The District Municipality of Muskoka

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THE DISTRICT MUNICIPALITY OF MUSKOKA

COMMUNITY SERVICES COMMITTEE

A G E N D A

Meeting No. CS-8-2015 July 22, 2015 1:30 p.m. Council Chamber, District Administration Building ______

1. CALL TO ORDER

2. DECLARATION OF PECUNIARY INTERESTS

3. BUDGETS AND FINANCIAL PLANNING

a) Capital Project Quarterly Variance Report – March 31, 2015 Report No. CS-8-2015-1

Recommendation

THAT the recommendation related to the individual Tax Supported Capital Budget project, as summarized in Schedule A to Report No. CS-8-2015-1, BE RECEIVED.

b) Community Services Department Operating Budget Variance Report – March 31, 2015 Report No. CS-8-2015-2

Recommendation

THAT the Community Services Department Operating Budget Variance Report as at March 31, 2015 BE RECEIVED.

4. FINANCIAL AND ADMINISTRATIVE MATTERS

a) Corridor 11 Bus Update and Financial Impact Report No. CS-8-2015-3

Recommendation

This report is provided for information.

b) Community Initiatives Report No. CS-8-2015-4

Recommendation

THAT Muskoka District Council SUPPORTS the recommended Community Initiative projects as outlined in the attached table.

Page 1 c) Age-Friendly Community Planning Grant Program Budget Amendment Report No. CS-8-2015-5

Recommendation

THAT the 2015 Tax Supported Operating Budget as it relates to Community Initiatives BE AMENDED and that the respective draft budget for 2016 be included as follows:

Age Friendly Community Planning Grant 2015 2016 Consultant 18,000 6,000 Community Engagement 4,285 1,715 Communication Materials 2,500 Report Production and Distribution 2,500 Total Expenditure 24,785 10,215 Grant (24,785) (10,215) Net Levy Impact 0 0 d) Simcoe Muskoka District Health Unit Resolution Regarding a Basic Income Guarantee Report No. CS-8-2015-6

Recommendation

This report is provided for information. e) !MPACT Muskoka Business Plan Report No. CS-8-2015-7

Recommendation

THAT Muskoka District Council ACCEPTS the attached Business Plan for !MPACT Muskoka;

AND THAT up to $40,000 from the Corporate Capital Reserve Fund BE APPROVED to complete necessary capital upgrades to the location at 1955 Beaver Creek Drive, Gravenhurst, ON; with an expectation of repayment by Community Services over the next 10 years;

AND THAT up to $60,000 from the Muskoka Services Investment Reserve Fund BE APPROVED for capital expenditures at 1955 Beaver Creek Drive, Gravenhurst, ON. f) Community Services Presentation / Updates to Local Municipal Councils Report No. CS-8-2015-8

Recommendation

This report is provided for information.

Page 2 5. SOCIAL ASSISTANCE

a) Ontario Works Caseload Report No. CS-8-2015-9

Recommendation

This report is provided for information.

6. LONG-TERM CARE / THE PINES

a) Long Term Care Funding Increase Report No. CS-8-2015-10

Recommendation

This report is provided for information.

b) Redevelopment of Fairvern Home Long Term Care Facility Report No. CS-8-2015-11

Recommendation

This report is provided for information.

7. EARLY LEARNING / CHILDREN’S SERVICES

a) Budget Amendment – Ministry of Education Utilization Adjustment Report No. CS-8-2015-12

Recommendation

THAT the 2015 Tax Supported Operating Budget BE AMENDED as outlined in the following table:

2015 2015 Approved Proposed Proposed Budget Amendment Budget MED - General Operating Program Services - Other 1,375,095 76,385 1,451,480 MED - Revenue MED Funding 3,769,738 76,385 3,846,123 Net Levy Impact 0

8. SOCIAL HOUSING / AFFORDABLE HOUSING / HOMELESSNESS

a) Men’s Shelter Services in Muskoka Report No. CS-8-2015-13

Recommendation

This report is provided for information.

