlighting the unhealthy effects of SSBs. When attending OEYC structured programming, children were served water along with healthy snacks. In sum, 1000 water bottles were distributed among participating OEYCs. Reaching 1000 parents and children, 23 staff across 14 sites distributed, followed, and implemented the directives of the educational resources encouraging and modelling daily water hydration.
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SCHOOL
Nutrition Month 2017 Outlining the benefits of water as a way of encouraging the reduction of SSBs, this initiative drew Windsor- Essex County residents’ attention to the importance of healthy hydration. Targeting students in grades 3- 6 in 42 dissemination area schools, this initiative also sought to engage parents to strengthen overall commitment to implement water as the main source of daily hydration. Various methods of raising awareness were mobilized during Nutrition Month 2017 to promote water consumption: a Water Does Wonders fact sheet listed the health benefits of incorporating water into one’s daily hydration routine and an infographic fact sheet informed readers of the contents of sweetened juices including the effects of excessive amounts of sugar; morning announcements speaking to the importance of water as a natural source of hydration were promulgated across targeted school populations; pre-written social media posts reinforcing health messaging of water consumption were provided to schools and disseminated through their social media platforms and other websites encouraging parents to serve water at home; and, a pledge sheet requesting students’ resolve to drink water or unsweetened milk in place of SSBs for 1-2 weeks during Nutrition Month. Overall, the above listed methods were employed as a form of knowledge dissemination aimed at informing and motivating students and their parents to drink water as a form of best practice in maintaining good health.
Sip Smart!™ Ontario The Water Does Wonders initiative piloted Sip Smart!™ Ontario, a provincially licensed classroom educational program among 6 local dissemination schools during Nutrition Month 2017. To solidify efforts in teaching children in grades 3-7 of both the effects of drinking sugary beverages and methods of best practice in choosing healthy alternatives, this regional pilot project utilized a wider provincial resource to influence the current curriculum. Sip Smart provided schools with resources supporting them in their commitment to serve water within schools and school events. Drawing from provincial materials provided by Sip Smart!™ Ontario, a Public Health nutritionist developed and recorded a training webinar for 6 recruited teachers demonstrating how to successfully implement program objectives. A Teacher Resource Guide was delivered to each trained recruit offering additional supports in motivating students to drink water. In sum, this pilot reached approximately 180 students, delivering 30 student resources promoting water. More information about Sip Smart!™ Ontario can be found by accessing the following link: http://brightbites.ca/badge/sipsmart/
Essex Regional Conservation Authority’s 13th Annual Water Fest Utilizing the Essex Regional Children’s Water Festival as a platform to further promote the objectives of the Water Does Wonders initiative, the HKCC supported the development of two separate interactive displays that drew children’s attention to the benefits of water for 4 days during the festival event. The annual festival aims to educate grade 3, 4 and 5 students about the critical importance of water in sustaining their futures. Elementary schools register students for a 1-day field trip in which children experience hands-on activities that teach them about water conservation and protection, along with the science, technology, and attitudes necessary to support such practices. Linking the objectives of Water
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Does Wonders to the water festival maximized reach by aligning with an already existing event. This event is attended by approximately 3,500-4,000 children annually. The Healthy Schools Department Booth 1 provided an interactive display of the sugar content of selected popular beverages increasing children’s awareness of the amount of sugar added to beverages. Further, this display also informed children about the amount of sugar that is consumed by young people annually through the consumption sweetened beverages alone. Widening children’s awareness of this unhealthy phenomenon involved a visual representation of a jug filled with the amount of sugar consumed by drinking juice. Thirdly, a visual representation of a sugar-filled jug demonstrated the amount of sugar that can be avoided annually by replacing 3 sugar-added beverages with water per week. A Spin-the-Sugar Wheel and answer questions was developed relating to the Sugar Shocker display assessing children’s knowledge of the information reviewed. A total of 1,140 students participated in the activities delivered in Booth 1. When asked: After what you have learned in Booth 1, do you intend to replace some sugar- added beverages with water? Approximately 75% of children said YES, 10% answered NO, and about 15% answered MAYBE. The Oral Health Department Booth 2 promoted positive oral health habits such as brushing, flossing, and regular dental check-ups. Further, information provided in this booth demonstrated that sugars found in foods and beverages contribute to the formation of cavities. Moreover, information reviewed in this booth also illuminated the benefits of water in maintaining oral health. Lastly, children who attended this display played a Tooth Game answering questions related to the contents of the presentation. Booth 2 activities were attended by 1,117 students. When asked: After what you have learned in Booth 2, do you intend to replace some sugar-added beverages with water? 95% answered YES, 5% answered NO. Noting an increase in the number of children who indicated that they intended to replace sweetened drinks with water following the presentation of Booth 2, this finding possibly points to their perception of SSBs having a more immediate effect on the deterioration of oral health in comparison the effects of sugar on overall health and weight presented in Booth 1. Aggregated metrics also indicate that 4 activities were facilitated per Booth over the course of 4 days equalling to 32 total encounters. Also, 1,117 toothbrushes and toothbrush covers were handed-out to Booth 2 attendees and 2 classes each won a draw prize consisting of a fruit plate. In sum, 2,257 dissemination area school students attended the festival during the Water Does Wonders campaign. More information about Water Fest can be found by accessing the following link: http://www.essexwaterfest.ca/
COMMUNITY
Physical Literacy Part II––Hydration in the Recreation Sector Reinforcing the principles of physical literacy discussed in the SWARG Seminar––Physical Literacy Part I delivered during Theme One (see Theme One p. 12-13), the Physical Literacy Part II workshop similarly targeted recreational professionals, users, organizational sports members, as well as parents and students who oversee, coordinate, and participate in physical activities in Southwestern Ontario. Illustrating the mutually related benefits of physical activity and water hydration, the second workshop advanced the discussion of physical literacy to include healthy practices of hydration. Through an interactive session,
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participants learned how to incorporate water as it relates to the overall health of a community. A one- time Physical Literacy Part II workshop was attended by 60 participants.
Choose Water/Water Does Wonders––Take Charge in Recreation Centres & Primary Care Offices Targeting environments where children and adults of Windsor-Essex work, live, and play, the WECHU delivered messaging that supported water as the best source of hydration. This included distributing educational materials to the population through workplaces, schools, daycares, camps, recreation centres, and healthcare facilities. The circulation of messaging promoting water consumption was supported through regional outreach campaigns during community events. A social and traditional media campaign was launched promoting Water Does Wonders by utilizing Twitter, the CKLW Radio Show, webinars, and print media as dissemination portals. Overall, these knowledge dissemination platforms served as strategies to engage community partners and organizations in implementing policies developed under Take Charge in upholding healthy nutrition environments. Throughout this initiative community partners were also encouraged to accommodate their environments to support the adoption and installation of infrastructure that increases the accessibility to safe drinking water. Quantified measures demonstrate that 25,300 parents and children encountered Theme Two messaging delivered through actualized platforms, activities, and events operating as part of the Choose Water campaign. A weekly radio show phone interview reviewing the importance of water was broadcast for 5 weeks. It is estimated that 90,500 Windsor-Essex residents listened to the CKLW Radio Show per week echoing positive water messages through the Healthy Active Segment on AM800. Also, 2 digital media campaigns were launched through the WECHU’s quarterly messaging accessed through their website: www.wechu.org In addition, 14 recreation facility managers in 8 locations were recruited to implement healthy nutrition promoting water and making changes to their concession stands and canteens. Half (4) of the facilities adopted the canteens/concession stands program, while the remaining 4 endorse d and supported water. An increase of free access to water in public places was met with the installation of 6 new water filling stations––5 were installed in municipal recreation centres and/or arenas and 1 was installed in the City of Windsor municipal building where the public meets to access social service resources. Water was also promoted through regional outreach educational campaigns––the Sliced-Cooking competition held at Devonshire Mall and the Open Streets event. Of 95 surveyed Open Street attendees, 71% pledged to choose water over SSBs, and 79% planned to share water messaging with friends and family. Recognizing that water consumption is a crucial component of overall diet routines, 3 dietitians across 6 primary care offices contributed to further promotion of water. Additional metrics also include the distribution of materials: 1,800 water bottles for children, 1,400 Take Charge bookmarks containing water bottle cleaning instructions, 400 Dieticians of Canada: Guidelines for Staying Hydrated resources, 200 Take Charge flavoured water recipes, and 20 Take Charge recreation centre toolkits were distributed accordingly.
Recreation Can Be Affordable Alongside Water Does Wonders Expanding the directive advising the ways in which ‘recreation can be affordable’ to include messaging encouraging natural forms of hydration, Theme Two linked its Water Does Wonders initiative by engaging the Windsor-Essex Communities inMotion to plan and execute 4 HKCC-themed events in 8 local THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 21
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municipalities. Focused on delivering water-themed messaging during community-organized physical activity taking place during Family Day and March Break, 9 activities centering on the Autumn-in-Motion event were delivered in all municipalities. Following Autumn-in-Motion, 7 activities were launched in 7 municipalities in recognition of the Winter-in-Motion event. In addition, 8 Family Day activities were hosted during the Family-in-Motion event. Lastly, 8 March Break-in-Motion activities were delivered in all municipalities during March Break. In total, this initiative reached 6,344 individuals. (See also Theme One p. 9).