Page 3 b) Muskoka Affordable Housing Initiatives Program (MAHIP) Capital Incentive Funding Recommendation – Loon Call (Muskoka) Inc. LOT 7 PLAN 35M-735 Report No. CS-8-2015-14

Recommendation

THAT a municipal housing facilities by-law BE PREPARED for the provision of a capital incentive for one (1) affordable home for private sale by Loon Call (Muskoka) Inc.;

AND THAT the by-law AUTHORIZE FUNDS in the amount of $15,000 for one (1) affordable home, to be made available to the proponent;

AND THAT The District Municipality of Muskoka BE AUTHORIZED to enter into an agreement with respect to this by-law with Loon Call (Muskoka) Inc.;

AND THAT the terms of the agreement BE SATISFACTORY to the Commissioner of Community Services and the District Solicitor;

AND THAT the District Chair and Clerk BE AUTHORIZED to sign the agreement on behalf of The District Municipality of Muskoka. c) Muskoka Affordable Housing Initiatives Program (MAHIP) Capital Incentive Funding Recommendation – Loon Call (Muskoka) Inc. LOT 8 PLAN 35M-735 Report No. CS-8-2015-15

Recommendation

THAT a municipal housing facilities by-law BE PREPARED for the provision of a capital incentive for one (1) affordable home for private sale by Loon Call (Muskoka) Inc.;

AND THAT the by-law AUTHORIZE FUNDS in the amount of $15,000 for one (1) affordable home, to be made available to the proponent;

AND THAT The District Municipality of Muskoka BE AUTHORIZED to enter into an agreement with respect to this by-law with Loon Call (Muskoka) Inc.;

AND THAT the terms of the agreement BE SATISFACTORY to the Commissioner of Community Services and the District Solicitor;

AND THAT the District Chair and Clerk BE AUTHORIZED to sign the agreement on behalf of The District Municipality of Muskoka. d) Muskoka Affordable Housing Initiatives Program (MAHIP) Capital Incentive Funding Recommendation – Johnathan and Melinda Snyder Report No. CS-8-2015-16

Recommendation

THAT a municipal housing facilities by-law BE PREPARED for the provision of new rental housing for Johnathan and Melinda Snyder;

AND THAT the by-law AUTHORIZE FUNDS in the amount of $15,000 for one (1) new rental unit (secondary suite) to be made available to the proponent; Page 4

AND THAT The District Municipality of Muskoka BE AUTHORIZED to enter into an agreement for new rental housing with Johnathan and Melinda Snyder;

AND THAT the terms of the agreement BE SATISFACTORY to the Commissioner of Community Services and the District Solicitor;

AND THAT the District Chair and Clerk BE AUTHORIZED to sign the agreement on behalf of The District Municipality of Muskoka.

e) Year One Update for Muskoka’s 10 Year Housing and Homelessness Plan Report No. CS-8-2015-17

Recommendation

THAT Muskoka District Council APPROVE the Year One Update for Muskoka’s 10 Year Housing and Homelessness Plan, as attached.

9. INFORMATION ITEMS

a) Ontario Helping Businesses Grow Through Angel Investment CS-8-2015-INFO-A

b) Housing Market Supported by Ontario Economy in 2015 CS-8-2015-INFO-B

c) Hububaloo – A Muskoka Community Health Hubs Update – July 6, 2015 CS-8-2015-INFO-C

d) City of Kingston Canada Post Resolution CS-8-2015-INFO-D

10. NEW BUSINESS

11. ADJOURNMENT

Recommendation

THAT the Community Services Committee adjourns to meet again on August 26, 2015, or at the call of the Chair.

This agenda can be viewed in a larger font by increasing the magnification of the page. Please note that hearing-assistive devices are available in the Council Chamber.

Page 5 TO: Chair and Members Community Services Committee

FROM: Sharon Donald Director of Budgets and Financial Planning DATE: July 22, 2015 SUBJECT: Capital Project Quarterly Variance Report – March 31, 2015 REPORT NO: CS-8-2015-1 ______

RECOMMENDATION THAT the recommendation related to the individual Tax Supported Capital Budget project, as summarized in Schedule A to Report No. CS-8-2015-1, BE RECEIVED.

ORIGIN In 2005, Council adopted Policy AD:51 Capital Budget Preparation, Monitoring and Reporting. The revised policy requires staff to submit formal reports to the Standing Committees and Council on the status of the District of Muskoka’s capital program as at March 31st, June 30th, September 30th and December 31st. This report deals with the Community Services portion of the Tax Supported Capital Budget.

The purpose of this report is to provide the various Standing Committees with the opportunity to review the status of individual projects, highlight material variances, identify projects for closure and to amend the budget where appropriate.

ANALYSIS Attached is a schedule of capital expenditures incurred to March 31, 2015 (Schedule A), as reported on May 14, 2015. It is important to note that once a project is closed, it will no longer appear on Schedule A.

Schedule A provides the current status of each open project. Within the schedule, the PY (Prior Year) Budget Open Projects column includes prior year budgets carried forward. The 2015 Annual Budget is the current year Capital Budget and Forecast approved April 20, 2015. The Approved Amendments column contains all amendments approved since the commencement of the project. The Total Amended Budget column is the sum of PY Budget Open Projects, 2015 Annual Budget and Approved Amendments columns. The LTD Actuals 2015 column contains charges incurred from the start of the project to March 31, 2015. The Budget Remaining 2015 column is the difference between the Total Amended Budget and the LTD Actuals 2015 columns. The Forecast to Complete column includes the remaining balance on contracts awarded and purchase orders outstanding as well as all other total forecasted expenditures required to complete the project. The Favourable/(Unfavourable) Proj. Variance column is the difference between the Budget Remaining 2015 and the Forecast to Complete columns.

Page 1

Tenders awarded to date along with comments indicating estimated costs and/or future tender dates are noted to give Council an idea of timing for budgeted projects.

FINANCIAL CONSIDERATIONS

Within the Community Services capital budget, $525,553 remains to be spent as of March 31, 2015. The projected forecast to complete all 4 projects is $525,553, leaving no projected variance as shown in Schedule A attached.

Impact on Financing

There is no impact on financing, as the projects are expected to be completed on budget.

COMMUNICATIONS

Capital Project Quarterly Variance Reports are submitted to the Standing Committees and Council on the status of the District’s capital program as at March 31st, June 30th, September 30th and December 31st.

STRATEGIC PRIORITIES

The Capital Project Quarterly Variance Report supports the following goal as outlined in the District’s Strategic Priorities:

2. Build financial strength and demonstrate fiscal responsibility and accountability through the budget process, public reporting of budget results, the corporate credit rating and debt reduction.

Respectfully submitted,

Original signed by Original signed by

Sharon Donald, CPA, CMA Julie Stevens, CPA, CA Director of Budgets and Commissioner of Finance and Financial Planning Corporate Services

Page 2 Community Services Capital Project Quarterly Variance Report - Detail Run Date: 5/14/15 3:59 PM For period ending March 31, 2015 Schedule A

PY Budget 2015 Approved Total LTD Budget Forecast Favourable/ Status Recommendation Open Annual Amend- Amended Actuals Remaining to Complete (Unfavourable) Projects * Budget * ments * Budget * 2015 2015 Proj. Variance Community Services Community Services Social Housing 710026 Window & Door Repl - 22 Aubrey & 124 Alice Expenditures 150,000 150,000 150,000 150,000 Tender documents being prepared with expected project completion Fall 2015. Total budget allocation $150,000. 710027 Kitchen & Bath Ventilation - 14 & 16 Meadow Park Dr Expenditures 174,000 174,000 174,000 174,000 Tender documents being prepared with expected project completion Fall 2015. Total budget allocation $174,000. 710028 Roof Repl - Bethune Dr Families & Wellington Crt Expenditures 166,000 166,000 166,000 166,000 Tender documents being prepared with expected project completion Fall 2015. Total budget allocation $166,000.

Total Social Housing 490,000 490,000 490,000 490,000 Close Once Final Transactions Posted 710019 915-995 Bethune Parking Lot & Sidewalk Replacement Expenditures 86,500 (40,000) 46,500 10,947 35,553 35,553 Expect completion Summer 2015. Total budget allocation $46,500. Close project once final payments processed

Total Close Once Final Transactions Posted 86,500 (40,000) 46,500 10,947 35,553 35,553 Total Community Services 86,500 490,000 (40,000) 536,500 10,947 525,553 525,553 Total Community Services 86,500 490,000 (40,000) 536,500 10,947 525,553 525,553 Total Community Services 86,500 490,000 (40,000) 536,500 10,947 525,553 525,553

Capital Forecast March * This column does not tie to budget reports as numbers only reflect active projects. Closed projects have been removed from the report. Capital Budget Variance Expenditure Detail Page 3 TO: Chair and Members Community Services Committee

FROM: Julie Stevens Commissioner of Finance and Corporate Services

DATE: July 22, 2015

SUBJECT: Community Services Department Operating Budget Variance Report – March 31, 2015

REPORT NO: CS-8-2015-2 ______

RECOMMENDATION

THAT the Community Services Department Operating Budget Variance Report as at March 31, 2015 BE RECEIVED.