Take Charge in the Workplace––Comprehensive Workplace Wellness A comprehensive Workplace Wellness campaign was developed and employed providing Windsor-Essex wellness representatives from 46 workplaces, and 3,204 parents and caregivers of the general public with resources containing messaging consistent with Theme Two water promotion. Events and resources promoting water consumption included: 1 HKCC Webinar and 1 online Hydration Challenge reaching 237 individuals, water messaging delivered through various Fiat and Chrysler worksite events reaching 995 individuals, Hydration E-connect emails reaching 133 recipients, 2 issues (4,335 copies) of the Health Issues Magazine published and distributed among 46 workplace employees and 28 participants at Healthy Minds at Work. In addition, 300 water bottles and 430 water recipe booklets were distributed among 12 community-site events. The Hydration Challenge, an online challenge promoting hydration was launched obtaining 99 officially registered participants that were recruited through various workplaces. This challenge was a 4-week program and required registered participants to decrease their intake of sugar sweetened beverages over its duration. The Hydration Challenge was advertised through Facebook posts reaching 29,176 individuals, garnering 435 post clicks, 165 post reactions, 3 comments, and 35 shares. Additional advertising was delivered through Twitter and LinkedIn posts, as well as a broadcast fax sent to over 600 non-profit, government, and community agencies. Similarly, the HKCC Webinar was also advertised through Facebook posts reaching 17,512 individuals, attracting 105 post clicks, 21 post reactions, and 6 post shares. Likewise, additional promotion was channelled through LinkedIn and Twitter posts, and a broadcast fax was sent to 600 agencies just as described above.
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LIST OF AGGREGATED METRICS
The reach of Theme Two interventions (i.e. number of participants who benefited from Theme Two activities)
ü 5 new water bottle filling stations were installed in municipal recreation centres and/or arenas. 8308 uses have occurred to date, based on the filling station usage counter located on each unit, tracking water consumption in 500ml increments. ü 1 new water bottle filling station was installed in the City of Windsor municipal building where the public meets to access social service resources. 3,920 uses have occurred to date, based on the filling station usage counter located on the unit, tracking water consumption in 500ml increments. ü 6,344 individuals participated in 32 recreational activities, promoting water, hosted by the Windsor- Essex Community in Motion. ü 14 municipal recreation centre managers engaged in promoting supportive environments – building capacity for policy change. ü 4 recreation centres’ concession stands/canteens – increased access to healthy food and beverage options. ü 25,300 parents and children participating in arena and recreation centre activities ü 6 dieticians in primary care settings. ü 90,500 radio listeners - potential weekly reach (for 5 weeks) through healthy lifestyle radio segment, promoting water. ü 60 recreation professionals and sport organization board members, through a professional development workshop. ü 25 Ontario Early Year Centre (OEYC) administrators and care providers were trained and provided water promotion tool kits. ü 6 privately operated OEYCs delivered Theme 2 messaging and disseminated Theme 2 materials. ü 14 municipally operated OEYCs delivered Theme 2 messaging and disseminated Theme 2 materials. ü 5 family home visitors – trained and provided water promotion tool kits. ü 1,950 parents and children within municipal and privately operated OEYCs received information on the importance of water. ü 42 Schools within 4 school boards – disseminated information to their children and families ü Approximately 10,000 parents received information though the participating schools’ distribution of Water does Wonders flyers. ü 30,000 parents of students in grades 1 to 5 received a back-to-school activity booklet that included Water does Wonders information and activities to promote the consumption of water. ü 6 Teachers trained in the Sip Smart!™ Ontario program. ü 6 schools delivered a pilot project of the Sip Smart!™ Ontario program. ü 180 students participated in the pilot project of the Sip Smart!™ Ontario program. ü 2,257 children participated in Water Fest – promoting water safety, conservation and the health benefits of consumption. ü 2,825 children and adults received information promoting water at 12 community events
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ü 46 Wellness Representatives from 46 workplaces accessed materials promoting the importance of water. ü 4,199 individuals reached through workplace initiatives and messaging promoting water. ü 237 Individuals participated in an online hydration challenge. ü Over 4,000 views on Facebook of Youth Champion Water Does Wonders promotional videos. ü Over 3,600 page views of the HKCC website during this reporting period. ü 33,459 Facebook post views, based on 12 posts during the reporting period. ü 20,860 Twitter impressions, based on 10 Tweets during the reporting period.
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INTRODUCTION––Theme Three: Choose to Boost Veggies and Fruit
Expanding community engagement, education strategies, and social marketing campaigns mobilized during the delivery of Theme Two: Water Does Wonders, Theme Three of the Healthy Kids Community Challenge––Choose to Boost Veggies and Fruit––actively sought to establish supportive environments that promoted the consumption of healthy nutritional choices by making fruits and veggies readily available in places where children aged 0-12 years live, learn, play, and assemble. In so doing, delivery of Theme Three initiatives focused on addressing childhood obesity prevention within Windsor-Essex by informing parents and caregivers, teachers, elementary school students, newcomers and immigrant families of the benefits of making daily healthy nutritional choices that satiate and provide long-term sustenance by teaching healthy eating behaviours that can be incorporated into everyday living habits. Theme Two and Theme Three being closely related––both addressing social and environmental factors influencing habits of consumption (through the provision of hydration and nutrition), Theme Three, like the implementation of Theme Two was also aligned with the WECHU’s Take Charge strategy. Take Charge being a regional multi- layered health promotion strategy that seeks to maximize opportunities of healthy living echoed the broader objectives of the HKCC. Specific to the delivery of Theme Three initiatives, Take Charge ensured the sustainability of programming by incorporating methods of social marketing, education and awareness, student engagement and peer support, community collaboration and family partnerships, accessibility, and addressed policy initiatives.
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THEME THREE SUMMARY––ENCOURAGING THE DEVELOPMENT OF HEALTHY LIFESTYLES BY BUILDING SUPPORTIVE ENVIRONMENTS: AN INTEGRATIVE APPROACH
Continuing to support, encourage, and promote the cultivation of healthy lifestyles among children, Theme Three programming emphasized the development and maintenance of healthy eating habits with the Choose to Boost Veggies and Fruit campaign. The objective of this initiative was to create supportive environments where children can choose healthy, nutrient options because they are aware of and have access to the benefits of locally sourced fruit and produce. By addressing insufficient intake of nutrient food reported among youth28 despite Essex County having the largest concentration of greenhouses and over 1,700 farms growing an array of fruits and vegetables,29 the initiative positioned this concern as a regional public health issue. In so doing, this intervention underscored the health benefits of increasing the consumption of natural foods by demonstrating that nutritional and dietary options, as well as the overall distribution of food is influenced not only by individual choice, but by building environments that are conducive to supporting choices that are healthy and fulfilling.
With research strongly demonstrating the effectiveness of programs focused on increasing fruit and vegetable consumption delivered as large-scale, multi-setting (i.e. education, recreation, and the home), community-wide campaigns,30 Theme Three, like Theme One and Two, relied on the mobilization of multiple implementation networks consisting of family, school, and recreation (community) (see Theme One Summary Report p. 2 and Theme Two Summary Report p. 15). Consistently positioning all Theme campaigns by targeting or operationalizing multiple, yet stable networks crucial to a child’s development allows for the tracing of the integrative, contingent networks that support the maintenance of a holistic health approach that captures physical activity, healthy nutrition and hydration.
Theme Three interventions focused on comprehensively reducing obesogenic environments31–– environments that are not conducive to maintaining healthy lifestyles and behaviours, and thereby contributing to poor nutritional choices and lack of physical activity. This was achieved by Theme Three activities continuously reinforcing the messaging of the previous two themes in conjunction with Theme Three programming. For example, all recreational or community events promoting a nutritional component also provided opportunities for physical activity and supported habits of healthy hydration. Many Theme Three activities expanded on activities offered through Theme One and Two––a large component being literacy and knowledge mobilization strategies. This is best demonstrated through the
28 Healthy Kids Community Challenge (March 2017) Fact Sheet and Infographic-Parents and Caregivers. 29 –– Slifierz et al. (2016). p. 18. 30 Watson, R., Graham, V., Haby, M., Mason, V., Piontek-Walker, H., & Welch, N. (2010). Getting Children Aged 5- 12 years to Eat More Fruits and Vegetables. An Evidence Summary. Melbourne: Prevention and Population Health Branch, Victorian Government Department of Health; Pollard, CM., Miller, MR., Daly, AM., Crouchley, KE., O’Donoghue, KJ., Lang, AJ., et al. (2008). Increasing Fruit and Vegetable Consumption: Success of the Western Australian Go for 2 & 5 Campaign. Public Health Nutrition. 11(3): 314-320. 31 Powell, P., Spears, K., & Rebori, M. (2010). What is an Obesogenic Environment? Fact Sheet-10-11. University of Nevada Cooperative Extension. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 26
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food literacy initiative of Theme Three building on the literacy programs delivered during Theme One: SWARG Seminar––Physical Literacy Part I and Theme Two: Physical Literacy Part II (see p. 12-13; p. 20- 21). Activities that directly build from one another teach children specific practical methods and behaviour changes, not simply factual knowledge.32
Moreover, another major component of this theme was the importance of the physical environment in cultivating nutrient food that is naturally sourced. Through cooking demonstrations, children gained knowledge and awareness of the cultivation of food and were further given opportunity to use the fruits and produce they helped grow in the meals they prepared alongside their parents. This echoes the above stated significance of empowering children with practical strategies of implementation. It also supports findings that iterate the positive influence of seeing parents and other role models in preparing and eating healthy foods,33 and the powerful impetus that growing their own garden provides in getting children to try new heathy foods. Specifically, research suggests that children who grow their own fruits and veggies are more likely to consume these foods.34
In addition, the Youth Leadership Forum successfully integrated messaging of all 3 themes while empowering youth with leadership skills to teach their peers of the benefits of a healthy lifestyle that addressed physical activity, hydrating with water and eating fruits and vegetables. Doing so supports research suggesting the positive outcomes of mentoring others by changing one’s own behaviour when made mindful of the concept of health and choosing to promote healthy lifestyles.35
Overall, Theme Three developed supportive environments that encouraged the consumption of fruits and vegetables by nudging children and parents of Windsor-Essex to make healthy nutritional choices. That is, enlarging the availability of fruits and vegetables amidst readily available less healthy options is a promising strategy for fostering active, informed choice.36
32 ––Watson et al. (2010). 33 Addessi, E., Galloway, AT., Visalberghi, E., & Birch, LL. (2005). Specific Social Influences on the Acceptance of Novel Foods in 2-5 Year-Old Children. Appetite 78:1-7. 34 Robinson-O’Brien, R., Story, M. & Heim, S. (2009). Impact of Garden Based Youth Nutrition Intervention Programs: A Review. Journal of the American Dietetic Association, 109(2), 273-280. 35 ––Watson et al. (2010). 36 van Kleef et al. (2012). Healthy Snacks at the Checkout Counter: A Lab and Field Study on the impact of Shelf Arrangement and Assortment Structure on Consumer Choices. BMC Public Health, 12:1-10. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 27
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THEME THREE ACTIVITY REPORT
Take Charge––Choose to Boost Veggies and Fruit Further attending to increasing weights among children in Windsor-Essex37 by addressing reported rates of local youth consuming fewer fruits and vegetables than the rest of Ontario,38 the HKCC launched a 9- month comprehensive campaign that promoted, encouraged, and supported the inclusion of fruits and vegetables into children’s daily diets. The success of this campaign was founded on a multi-network approach that relied on the active participation of community stakeholders, local businesses supplying locally grown fruits and vegetables, teacher, parent/caregiver, student, and peer support. Equally important was the inclusion of social institutions that influence a child’s eating habits and behaviours (notably the family, recreation centres, daycare centres, and schools). Overall, focused largely on education and awareness of available healthy options, this initiative reached approximately 147,224 parents, caregivers, and children, as well as 238 local policy and decision makers.
LIST OF AGGREGATED METRICS
The reach of Take Charge––Choose to Boost Veggies and Fruit
In particular, aggregated metrics demonstrate the following deliverables: ü 14,061 educational resources were distributed promoting veggies and fruit among targeted populations via workplaces, schools, daycares, camps, recreation centres, healthcare facilities, and Ontario Early Years Centres. ü Ontario Early Years Centres toolkit was developed (including a gardening kit for kids, seeds, and information for parents and children on the importance of gardening––how to grow food––and the benefits of self-sufficiency and sustainability) and delivered to 28 OEYC sites. ü 5 outreach educational community events targeting families and children were supported. ü 10 media campaigns were delivered ranging from social media (i.e. Twitter & Facebook), print media (i.e. posters & fact sheets), as well as local television and radio (i.e. CKLW radio show) all promoting Choose to Boost Veggies and Fruit. ü 2 training sessions were delivered to OEYC staff, teachers, and volunteers including Bright Bites and You’re the Chef program in schools. Each session focused on ways to choose and incorporate veggies and fruit as healthy snacks. ü 13 teachers were trained to implement the You’re the Chef program in schools. ü 29 OEYC providers were trained on the methods of promotion of veggies and fruit. ü 5 recreation centre managers were involved in the promotion of veggies and fruit. ü The Workplace Wellness team delivered promotional presentations as part of their Workplace Luncheon Series (See also Theme One p. 13 and Theme Two p. 22). ü All Windsor-Essex school principals were provided with materials promoting Theme Three.
37 –– Slifierz et al. (2016). p. 11. 38 Canadian Community Health Survey as cited by Slifierz et al. (2016). p. 11. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 28
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ü A personal guide was developed for heathy eating and heart health focusing on veggie and fruit consumption. ü 5 recreation centres have adopted the Take Charge program promoting veggies and fruit at their recreation facilities. ü 6 Primary Care offices engaged in the promotion of vegetables and fruit.
Recreation––Take Charge––Choose to Boost Veggies and Fruit Building on the momentum achieved through the delivery of Theme One and Theme Two activities focusing on Recreation can be Affordable messaging (see Theme One p. 9 and Theme Two p. 21-22), Theme Three reached across the recreation sector of all 8 local municipalities and assisted in the development of the final draft of the “recreation can be affordable policy.” The policy advocated for accessible recreational opportunities through the implementation of affordable recreational and sport activity. The importance of eliminating the financial barrier to the development and maintenance of interest in physical activity, and thereby promoting healthy lifestyle behaviours has been well documented throughout this report as demonstrated in the Community Needs Assessment (2016). Therefore, posters, e-promotions, media campaigns, incentives, resources and events focusing on increased recreational activity operated in conjunction with Theme Three messaging reinforcing the importance of making healthy nutritional and hydrational choices alongside physical activity. Notably, during community events underscoring recreational engagement, a Bicycle Blender was used as an interactive physical activity that engaged participants and demonstrated the ways in which to mix fruits and vegetables and integrate those options into daily diets. Overall, 6,631 children, youth and family participants attended the recreational activities delivered through this initiative. Moreover, it is estimated that over 700,000 local residents were reached through radio advertisements, social media posts, municipal websites, poster campaigns, and infographic distributions. This initiative incited vital advancements in supporting healthy nutritional and physical activity beyond the duration of the HKCC. Most notably, the WECHC is committed to the continuation of the promotion of health and physical activity by lending the Blender Bicycle during future recreational community events. In addition, municipalities have indicated their commitment providing healthy snacks at recreational programs for children that include veggies and fruit. In fact, municipalities have continued to use hydration stations (with fruit and water) during events and programs since the launch of Theme Two. Further, Windsor-Essex Communities inMotion (WECIM) will continue to try to offer quarterly events that encourage active recreation and mobilize such events to serve as educational opportunities about the benefits of being active and adopting healthy eating and proper hydration behaviours. In so doing, WECIM is committed to considering ways of expanding the affordable recreation policy that can be formally integrated in the communities of each municipality.
LIST OF AGGREGATED METRICS
The reach of Recreation––Take Charge––Choose to Boost Veggies and Fruit. Significant deliverables include: ü The Bicycle Blender was used during 7 delivered activities. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 29
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ü 985 individuals were reached through the Blender Bicycle activities. ü 3 media outlets provided coverage of the Blender Bicycle capturing this highly participatory engagement strategy promoting healthy consumption thereby expanding the reach of messaging and attracting others to future events where the bicycle has been promised to be used. ü 4 recreational activities were delivered in 8 local municipalities, equaling a total of 32 activities promoted physical activity in conjunction to the consumption of water, fruits, and vegetables. ü 3 cooking demonstrations were provided to recreation staff as a professional development opportunity. ü A draft of the “Recreation can be Affordable” policy was used in 8 municipalities functioning as a consistent guide across regions committed to offering affordable activities.
CWATS Community Engagement and Celebration Aiming to address low rates of active transportation reported among youth39 by promoting local trails and parks that offer rich opportunity for active transportation40 (i.e. walking, biking, hiking or jogging), the HKCC organized a community “Walk. Ride. County Wide.” celebration. This event was meant to demonstrate the wider community’s appreciation of and need for investment in active transportation routes to local leaders (see Theme One p. 12 for detailed description of this event). Theme Two and Theme Three messaging (water and fruits and vegetables were served as the snacks and beverage of choice) was enforced even though the event first took place during Theme One interventions. At each of the 7 municipal events, a presentation was delivered iterating Take Charge objectives. Doing so raised the public profile of the WECHU’s initiatives to the community and local leaders thereby previewing and promoting all 4 Themes. This provides an example of a comprehensive commitment of the HKCC where 3 initiatives were promoted, encouraged, and sustained during an activity or event. In total, about 62,000 were reached through communication and advertising strategies. In addition, 1,100 attendees participated in the active transportation celebrations––this includes the Fall Harvest Ride in October event.