ORIGIN

Policy AD:52, Operating Budget Administration, requires the Commissioner of Finance and Corporate Services to provide the Corporate and Emergency Services Committee, the other Standing Committees and Council with a written status report on the yearly budgets on a quarterly basis. This report highlights significant budget variances for the Tax Supported Operating Budget.

ANALYSIS

Attached to this report is a schedule that outlines the significant budget variances for the period ending March 31, 2015. The schedule provides an overall department view as well as a breakdown for the department by major object along with a brief narrative description of the variances.

. The Tax Supported Operating Variance Report by Object shows the year-to-date (YTD) actuals ending March 31, 2014 and the annual budget for 2014, YTD actuals ending March 31, 2015 and the annual budget for 2015. The next two columns compare the YTD actuals to the annual budget in terms of dollars remaining in the budget and the percentage of budget spent. The final two columns indicate projected annual variance and comments.

Page 1 FINANCIAL CONSIDERATIONS

The reporting for the Community Service division for the first quarter is not accurately reflecting the operations to date. Due to resource constraints and issues with reporting resulting from the SAMS implementation, the expenditures for Ontario Works Financial Assistance (OW) have not been recorded. In addition, the recording of grant revenue for OW, Children’s Services and Homelessness Prevention is outstanding. Grant revenue has been received and OW payments to clients have been released. However, the recording of these entries is outstanding. Staff is expecting to complete these entries for the second quarter report.

Staff has reviewed the various operating budgets and apart from the outstanding entries noted above, there is nothing, at this time, to indicate that the department, as a whole, will not end the year on budget.

COMMUNICATIONS

Operating Budget Variance Reports are submitted to the Standing Committees and Council on a quarterly basis for results as at March 31st, June 30th, September 30th and December 31st of each year.

STRATEGIC PRIORITIES

The report on the Tax Supported Operating Budget variance supports the following goal as outlined in the District’s Strategic Priorities:

2. Build financial strength and demonstrate fiscal responsibility and accountability through the budget process, public reporting of budget results, the corporate credit rating and debt reduction.

Respectfully submitted,

Original signed by Original signed by

Julie Stevens, CPA, CA Michael Duben, B.A., LL.B Commissioner of Finance and Chief Administrative Officer Corporate Services

Page 2 Tax Supported Operating Variance Report by Object

Community Services Run Date : 5/15/15 11:09 AM 2014 2014 2015 2015 Projected March Annual March Annual Budget Percent Annual YTD Actuals Budget YTD Actuals Budget Variance Spent Variance Favourable/ Comments (Unfavourable) Expenditures Operating Costs Personnel 3,278,050 13,438,073 3,450,725 14,187,480 10,736,755 24.3% On budget. Employee Related Expenses 15,153 115,593 26,960 134,235 107,275 20.1% Timing variance for Conferences and related Travel costs that will occur over the remainder of the year. Materials & Supplies 669,538 2,757,024 694,446 2,610,837 1,916,391 26.6% Timing variance for high Utilities costs, offset by low Supplies costs. Purchased Services 537,736 2,506,159 580,444 5,105,796 4,525,352 11.4% Timing variance for LHIN Consultant and Childcare Program Services. Transfer To Others 3,613,226 16,660,915 1,343,013 16,021,397 14,678,384 8.4% OW expenditures have not yet been recorded due to resource constraints and SAMS implementation issues.

Minor Capital 25,000 25,000 OW van not yet purchased. Total Operating Costs 8,113,703 35,477,764 6,095,588 38,084,745 31,989,157 16.0% Finance Charges/Reserves Finance Charges 2,161 934,124 918 941,274 940,356 0.1% Timing variance for scheduled debt payments for The Pines and McVittie. Reserves 269,250 858,100 270,433 752,535 482,102 35.9% Timing variance as transfer from Affordable Housing Reserve will coincide with associated Affordable Housing programs.

Total Finance Charges/Reserves 271,411 1,792,224 271,351 1,693,809 1,422,458 16.0% Net Internal Service Charges Fleet 8,685 33,570 17,666 66,460 48,794 26.6% On budget. Insurance 21,250 85,000 25,475 101,900 76,425 25.0% On budget. Support Services 256,663 1,004,460 282,963 1,132,450 849,487 25.0% On budget. Total Net Internal Service Charges 286,598 1,123,030 326,104 1,300,810 974,706 25.1% Total Expenditures 8,671,712 38,393,018 6,693,043 41,079,364 34,386,321 16.3% Revenues Grants (5,509,130) (24,683,674) (2,193,767) (26,279,832) (24,086,065) 8.3% First quarter grant revenue for OW, Children's Services and Homelessness Prevention will be recorded for second quarter report.