LIST OF AGGREGATED METRICS
The reach of CWATS Community Engagement and Celebration. Other noteworthy deliverables: ü Over 1,500 educational resources were distributed at the trail celebrations. ü Participants were provided with educational opportunities to learn about the importance consuming fruits and vegetables as a vital means of fueling their bodies as they navigated the trail systems.
39 –– Slifierz et al. (2016) p. 28. 40 –– Slifierz et al. (2016). p. 14.
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Food Literacy in Windsor-Essex This initiative was premised on an educational model that utilized the train-the-trainer approach. Seeking to encourage and teach food skills, this program offered cooking demonstrations in a variety of settings where children spend formative time (education, neighbourhood, and, recreation settings). Such demonstrations empower children whereby they are supported in making mindful food choices. Further, children develop their sense of independence and agency over the nourishment of their own bodies. This promotes the development of long-term health habits as children invest thought, planning, and skill into food preparation. The cooking demonstrations provided food literacy by aligning with the following objectives: safe food handling, incorporating fruits and vegetables into everyday meals and snacks, how to prepare healthy meals on a limited income, and the importance of vegetables and fruit in contributing to a healthy lifestyle. Moreover, an existing community garden was used in an HKCC identified priority population (see Theme One p. 3) to engage the community in growing their own produce. The grown fruits and vegetables were used in cooking demonstrations. Such an interactive dynamic allowed children to gain abstract knowledge about the source and origin of food. This expands their conceptualization of food as being grown and harvested as opposed to simply originating from the supermarket. In other words, children are taught that food is meant to nourish the body, whereby all bodily sustenance is provided by natural environments. Programming offered through this initiative specifically addressed youth’s expressed interest in attaining food literacy as documented in the Community Needs Assessment (2016).41 Additionally, these demonstrations were offered in areas identified as being food insecure or low-income regions experiencing compromising food quality or restricted access to food due to financial constraint42 Attending to these barriers, 300 children and their families attending Marlborough School located in a low-income, newcomer community participated in the cooking demonstrations; 128 children and their parents living in rural settings of Essex County attended the demonstrations; and, 336 children and parents living in downtown Windsor and Tecumseh attended the food literacy programming. The programming offered through the food literacy initiative of Theme Three fittingly builds on the literacy programs delivered during Theme One: SWARG Seminar––Physical Literacy Part I and Theme Two: Physical Literacy Part II (see p. 12-13; p. 20-21). This traces the holistic components of fueling and nourishing the body. Leading a healthy lifestyle involves the integration of physical activity, drinking water as the main source of hydration, and consuming fruits and vegetables as a well-balanced diet.
LIST OF AGGREGATED METRICS The reach of Food Literacy in Windsor-Essex. Additional metric highlights include
ü 4 Cooking demonstrations took place in the school setting. ü 4 cooking demonstrations were recorded to be used as future educational resources in the school setting. ü 10 Demonstrations took place in the neighborhood setting focusing on growing and preparing food from the garden.
41 –– Slifierz et al. (2016). p. 36. 42 –– Slifierz et al. (2016). p. 17. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 31
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ü 7 Cooking demonstrations took place in the recreation setting; 1 Breakfast with Santa was hosted during the holiday season. ü Over 10 new children gardeners were engaged in the process in growing their own food. ü 590 Educational resources and healthy recipes were distributed at the cooking demonstrations inclusively.
HKCC Youth Leadership Forum Underscoring the importance of peer support and engagement in normalizing behaviours, the Youth Leadership Forum engaged grade 6 and 7 students from dissemination area schools to be leaders in each of their school settings. These students gained leadership skills and learned about the benefits of practicing behaviours encouraged in each theme. Utilizing a holistic and integrative approach, students learned of the importance of physical activity (see also Theme One p. 8), hydrating with water, and eating fruits and vegetables. Equipped with practical strategies, resources, and knowledge, students were tasked with championing HKCC messaging and assisting in the delivery of Theme-based activities. In total, 68 students from 33 schools attended the forum.
LIST OF AGGREGATED METRICS
ü 5 Sessions were delivered on a rotational basis, focusing on topics of: Physical Activity, Teamwork, Hydration with Water, Consumption of Fruits and Vegetables, and Marketing to Children. ü 68 HKCC Infographics for Theme One––Theme Three were distributed to the Youth Forum participants. ü 40 Schools received 2 Sugar Shocker kits containing educational material on the sugar content of common beverages (see Theme Two p. 17 & 18 for a description of Sugar Shocker kits). ü 40 Schools received a jump drive containing required resources for the Youth Champions to deliver the activities at their school. ü The Blender Bicycle was used to educate participants of ways to introduce and mix fruits vegetables into meals and snacks. ü 32% of youth forum participants identified that they enhanced their knowledge of sugar consumption. ü 24% of the youth forum participants identified that they increased their knowledge concerning the consumption of fruits and vegetables. ü 27% of youth forum participants identified that they enhanced their overall knowledge of healthy eating. These relatively low percentages regarding the enhancement and increase of knowledge regarding healthy eating is noteworthy. In considering these statistics one should exercise caution not to allow such measurements to compromise the significance of activities and events promoting youth leadership. Such metrics instead demonstrate that children already possess basic knowledge of healthy nutritional choices and could articulate the components of a healthy diet. Constraints of time, access, and practical strategies of integration of vegetables and fruit are the more likely identified barriers. This finding corresponds with
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the data reported in the Community Needs Assessment (2016).43 As such, the Forum sought to address the above identified barriers.
VON Ontario Student Nutrition Program Adopt-A-Program With the Community Needs Assessment (2016) citing considerable rates of poverty affecting children in the Windsor-Essex region––nearly 1-in-4 children living in poverty,44 schools often serve as key institutions that can offer programming that assists in mitigating its effects.45 In light of these facts, the HKCC, utilizing community resources in the form of community engagement, private sector sponsorship, and the environment’s provisions of locally sourced, natural foods, supported the VON Ontario Student Nutrition Program Adopt-A-Program. A vegetable and fruit delivery program was launched to enhance school breakfast and snack programs, thereby reinforcing supportive environments. In total, 10 HKCC targeted schools (24 schools across the region), equaling to 11,600 students benefiting from the program. In addition, 10 private sector donors contributed funds or nutritional provisions.
LIST OF AGGREGATED METRICS The reach of the VON Ontario Student Nutrition Program Adopt-A-Program. Accompanying notable metrics:
ü Promotional breakfast included over 50 potential sponsors and project partners. ü Over 50 Adopt-A-School sponsorship packages were sent to potential donors. ü Over 1,000 social media encounters occurred during the promotion of the Adopt-A-School program. ü Over $10,000 was committed by private sector donors to provide fresh fruit and vegetables to local school children. ü 6 private sector donors were recruited to participate in a planning committee for future campaign
43 –– Slifierz et al. (2016). p. 36. 44 –– Slifierz et al. (2016). p. 36 45 –– Slifierz et al. (2016). p. 16. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 33
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INTRODUCTION––Theme Four: Power OFF and Play!
Concerned by the increasing pervasiveness of technology and the accompanying effects handheld devices and screens have on children’s physical and social wellbeing, the Healthy Kids Community Challenge launched its fourth and final set of interventions titled Power OFF and Play! Theme Four interventions were designed to address the idle and sedentary behaviours that are sustained by regular, long-term use of screen-mediated technology for recreational purposes. With research consistently pointing to the association between excessive screen-time, increased physical inactivity, and unhealthy behaviours contributing to increased body weights among children,46 Theme Four activities largely targeted kids aged 5-12, their parents/caregivers, their teachers, community stakeholders, and recreation sector officials, consistently delivering messaging that encouraged the reduction of screen-time by participating in physical activity and mindful, face-to-face interaction. Limiting screen-time to purposeful interaction that co-occurred with or bolstered the importance of physical activity assisted in the cultivation of healthier behaviours. The successful delivery of programming relied on knowledge mobilization strategies, which sought to engage and inform children and adults of the community of the parallels between an over- reliance on screen-activity and the adverse effects on health and wellbeing. These forms of knowledge mobilization47 involved information exchange for the purpose of building capacity to change common practice through interactive education. Hosted events and activities served as a series of tools to assist children to meaningfully engage with the environment around them. Theme Four deliverables were implemented as part of the Take Charge strategy of the WECHU to ensure sustainability and continuation of programming (see Theme Two Introduction p. 14; Theme Three Introduction p. 25).