Page 3 TS Variance by Object Committee-CS Tax Supported Operating Variance Report by Object

Community Services Run Date : 5/15/15 11:09 AM 2014 2014 2015 2015 Projected March Annual March Annual Budget Percent Annual YTD Actuals Budget YTD Actuals Budget Variance Spent Variance Favourable/ Comments (Unfavourable) User Fees (1,351,229) (5,536,533) (1,371,310) (6,004,522) (4,633,212) 22.8% Home Childcare Agency program not yet started. Developer Contributions (300,000) (300,000) Timing variance for Affordable Housing program with Gateway Homes. Other (15) (16,100) (32) (16,100) (16,068) 0.2% Timing variance for Energy Rebates for Community Housing and The Pines to be received later in the year. Total Revenues (6,860,374) (30,236,307) (3,565,109) (32,600,454) (29,035,345) 10.9% Total Net Levy 1,811,338 8,156,711 3,127,934 8,478,910 5,350,976 36.9% 0

Page 4 TS Variance by Object Committee-CS

TO: Chair and Members Community Services Committee

FROM: Rick Williams Commissioner of Community Services

DATE: July 22, 2015

SUBJECT: Corridor 11 Bus Update and Financial Impact

REPORT NO: CS-8-2015-3 ______

RECOMMENDATION

This report is provided for information.

ORIGIN

This report was initiated by staff.

ANALYSIS

The Corridor 11 Bus (the Bus) began service in the fall of 2012 and has continued operations for over 2.5 years.

The Bus was developed with the following premises:

• The operator, Hammonds Transportation, would charge a fee to offset operating costs and potentially generate a profit.

• The Bus would run between Huntsville and Barrie, with several stops aimed at supporting travellers to reach health care and post-secondary education facilities.

• The District would commit to a level of usage by funding clients that would help with establishing sustainability.

In 2014, for example, the District purchased 1,000 one-way tickets for a price of $15,000 (the average one-way cost for users). Actual usage was 1,003 tickets.

The Corridor 11 Bus has had a positive impact on District costs:

• Total cost for Transportation in 2013 for Ontario Works and ODSP clients has dropped from approximately $177,000 to $129,000 in 2014 for a total savings of $48,000 from pre- Corridor 11 levels.

Page 1 • Two factors have caused this reduction:

o Some clients are using the Bus rather than higher cost transportation (e.g. taxis, mileage reimbursement)

o The Corridor 11 rate is often used as the base rate of compensation for a trip even if other forms of transportation are utilized.

In discussions with Hammonds Transportation it appears that:

• The ridership improved slightly in 2013 and 2014 towards sustainability but has not grown in 2015. The Bus currently serves 320 trips per month. Approximately 80 persons per month are District ticket users.

• Utilization tends to be higher for attendance at post-secondary education institutions and less for health care connections.

• Operating costs exceed revenue (including the District ticket system)

To ensure the continuance of this community service and to extend District transportation savings arising from this initiative, the District will work to expand client utilization towards assisting with sustainability of this service.

FINANCIAL CONSIDERATIONS

Helping to support the sustainability of the Corridor 11 Bus provides cost reduction to Muskoka that outweighs the ticket purchase support that we offer. We anticipate continued cost savings in the amount of $48,000 per annum within the Ontario Works budget, offset by ticket expenses of $15,000 - $20,000.

COMMUNICATIONS

Information pertaining to Corridor 11 is communicated to the public through visual aids (posters, brochures, etc.) as well as online at www.corridor11bus.ca.

STRATEGIC PRIORITIES

Reporting on the Corridor 11 Bus supports the following strategy as outlined in the District of Muskoka’s Strategic Priorities:

6.13 Collaborate with a broad range of community stakeholders (including Area municipalities) to investigate and recommend an effective and sustainable plan to improve transportation services for low income and vulnerable persons.

Respectfully submitted,

Original signed by Original signed by

Rick Williams Michael Duben Commissioner of Community Services Chief Administrative Officer

Page 2

TO: Chair and Members Community Services Committee

FROM: Rick Williams Commissioner of Community Services

DATE: July 22, 2015

SUBJECT: Community Initiatives

REPORT NO: CS-8-2015-4 ______

RECOMMENDATION

THAT Muskoka District Council SUPPORTS the recommended Community Initiative projects as outlined in the attached table.