46 Pearson, N., Biddle, SJH., Griffiths, P., Johnston, JP. & Haycraft, E. (2018). Clustering and Correlates of Screen-Time and Eating Behaviours Among Young Children. BMC Public Health. 18 (753), 3-9; Zhao, J., Zhang, Y., Jiang, F., Ip, P., Ka Wing Ho, F., Zhang, Y. & Huang, H. (2018). Excessive Screen-Time and Psychosocial Well-Being: The Mediating Role of Body Mass Index, Sleep Duration, and Parent-Child Interaction. The Journal of Pediatrics. 202, 157-162; Hardy, LL., Grunseit, A., Khambalia, A., Bell, C., Wolfenden, L. & Milat, AJ. (2012). Co-occurrence of Obesogenic Risk Factors Among Adolescents. Journal of Adolescent Health. 51, 265-271. 47 Intro to Knowledge Mobilization Strategies & Tools (n.d.). [Document]. Ryerson University, Office of the Vice President, Research and Innovation. Sourced from Ontario Centre of Excellence for Child and Youth Mental Health- Knowledge Mobilization Toolkit (http://www.kmbtoolkit.ca); Knowledge Mobilization Institute (http://www.knowledgemobilization.net); KTECOP (http://www.ktecop.ca); Research Impact (http://researchimpact.ca) THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 34
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THEME FOUR SUMMARY––‘THE MEDIUM IS THE MESSAGE’48: LIMITING RECREATIONAL SCREEN- TIME AS A METHOD OF ENCOURAGING MINDFUL ACTIVITY AND INTERACTION
Modern social interaction is often characterized by the proliferation of social media which has created a culture of ‘networked individualism.’49 Screen-mediated recreation and network communication technologies have been shown to play an increasingly central role in both young people’s socialization and engagement. Youth are progressively spending more time engaging with their devices than they often devote to physical activity and play.50 This trend has led to the rise of sedentary activity among children and has contributed to co-occurring behaviours associated with eating habits.51 For instance, according to Pearson et al. (2018), children’s excessive amounts of screen-time engagement is associated with poor dietary behaviours. Concerned with the already established rate of childhood obesity in Windsor-Essex, Theme Four interventions focused on promoting physical activity and healthy eating habits by encouraging the reduction of recreational screen-time.
The implementation networks of family, school, community (recreation) outlined in the previous three themes as influential to the circulation, development, and maintenance of supportive environments encouraging healthy behaviours among children (see Theme One Summary Report p. 2; Theme Two Summary Report p. 15-16; and Theme Three Summary Report p. 26), continued to be vital in the delivery of Theme Four messaging. However, clear distinction between implementation networks was increasingly difficult to sustain during Power OFF and Play, given that this initiative applied a multi- layered approach that continued to incorporate and build on previously delivered objectives. This is demonstrative of the multiple assemblages of cross-constituted factors that determine healthy, active living.
Theme Four activities heavily emphasized the importance of parental participation in reinforcing the value of physical activity by limiting screen-time, and using productive, mindful interaction as a powerful strategy toward the reduction of excessive screen-use. Markedly, parental habits and behaviours are also mediated larger socio-cultural shifts that support and maintain reliance on technology in everyday interaction. Research conducted by Pearson et al. (2018) shows that parents who are frequent screen- users have children who are high screen-users. Likewise, parents who engage in unhealthy eating behaviours that support less mindful consumption “socialize their children into behaviours based on their own beliefs, attitudes, and preferences.”52 These findings illustrate the necessity of “reciprocally
48 Coined by Marshall McLuhan, Canadian communications theorist (1967) denoting that the medium through which we send, receive, and consume information is more influential than the information itself, as it is the medium that dictates the ways in which we consume content. This has monumental social and political consequences as it changes the scale of interaction with the environment resulting in socio-cultural shifts that impact individual perceptions, habits, and behaviours. 49 Rainie, H., & Wellman, B. (2012). Networked: The New Social Operating System. Cambridge, MA: MIT Press. 50––Slifierz et al. (2016). p. 20 & 23. 51––Pearson et al. (2018). 52 Pearson, N. as cited in Adams, L. (2018, July 10). Screen-Time Linked with Unhealthy Eating Habits in Children. National Centre for Sport & Exercise Medicine: Working for Health & Wellbeing. Para. 18. Retrieved from: http://www.ncsem-em.org.uk/research/screen-time-linked-with-unhealthy-eating-habits-in-children/ THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 35
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targeting parents at home and children at school to provide guidance and information on alternative behaviours to screen-time, recipes for healthy snacks, and toolkits to help empower families to make healthy behaviour changes.”53 Equally important, community groups, organizations, and recreation centres are crucial sites instrumental in helping to teach children and their caregivers about health behaviours and encouraging more active, less sedentary hobbies, and healthier dietary options.
Relying on all three reciprocally significant implementation networks, Theme Four interventions were delivered through largely joint efforts of family, school, and community. Notably, the community, as a large-scale implementation network plays a key role in the continuation of practices beyond the conclusion of the HKCC. For example, the Screen Free Activity Placemat, Kids in the Kitchen––Tecumseh, Family Game Night––Tecumseh, Screen-Free Family Day––Power OFF and Play, Power OFF and Play with Active Recreation, and Power OFF and Playground––Tecumseh are all interventions that were implemented in the community targeting family recreation and mindful interaction. All activities provide supportive environments where the community has made an informed commitment to continue to support messages and practices of the HKCC in some capacity by realizing the significance of offering beneficial recreation.
In general, Theme Four interventions underscored the ways in which the use of digital technology has restructured interaction that has had significant consequences on the health of the community. The use of media has become a sedimented practice that is maintained and supported by larger social and political structures. Therefore, interventions of the Screen Free Meal Challenge and the ‘Screenagers’ Documentary Screenings aimed to teach children of mindful screen interaction that can be used to support and encourage healthy behaviours. Simply put, the medium became the message.
53 ––Pearson, N. as cited in Adams, L. (2018, July 10). Para. 22. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 36
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THEME FOUR ACTIVITY REPORT
Power OFF and Play Toolkit Following a multi-component approach, a Power OFF and Play Toolkit was disseminated to 42 HKCC designated schools. Armed with the objective of reducing recreational screen time and general use of technological devices among youth between the ages of 5-12 years, the toolkit promoted physical activity as an antidote to sedentary behaviours that are often an effect of frequent use of screens in children’s everyday lives. The toolkits empowered children to set their own goals and track their own behaviours. Activity ideas promoted local recreation programs and centres, as well as outdoor options such as local trails and outdoor playgrounds. Activity ideas specifically sought to highlight low or no cost community recreation and local environments. Moreover, the school-based component included an educational guide for teachers, which provided an overview of information regarding screen time for children. It included the recommended guidelines, health impacts of screen use on children, and the importance of reducing use at two key times of the day––meal time and bedtime. Further, lesson plans demonstrated the health benefits of being physically active and decreasing recreational screen use. A complimentary home-based component included a homework assignment that consisted of students tracking their own screen use for one week and later graphing it as part of a math lesson. This intervention nicely incorporated a cross-curricular link that included tracking screen time and engaging in more active behaviour at home as well as at school, and in the community. This intervention echoes and builds on the objectives iterated in Theme One interventions: Outdoor Play Every Day (see p. 6) and Fit Burst/Active Learning/Fit Classrooms (see p. 7). Notably, yoga mats were included in the toolkits as a manner in which to promote focus, mindfulness and relaxation. In fact, 380 yoga mats were included in the Fit Burst Kits during Theme One. Overall, this intervention focused on operationalizing knowledge mobilization–– informing children, parents, and teachers of the adverse effects of extended screen time on the development and maintenance of healthy, thoughtful behaviours, and using practical strategies to transform knowledge into action. The successful implementation of the activities promoted under this intervention largely relied on fostering parent/family––school––community partnerships. It is projected that this intervention reached 14,000 children within dissemination area schools, 10,000 parents and/or caregivers, and 300 teachers.
Screen Free Activity Placemat A 2015 survey inquiring about the use of technology at the dinner table reported that 24% of children 2 years of age were said to be using devices during mealtime. The same study found that the percentage of children using technology while eating doubles by age 8.54 Further citing a poll of nearly 900 families where 47% of parents stated that a mobile device was used during dinnertime within a week’s time, and 34% indicating that the TV was on during most or all dinners,55 The HKCC sought to meaningfully address such high rates of reported screen time use during eating times, which are social events meant to foster
54 As cited in The Healthy Kids Community Challenge Project Activity Report for Theme 4: Power OFF and Play (2018). p. 27. 55 As cited in The Healthy Kids Community Challenge Project Activity Report for Theme 4: Power OFF and Play (2018). p. 28.
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connection, communication, and mindfulness of consumption. In an effort to discourage the use of screens at the table, a placemat was created containing messages and fun activities aimed at educating children and their families on the importance of reducing screen time. The placemat provided an activity that children could complete in place of using screens in locations they would likely be on devices (restaurants, health care waiting rooms, etc.). These activities encouraged more interaction with family members and/or other table guests. Specifically, the placement activities targeted younger children in order to promote thoughtful behaviours conducive to cultivating healthy eating habits. The placemat encouraged colouring, a creative activity that can universally be engaged in. Metrics indicate that this intervention potentially reached 1,000 children and their parents. 1,200 hard copies were printed and provided to various organizations and handed out at community events. An electronic version is accessible through the WECHU website, allowing community organizations, school staff, parents or health care offices to access this resource as needed. Hard copies were handed out at Open Streets Windsor, which garnered over 1,000 attendees. Distributing the placemats at a public event made it easy to reach a wide audience. Additionally, relying on various departments within the Windsor Essex County Health Unit made it possible to disseminate the placemat to a variety of settings, reaching a wide audience.