ORIGIN

This report was initiated by staff.

ANALYSIS

The 2015 District Budget contains a category related to Community Initiatives. This budget area covers costs related to a range of small program supports to enhance and sustain important service developments such as Township & Villages programs, Tax Clinics and Summer Camp programs for children.

This budget centre was established in 2007 as part of the Provincial requirement to reinvest savings in social assistance costs through the National Child Benefit (NCB). The Federal NCB payments reduced social assistance monthly benefits and municipalities benefited from their reduced payments.

Programs recommended by staff in 2015 are included in the attached table.

FINANCIAL CONSIDERATIONS

The $293,920 is within the approved 2015 Tax Supported Operating Budget (excluding $50,000 in Reserve Transfer).

Page 1 COMMUNICATIONS

Information in this report is communicated to District Council, Community Services Staff and the public.

STRATEGIC PRIORITIES

Reporting on Community Initiatives supports the following strategy as outlined in the District of Muskoka’s Strategic Priorities:

6.5 Through collaboration and networking, provide leadership to the community in developing and providing key supports to those in need. Concentrate resources in the direct delivery of services to people.

Respectfully submitted,

Original signed by Original signed by

Rick Williams Michael Duben Commissioner of Community Services Chief Administrative Officer

Page 2 Estimated Program Description & Notes Amount ($)

Expand availability and volunteer base. Over 600 returns 1. Tax Clinics accomplished in 2014. Target 1200 in 2015. Average $12,500 benefit of $2,000 per return.

Extend model workshops on Financial Literacy. Work with 2. Financial Literacy financial institutions and local experts. 20 clinic target in $10,000 2015-16.

Supplement grant to enable sustainability into 2017 and 3. Community beyond. Serve all six area municipalities. Build on success $30,000 Transportation of Corridor 11 Bus.

Provide partial subsidy to low income clientele of NIA, Clubhouses and other senior programs. 400 subsidies at 4. Senior Supports $12,000 $30/program. In 2014 there were 800 participants and 300 subsidies.

5. Maintain Existing NEST Over 800 families served via Bracebridge program. $35,000 Program

Very successful child support program currently 6. Extend NEST program Bracebridge based. Extend model for donated/recycled to Muskoka Lakes and $25,000 items. Tie into Early Years Programs. Build a volunteer Gravenhurst base.

7. Summer Camp Program tied into other base funding and donations but $20,000 Continued Support requires some continued support from this fund.

8. Pay It Forward 2015 grants approved for 27 projects. $36,801

2015 forum to update input into Affordable Housing 9. MAHAT Forum 6,000 Strategy.

Community Engagement programming and Social 10. !MPACT Café and Social Enterprise marketing to support client income and $19,000 Enterprise Supports employment.

11. Christmas Supports for Gift cards and party celebrations in each Town and $14,000 Children in Subsidized Township. Families

12. Strengthen Community and Client Engagement in Poverty Reduction Continue funding for PROMPT and related programs. $15,000 Planning and Self Help Initiatives

Page 3 13. Home Ownership 75-100 working young families who may be eligible for Program Support as part Home Ownership down payment support. Provide $7,500 of new Gateway workshop and individual financial plan. Initiative

14. Township and Villages Current expenditure and projection. $23,000 Initiatives

SUBTOTAL $265,801

BUDGET Total expenditure budget excluding Reserve transfer. $293,920

Contingency/Other $28,119 Initiatives

Page 4

TO: Chair and Members Community Services Committee

FROM: Heather Elliott Manager, Community Engagement and Social Enterprise

DATE: July 22, 2015

SUBJECT: Age-Friendly Community Planning Grant Program Budget Amendment

REPORT NO: CS-8-2015-5 ______

RECOMMENDATION

THAT the 2015 Tax Supported Operating Budget as it relates to Community Initiatives BE AMENDED and that the respective draft budget for 2016 be included as follows:

ORIGIN

Report No. CS-2-2015-2, which provided background information as it relates to the Age- Friendly Community Planning Grant.

Report No. CS-3-2015-4, which sought District Council support for the application submitted to the Ontario Seniors Secretariat as well as endorsement of the Province’s Age-Friendly Community Planning Strategy.

ANALYSIS

Following the approval of the 2015 District Tax Supported Operating Budget, information was received regarding this Provincial Grant.

This Age-Friendly Community Planning Grant will support local innovative strategic planning to ensure the needs of seniors are considered at every stage of community development.

Page 1 There are several objectives that could be set as a basis for this application; the District’s focus is supporting social participation and inclusion of seniors. The grant submission outlines the following activities to engage seniors and community stakeholders across the District to assess needs, identify priority action areas and create a detailed Master Aging Plan (MAP) for the District of Muskoka:

1. Establish an inventory of all seniors’ needs assessment data collected in the region from previous age-friendly and aging research activities.

2. Identify any assessment gaps and conduct engagement or assessment activities required to fill those gaps.

3. Map existing seniors programs and services available in the region and highlight gaps in services for seniors.

4. Use the eight essential dimensions of Age-Friendly Communities (AFC) to assess the environment, services and policies in communities across the District.

5. Identify priority action areas and draft a Master Aging Plan (MAP) to align policies, services and structures related to the physical and social environment and physical environments that will enable older people in Muskoka to live active, safe and meaningful lives.

6. Facilitate communication and collaboration between the upper and lower-tier municipalities, agencies and the broader community to support implementation of the MAP and endorsement of AFC planning in Muskoka.

To achieve the above activities, representatives from the Seniors Services Planning Table including District staff and local seniors from across the District will be recruited to form a project steering committee. This committee will establish guiding principles for this age- friendly community planning process, build partnerships and confirm local priorities for the Muskoka MAP while ensuring the activities listed above are undertaken.

FINANCIAL CONSIDERATIONS

The grant includes consultant fees and project co-ordination, community consultations, marketing, report production and distribution. The chart in the recommendation details the expenditures related to this program over two fiscal years. These additions to the operating budget have no impact of the Net Levy.

COMMUNICATIONS

Advise the Seniors Services Planning Table and other interested community partners of the outcome of our application. Media strategy is to be developed in collaboration with our community partners in senior’s programming.

STRATEGIC PRIORITIES

Reporting on the Age-Friendly Community Planning Grant supports the following goal and strategy as outlined in the District of Muskoka’s Strategic Priorities:

6. Efficiently deliver community and human services with compassion and dignity while meeting the unique needs of those being served. Focus the measurement of program success on outcomes for the various client programs.

Page 2

6.8 Advance the outreach of community services programs to the townships and non-urban areas through partnerships with Area Municipalities and community groups.

Respectfully submitted,

Original signed by Original signed by

Heather Elliott Rick Williams Manager, Community Engagement Commissioner of Community Services and Social Enterprise

Page 3

TO: Chair and Members Community Services Committee

FROM: Rick Williams Commissioner of Community Services

DATE: July 22, 2015

SUBJECT: Simcoe Muskoka District Health Unit Resolution Regarding a Basic Income Guarantee

REPORT NO: CS-8-2015-6 ______

RECOMMENDATION

This report is provided for information.

ORIGIN

This report was initiated by staff.

ANALYSIS

Attached is information related to a resolution recently passed by the Simcoe Muskoka District Health Unit (SMDHU) regarding the issue of a Basic Income Guarantee. The resolution is going forward to their Provincial Association (alPHa) for consideration.

While Municipal Councils (and the Association of Municipalities of Ontario) have generally not endorsed a comprehensive guaranteed annual income plan, the approach advocated is generally congruent with the concerns that District Council has expressed related to poverty and the low level of social assistance rates.

FINANCIAL CONSIDERATIONS

There are no financial implications at this time.

COMMUNICATIONS

Information in this report is communicated to District Council.

STRATEGIC PRIORITIES

Reporting on a Basic Income Guarantee supports the following goal as outlined in the District of Muskoka’s Strategic Priorities:

Page 1 6. Efficiently deliver community and human services with compassion and dignity while meeting the unique needs of those being served. Focus the measurement of program success on outcomes for the various client programs.

Respectfully submitted,

Original signed by Original signed by

Rick Williams Michael Duben Commissioner of Community Services Chief Administrative Officer

Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16

TO: Chair and Members Community Services Committee

FROM: Heather Elliott Manager, Community Engagement and Social Enterprise

DATE: July 22, 2015

SUBJECT: !MPACT Muskoka Business Plan

REPORT NO: CS-8-2015-7 ______

RECOMMENDATION

THAT Muskoka District Council ACCEPTS the attached Business Plan for !MPACT Muskoka;

AND THAT up to $60,000 from the Muskoka Services Investment Reserve Fund BE APPROVED for capital expenditures at 1955 Beaver Creek Drive, Gravenhurst, ON.