Screen Free Meal Challenge The primary goal of this intervention was to encourage families to come together during meal time to share food and conversation without screens. To do so, a screen-free meal toolkit was developed whereby families were provided with strategies and methods of developing and engaging in healthy behaviours during mealtime (i.e. involving children in the kitchen, cooking healthy meals, etc.). This intervention aimed to increase family food literacy through the provision of meal plans and recipes with detailed examples of how kids of all ages can contribute to meal preparation. The toolkit and accompanying activities were actively designed to build on initiatives during Themes One, Two, and Three. This activity reiterates the importance of involving children in meal preparation as a powerful method of developing their awareness of healthy eating and developing an appreciation of naturally sourced and prepared food as exemplified by the Food Literacy in Windsor-Essex intervention (see Theme Three p. 31-32). Noting that the complete elimination of screens in child’s daily life is unwarranted as current cultural, social, educational, and political structures that influence youths’ ways of being and interacting do not support a completely screen-free lifestyle, promoted activities and behaviours, instead sought to limit screen-time during vital times of the day. These being times of the day that advance the development of skills and attitudes through person-to-person or mindful interaction. In other words, the activities launched under this initiative demonstrated that screens can and should be used purposefully. Significantly, this intervention challenged parents/caregivers to offer 5 screen-free meals each week for 6 consecutive weeks. The challenge required participants to log the days in which they had a screen- free meal. The software used to complete the challenge provided education to participants each day they logged into the challenge. The toolkit provided parents/caregivers with 15 family friendly recipes, a complementary grocery list including cost information, educational tips on age-appropriate ways for all family members to help with dinner prep and clean up, as well as a conversation starter activity booklet. This toolkit was made available to all residents of Windsor and Essex County through the Windsor Essex County Health Unit’s webpage and hard copies were provided by WECHU upon request. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 38
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This challenge follows other challenges or interventions which required purposeful use of technology. Such interventions demonstrated that technology can be used alongside physical activity––consider the Physical Literacy Social Media Contest (see Theme One p. 11-12) or Community Activity Challenge (see Theme One p. 12). Further, this challenge relied on the same software used during the Take Charge in the Workplace––Comprehensive Workplace Wellness, specifically the Hydration Challenge, which promoted an increase in the consumption of water to quench thirst (see Theme Two p. 22). Overall, a total of 131 parent/caregiver registrants participated in the challenge. Approximately 150 flyers were distributed at various locations throughout Windsor Essex including community events (i.e. Open Streets). 80 Toolkits were distributed/downloaded from the WECHU webpage. Existing community networks formed through the HKCC partnership increased registration by 25%. Community networks shared registration information. This allowed for electronic distribution of challenge information. This statistic further underscores the importance of technology in positively influencing active participation. Moreover, a social media matrix shows 549 link clicks, 59,678 impressions, 75 post reactions, 8 post comments, and 64 post shares.
Kids in the Kitchen––Tecumseh The Tecumseh Parks and Recreation staff led fun and educational classes that inspired children between the ages of 4-12 to further develop a passion for food and helping out in the kitchen. The program provided a weekly cooking demonstration for a 4-week period that included an educational component that encouraged the reduction of recreational screen-time. Each weekly cooking class included 2 healthy recipes and provided an environment where children, together with their parents, participated in preparing healthy meals. The cooking demonstrations were led by trained and experienced Town of Tecumseh staff. In an effort to raise awareness of reducing screen time, participants were provided with promotional material regarding the benefits of powering off and playing, such as: the recommended guidelines for screen-time, suggested activities to replace screen-time, and information on where to access other available activities for parents and children. Attentive to the established association between the co-occurring effects of screen-time and unhealthy dietary behaviours,56 this initiative fittingly augmented the messaging delivered during Theme Three: Choose to Boost Veggies and Fruit, through the Food Literacy in Windsor-Essex intervention (see Theme Three p. 31-32). In total, 84 participants comprising of children and their parents registered for this initiative.
Family Game Night––Tecumseh Hosted in the town of Tecumseh at a local recreation centre, this intervention included a variety of board games, table-top games, and giant lawn games for families to access and play. Children and their families could engage in new games or old favourites at no charge. All encouraged activities did not require any use of technology and were specifically chosen for their digitally free interface, whereby full participation was reliant on face-to-face social interaction. Accordingly, the space was designated as a
56 Based on a study titled Clustering and Correlates of Screen-Time and Eating Behaviours among Young Children conducted by Pearson, N., Biddle, SJH., Johnston, JP & Haycraft, E. (2018) as cited in Adams, L. (2018, July 10). Screen-Time Linked with Unhealthy Eating Habits in Children. National Centre for Sport & Exercise Medicine: Working for Health & Wellbeing. Retrieved from: http://www.ncsem-em.org.uk/research/screen-time-linked-with- unhealthy-eating-habits-in-children/ THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 39
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“Screen-Free Zone Area” with signage posted advising/encouraging participants to put mobile/screen devices away while participating. In addition, flyers and informational material was available that outlined the importance of reducing/limiting screen-time, specifically outlining the recommended screen-time use to both parents and children. This was an opportunity to provide awareness and encourage participants to be more aware and help encourage the reduction of screen-time. In all, 3 Family Game Nights were held attracting a total of 61 participants. This intervention, like previous others, was designed to provide a supportive environment by integrating it into an existing community structure (local recreation centre) to encourage more mindful interaction and provide an opportunity for families to come together and play without any digital interference. It should be noted that events held in the community generally resulted in a higher turnout. That said, such quantified metrics should not detract from the value of not only engaging youth, but in attracting the family unit to encourage behaviours that can be adopted collaboratively. It should also be noted that in-door recreational facilities garner more patrons during colder seasonal weather as opposed to the springtime when this event was held.
Screen-Free Family Day––Power OFF and Play Family Day, February 12, 2018 was heavily promoted and accordingly positioned as a screen-free day reflecting the objectives of Theme Four. Specifically, the value of powering off and playing was encouraged during a provincially observed holiday57 celebrating the centrality of family whereby meaningful interaction with loved ones is encouraged. This day seeks to create time and opportunity for families to share in the benefits of spending time together away from the institutional rigors of school and work. Concerned that current trends and methods of interaction are largely device mediated, and thereby resulting in the holiday not being honoured or utilized for its intended purpose, the HKCC aligned the objectives of Theme Four to complement the underlying principle of Family Day. This initiative relied on the circulation of programmatic advertising, social media posting, media releases, posters and flyers all advising and encouraging the public to engage in activities true to fostering connection and purposeful interaction through active play and the utilization of community assets. Programmatic advertising targeted postal codes within HKCC dissemination areas. A link to the HKCC Windsor-Essex website was included in the ads. The website included information regarding screen- time limits and options to consider as alternatives to screen-time. Webpage metrics revealed that the page received 2,024 views. The link also included a brief survey gauging children/family intent in making Family Day a screen-free day. 45 people completed the survey, of which 90% of respondents indicated that they were planning on being screen-Free on Family Day 2018, and 56% reported that they had heard of the Healthy Kids Community Challenge Power OFF and Play messaging. Providing incentive for further participation, those who completed the survey were entered into a draw for a chance to win 4 passes to a local indoor water park. The goals of this particular initiative were also voiced through radio media including interviews with CTV, AM800 and CBC Windsor Morning. The advertising and mindful messaging used to promote a screen-free Family Day potentially reached 783,860 individuals.
57 The Ministry of Labour (2018). Public Holidays. Retrieved from https://www.ontario.ca/document/your-guide- employment-standards-act-0/public-holidays THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 40
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Power OFF and Play with Active Recreation The Southwest Area Recreation Guild (SWARG) along with Windsor Essex Communities inMotion (WE- CIM) assisted in the planning and hosting 4 events in 8 municipalities that were designed to bolster Theme Four messaging that encouraged active play with the purpose of curtailing screen-time use among children and families. The 4 events included: Family Day in Motion, March Break in Motion, June in Motion, and Summer in Motion. This initiative hosted a total of 32 events delivering 78 activities that reached 7,798 participants. Further metrics indicate 2,201 potential encounters where 4,300 materials were circulated all contributing to the promotion of screen-free recreational activity. The success of this community-wide initiative is mirrored by previously held interventions that highlighted the importance of physical activity––i.e. Run. Jump. Play Every Day. Recreation Can Be Affordable (see Theme One p. 9) and inMotion Activity Pass (see Theme One p. 10); as well as community-wide interventions promoting consumption of water in place of sugar sweetened beverages during Theme Two––i.e. Choose Water/Water Does Wonders––Take Charge in Recreation Centres & Primary Care Offices (see Theme Two p. 22) and Recreation Can Be Affordable Alongside Water Does Wonders (see Theme Two p. 21-22). Further, the value community-based recreational activities were emphasized during Theme Three promoting the health benefits of vegetable and fruit consumption––i.e. Recreation––Take Charge–– Choose to Boost Veggies and Fruit (see Theme Three p. 29). In fact, the value of community-focused initiatives has led to WE-CIM to continue to look at offering quarterly events that encourage active recreation for family members in each of our communities and to use these events as a means to continuously educate families about being active, healthy eating and proper hydration. Municipalities have also continued to use hydration stations with water and fruit at their events and programs since the launch of Theme Two. Municipalities hope to implement more snacks at recreation programs for children that encourage and include vegetable and fruit from Theme Three. WE-CIM is committed to looking at expanding the affordable recreation policy and for municipalities to adopt this within their community.
Power OFF and Playground––Tecumseh Striving to further provide supportive environments that meaningfully address identified barriers of affordable, accessible recreation that promotes active, screen-free physical activity, Power OFF and Playground relied on the Town of Tecumseh’s Parks & Recreation Department to provide screen-free, creative free play in local community parks. The goal of this intervention was to reduce sedentary behaviour and promote healthy social interaction by allowing children and their parents access to free instructional play activities at a local park. The play activities were led by two High Five Trained Recreation leaders who are employed by the Town of Tecumseh. The instructors followed complete lesson plans that included activities for children that are conducive to outdoor active, social, and cooperative play. The importance of physical activity and reduction of screen-time was further reinforced through supplemental information including the recommended guidelines for screen-time, suggested activities to replace screen-time, and information on where to access other available activities for parents and their children. In an effort to encourage active participation, the intervention also included a contest requiring participants to track their daily screen-time use with the goal of curbing screen-time to meet recommended guidelines. Recognizing the vital importance of providing affordable opportunities for children to develop interest and skill to engage in physical activity, the sessions held under this THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 41
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intervention specifically addressed financial and spatial barriers that often influence active recreation (see Theme One Summary Report p. 3). The objectives of this intervention both addressed an underscored need to encourage and support children as they learn the value of active play, and in creating space for them to do so. The significance of both establishing space and opportunity for children to engage in physical activity whereby they are able to cultivate interest leading to subsequent participation was highlighted specifically during the Try a Sport Day (see Theme One p. 9), Glengarry Neighbourhood Sports (see Theme One p. 10-11), and Dougall Neighborhood Community Sports Night (see Theme One p. 11) interventions, all carried out during Theme One: Run. Jump. Play Every day. In sum, Power OFF and Playground––Tecumseh intervention included 4 afternoon play sessions resulting in 130 total registrants comprising of children and their parents.
County Wide Active Transportation (CWATS) Community Engagement Building on the success of the CWATS celebrations held during Theme One: Run. Jump. Play Every Day! (see Theme One p. 12) and concurrently iterating Theme Two and Three: Choose to Boost Veggies and Fruit messaging (see Theme Three p. 30), Theme Four also delivered a ‘Walk. Ride. County Wide” celebration where local residents, schools, and communities of each of the 7 County of Essex municipalities walked with local leaders to celebrate their annual investment in active transportation. This year’s celebrations were further accentuated by marking 5 years of a 20-year masterplan that foregrounds continued community commitment to investing in and enhancing local trails conducive to active transportation strategies. A strong HKCC message of ‘Power OFF and Play!” was delivered to participants, local leaders, and through extensive media coverage reaching thousands of individuals through the event itself and accompanying communication strategy. The County of Essex Municipalities worked together with the Windsor Essex County Health Unit, Bike Windsor Essex, Essex Region Conservation Authority, and County staff to plan and implement the CWATS celebrations throughout the month of June. In sum, this celebration reached above 1,000 school-aged children from grades 6-8, their families, and their teachers, who were in attendance during the celebration. Additionally, over 12,000 community members were reached through various communication mediums promoting the celebration. Over 1,500 materials were distributed reflecting theme messaging
‘Screenagers’ Documentary Screenings This intervention included 4 screenings of the ‘Screenagers’ documentary. This documentary informed viewers about the need to develop a family plan regarding screen-time use and recommended tracking digital use and dependency as a vital method of consciously evaluating screen-use and considering times of imposing beneficial limits. The positive effects of reducing screen-mediated activity by constructing a family plan that includes documenting screen-use are further echoed by child development, physical activity and health focusing on youth and family behavioural nutrition expert, Dr. Natalie Pearson.58 Following each screening, a 30-minute panel discussion was held to address audience questions and concerns. Panel members included representatives from public heath, community health, as well as
58 as cited in Adams, L. (2018, July 10). Screen-Time Linked with Unhealthy Eating Habits in Children. National Centre for Sport & Exercise Medicine: Working for Health & Wellbeing. Retrieved from: http://www.ncsem- em.org.uk/research/screen-time-linked-with-unhealthy-eating-habits-in-children/ THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 42
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police and recreation sectors. A supplemental toolkit was developed for participants which included a screen-time tracker and information outlining local resources to assist in the management of screen- time concerns. The documentary was screened to a total 150 viewers and 100 toolkits were distributed among audience members. The screenings were advertised through all 4 boards of education, the Windsor Essex County Health Unit, all 8 municipal recreation departments and on the City of Windsor website. 264 posters were circulated among the aforementioned community partners. In addition, 21 participants completed an evaluation of the screenings––18 of 21 respondents indicated that they felt more confident about making a plan around screen time. This educational intervention further demonstrates the ways in which the use of screens and technology can be utilized in mindful and purposive ways that support and enhance the focal messaging of Theme Four interventions.
Key Message Document This intervention focused on the promulgation of key messaging related to Theme Four: Power OFF and Play. The Key Message document sought to increase the public’s knowledge and awareness of the adverse effects of sedentary behaviour, particularly targeting the reduction of time spent on screen-based recreational activities. This document was regionally distributed among 90 Windsor-Essex elementary schools, 30 EarlyON centres, recreation centres, municipal offices, the Windsor Essex County Health Unit, and other community partners upon request. Ensuring consistent, uniform, factual content delivered through the Key Message Document, short and long versions of these messages were included in the document. This allowed organizations to convey the information through a variety of mediums without having to edit the content themselves. Providing the messages in electronic format allows organizations to easily utilize them in a variety of methods (i.e. in newsletters, on social media, electronic displays, etc.). Specifically, 300 hard copies of the Key Message document were disseminated in total––200 English copies and 100 French copies. Approximately 8,000 children ranging from age 5-12 years, 10,000 parents/child caregivers, 40 school administrators, and 20 recreation Center administrators were reached during the circulation of key messaging documenting the negative effects prolonged screen time use and advising of practical strategies of reduction.
HKCC Summary and Sustainability Event A HKCC closing celebration was held on September 18, 2018 at the Ciociaro Club of Windsor. 50 people were in attendance comprising of community partners and members of the public that contributed to the successful implementation of the HKCC. The event included remarks from the Healthy Kids Community Challenge Co-Champions, Councillor, Jo-Anne Gignac and Tecumseh Mayor, Gary McNamara, as well as Dr. Wajid Ahmed from the Windsor Essex County Health Unit, and Jelena Payne, Commissioner of Community Development and Health Services. A walk-through visual and tactile summary of the HKCC Windsor-Essex was on display, which included photos and information that were created throughout the duration of the program. A brief video with highlights from the Healthy Kids Community Challenge was screened. This was an opportunity for the HKCC leadership table and community partners to celebrate and take stock of the many initiatives that have taken place all promoting young people’s wellbeing through active play and recreation, the consumption of healthy diets consisting of water, fruits, and vegetables, and reducing the consumption of digital media and screen-mediated recreation. Importantly, the event emphasized the importance of maintaining THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 43
COUNCIL AGENDA - February 25, 2019 Page 339 of 346 HKCC SUMMARY REPORT [Theme Four: Power OFF and Play!] community partnerships that strive to provide care, access, opportunity, and provisions for young people to thrive in our community. The event assured those involved in the development and delivery of the HKCC of the sustainability of established efforts beyond the duration of official programming. The Take Charge Strategy of the Windsor-Essex County Health Unit was designated as the primary guarantor of continued collaboration and operationalization of networks and resources that were activated during delivered programming. All produced materials and resources will be available through the WECHU, which allows community structures and institutions to continue to deliver vital messages and practices well beyond the conclusion of the HKCC. Doing so reifies the Healthy Kids Community Challenge as a living initiative that continues to enhance the livelihoods of children affected by multi-faceted social determinants of health as influenced by location, access, opportunity, and proximity to social-spatial assets.
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AFTERWORD: CRITICAL PERSPECTIVES ON HEALTH, YOUTH AND ‘BODY WORK’
Identifying concerning rates of childhood obesity among children living in Windsor-Essex,59 The Healthy Kids Community Challenge, positioned local youth’s health as a regional issue in need of socio-spatial intervention strategies. In essence, the HKCC aimed to support the well-being of local children by creating communities that prioritize their physical, social, and spiritual development by engaging multiple, everyday settings influential to children’s education and overall socialization. Following a cross- constitutional approach mindful of the intersecting social determinants of health, such as access, opportunity, awareness, and education empowered youth to live healthier lives. Doing so required the development of programs, policies, and environmental supports targeting youth, their parents, and local partners to promote health and wellness by engaging in physical activity, healthy consumption practices focused on including water, veggies, and fruit in children’s daily diets, and decreasing their screen-time as a method of encouraging play, social interaction, and quality family time.60
By targeting multiple, reciprocal implementation networks of family, school, community (recreation) as consistently influential in brokering the variables essential to a healthy well-being, the HKCC applied a ‘materialist’ understanding of health whereby “health…as an emergent propert[y,] come[s] about as [an] outcom[e] of relations between bodies, and other objects, settings, etc.”61 Elsewhere, Fox (2011, 2012) also argues that health is determined by unique conditions of engagements involving multiple assemblages of factors that include but are not limited to socioeconomic status, social position and markers of difference (i.e. race, class, etc.), all of which affect outcomes of access, proximity, and opportunity. Conditions of health, in other words, are assembled and manifest themselves through the body rather than emerging from bodies and organs themselves.62
With each theme building on the programming provided by the preceding one(s), the interventions exposed the multi-factorial contingencies that produce varied health effects. By employing a materialist perspective to the dynamics of health among youth, the HKCC further contributes to critical perspectives of health and wellness offered by the sociological framework of ‘body work,’ defined by Coffey (2018) as: a series of affective relations between the body and its environment[.]... Body work practices require a conscious investment in the appearance in function of the body[.]... The practices undertaken by ‘body work’ can include any practices which involve the intent of…altering the subjective experience of the body (such as practices aimed at ‘feeling healthier’).”63 Such an approach to analysing health and wellness practices introduces the processes by which bodies and societies concurrently shape each other. From this perspective, there are different social forces and
59 –– Slifierz et al. (2016). p. 11. 60 Ontario Ministry of Health and Long-Term Care (n.d.). Healthy Kids Community Challenge. Retrieved from http://www.health.gov.on.ca/en/public/programs/healthykids/hkcc.aspx 61 Coffey, J. (2018). Body Work: Youth, Gender and Health. (Youth, Young Adulthood and Society Series). Routledge: New York, NY. p. 37. 62 Fox, N. J. (2011). The Ill-Health Assemblage: Beyond the Body-with Organs. Health Sociology Review, 20(4), 359- 371.; Fox, N. J. (2012). The Body. Cambridge: Polity. 63 –– Coffey, J. (2018). p. 55. THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 45
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assemblages of factors that impact what a body can do. While certain assemblages contribute to limitations and barriers, others are productive and functional with the capacity to create conditions and orientations towards action. For example, the HKCC, through the delivery of each thematic programming assembled supportive environments through awareness and education, community and parental involvement and investment that produced circumstances that oriented the body towards action.
Importantly, critical perspectives ought to disrupt any straightforward, direct correlational link between the experience of health resulting from simply undertaking healthy activities considered to lead to a state of health. Unsettling this link instead requires challenging dominant health discourses that largely ignore sedimented institutional practices that support less healthy habits and behaviours. For example, youth preoccupation with digital technology leading to more sedentary behaviours leading to increased physical inactivity is not the only causal effect contributing to adverse health consequences. Modern schooling has sought to activate the mind at the expense of actively engaging the body. Children are largely encouraged and conditioned to engage in practices of good citizenship by becoming well behaved pupils by sitting at their desks completing written analytical assignments. Physical activity is crucial to embodied skill and physical literacy, equally important to the development of productive skills that contribute to overall intelligence.
Upon closer analysis afforded by a body work framework, HKCC interventions reveal the capacity to trace “how social relations and body work practices affect the body’s possibilities[.]”64 Through the delivery of a total 342 activities to 50,000 participants during its duration,65 the HKCC attended to the macro-micro processes which shape young people’s engagement in healthy activity.
64 –– Coffey, J. (2018). p. 55. 65 Cross, B. (2018, September 18). Healthy Kids Project Wraps Up: 50,000 Participated in 342 Activities. Windsor Star. Retrieved from https://windsorstar.com/news/local-news/healthy-kids-project-wraps-up-50000-participated- in-342-activities THE HEALTHY KIDS COMMUNITY CHALLENGE––The City of Windsor 46
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Committee Matters: SCM 12/2019
Subject: Minutes of the Court of Revision of its meeting held January 16, 2019
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A meeting of the Court of Revision is held this day commencing at 9:00 o’clock a.m. in Meeting Room 140, 350 City Hall Square West, there being present the following members:
Councillor Ed Sleiman, Chair Councillor Rino Bortolin Councillor Irek Kusmierczyk
Guest in attendance:
David Basilious, BAIRD|AE architecture + engineering
Also present are the following resource personnel:
Sergio Colucci, Engineer II Wes Hicks, Senior Manager Infrastructure and Geomatics, Deputy City Engineer Fahd Mikhael, Engineer III Karen Kadour, Committee Coordinator
1. Call to Order
The Chair calls the meeting to order at 9:00 o’clock a.m. and the Court of Revision considers the Agenda being Schedule A attached hereto, matters which are dealt with as follows:
Additions to the Agenda
Moved by Councillor Bortolin, seconded by Councillor Kusmierczyk, That Rule 3.3 (c) of the Procedure By-law 98-2011 be waived to add the following addition to the Agenda:
Adoption of the Minutes of the Court of the Revision of its meeting held December 5, 2016.
Carried.
Moved by Councillor Bortolin, seconded by Councillor Kusmierczyk, That the minutes of the Court of Revision of its meeting held December 5, 2016 BE ADOPTED as presented. Carried.
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2. Introductions
The Chair calls for introductions of the members of the Court of Revision, the administrative staff and David Basilious, BAIRD|AE architecture + engineering.
3. Appellants
No appellants are present regarding the repair and improvements to the Hawkins Drain.
David Basilious, BAIRD|AE states the Hawkins Drain is in need of repair and requires removal of accumulated sediment and vegetation on the bottom and lower banks of the drain. He states additionally, many of the tiles that drain into the drain do not have end treatment on them. At the Tecumseh Mall, there is a 1200 millimeter outlet pipe that drains to the Hawkins drain that has resulted in some erosion which will be cleaned out with the placement of stone and gabion stone in that area. There are massive culverts along the drain which will be cleaned to ensure there is no sediment buildup in the culverts. One culvert will be replaced at the upstream end of the drain. All debris, trees, and thorns will be cleared out of the drain.
S. Colucci advises the Court of Revision convenes to hear any issues that property owners have regarding their assessments, and the cost that will be applied against their property for any improvements. The Court of Revision can make decisions on land that is assessed too high or too low. He adds one appeal was received within the time frame but was resolved.
In response to a question asked by Councillor Kusmierczyk regarding what precipitated the Hawkins Drain Study, S. Colucci responds the last study was undertaken in the 1940’s so over time, the drain has become overgrown and improvements to the drainage in this area became necessary.
The Chair asks if there are measures for ongoing maintenance in the drains. F. Mikhael responds there are over 100 drains in the city and brushing is done on an annual basis subject to the available budget. He notes that some drains have not been cleaned in 30 to 40 years.
The Chair questions if the property owners who abut a drain are responsible to pay for the removal of the sediment. S. Colucci responds under The Drainage Act, the city is required to charge upstream property owners the maintenance cost. He refers to Council Resolution 388/2007 approved at Council’s meeting held October 1, 2017 as follows:
“That the City of Windsor undertakes drain maintenance and costing in the following method: City of Windsor CONTINUE to use the general tax levy or the sewer surcharge levy, depending on location for drain maintenance costs in accordance with the City of Windsor
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Act, 1968: a) with the exception of private access structures, which are to be assessed to the benefiting property owners as per a completed engineer’s report and assessment schedule as a “special benefit” in accordance with s.24 of the Drainage Act; b)Municipal Drains, excluding access structures will BE MAINTAINED at the general tax rate or sewer surcharge, depending on location, provided the landowners allow soil from the drains to be spread on their lands, as provided for in the Engineer’s Report.”
S. Colucci adds that residents are only charged the special benefit, so if there is a benefit to a property owner for installing a culvert gabion stone, then those are the only costs that are assessed to the property owner in the city.
4. Decision of the Court of Revision
Moved by Councillor Bortolin, seconded by Councillor Kusmierczyk, That the Report provided by BAIRD|AE dated September 27, 2018, Project No. 15-081 entitled “Repair and Improvement to the Hawkins Drain The City of Windsor” BE RECEIVED. Carried.
5. Adjournment
There being no further business, the meeting is adjourned at 9:18 o’clock a.m.
______CHAIR
______COMMITTEE COORDINATOR
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