ORIGIN

This report was initiated by staff.

ANALYSIS

As part of the pilot Community Engagement and Social Enterprise initiative, the !MPACT Café has seen significant growth in programs offered, clients served and community members reached. The profile has been raised and interest has grown.

At the last Community Services Committee meeting it was requested that a business plan be presented. Attached is the Business Plan (the Plan) which provides projections from 2015- 2018. Additional information will be presented as part of the discussion at CS Committee on July 22, 2015. The Plan addresses a number of components, including the history of !MPACT Muskoka and its transition from “possible to plannable”, a description of the venture criteria, targets and timelines, operational requirements and a daily operational overview of this new venture.

Page 1 The Café currently has 21 clients actively involved with its daily operations in various capacities. As well, we have 4 leadership positions that are responsible for inventory, menu planning, scheduling and transportation. The Café is a place for clients to challenge themselves and develop essential skills while providing relevant hands on employment related training. The key sets of skills we are focused on can be found in the attached business plan.

Honourariums and/or hourly wages are paid to !MPACT staff, this money is generated through the catering program. This provides additional sources of income and recognizes the individual and the work they do within the Café and for the community. This monthly cheque provides dignity and allows the staff to purchase items that are not always attainable on assistance.

An opportunity has recently presented itself to relocate this café, as a result of Corrections Canada moving out of the building at the south end of the of the airport. The building is owned by the District and is located on the north side of Beaver Creek Drive, just west of the Beaver Creek facility. Not only does this location provide opportunities to market services to staff and visitors at the correction facility, but it also presents an opportunity to connect with the airport and eventually offer direct access to airport customers as well. The re-location of the catering operation and the opening of a café/breakfast/lunch bar at the new location will provide increased opportunities for up to 45 clients on an on-going basis. Training will be enhanced to include authentic experience in a public, high volume food service operation. Additionally, this new model will foreshadow the development of other social business ventures focusing on, but not limited to, maintenance and retail.

In summary, this initiative would increase income and future employability for:

• 25 existing participants. • 45 additional participants on an annual basis into !MPACT Café. • 20-50 new clients annually in future !MPACT businesses (retail, maintenance).

FINANCIAL CONSIDERATIONS

The Plan includes revenue and expenditure estimates.

The $60,000 from the Muskoka Services Investment Reserve Fund is a one-time expense.

Up to $40,000 from the Corporate Capital Reserve Fund will enhance the repair status of this District asset and increase resale value. In addition, the Plan calls for repayment of this fund within a 10 year period.

There are sufficient funds within each Reserve Fund to accommodate these withdrawals.

COMMUNICATIONS

Upon District Council approval, this information will be communicated to all District staff. Goals, strategies and intended outcomes will be discussed with Community Services staff and the !MPACT Steering Committee. A marketing plan will be created to promote this new venture to local businesses around the proposed location, as well as current customers to advise of the new phase for this program.

Page 2 STRATEGIC PRIORITIES

Reporting on !MPACT Muskoka supports the following goal and strategy as outlined in the District of Muskoka’s Strategic Priorities: 6. Efficiently deliver community and human services with compassion and dignity while meeting the unique needs of those being served. Focus the measurement of program success on outcomes for the various client programs.

6.5 Advance the outreach of community services programs to the Townships and non- urban areas through partnerships with Area Municipalities and community groups.

Respectfully submitted,

Original signed by Original signed by

Heather Elliott Rick Williams Manager, Community Engagement Commissioner of Community Services and Social Enterprise

Page 3 !MPACT Muskoka Social Enterprise Business Plan

Introduction The necessity for innovation in developing, refining and enhancing the engagement, training and employment programs offered to our most vulnerable in Muskoka has provided the opportunity and need to examine the benefits of Social Enterprise. The Canadian Task Force on Social Finance has defined social enterprise as “any organization or business that uses market oriented production and sale of goods and/or services to pursue a public benefit mission.” These enterprises have various missions, products and target employees; however they are all passionate about creating an opportunity for positive change utilizing business to power solutions for self-reliance within communities. !MPACT Muskoka is no different.

The enterprise is the result of Muskoka Community Services looking for alternative methods of programming and engagement in order to actualize outcomes beyond employment. !MPACT Cafe is a catering kitchen specializing in fresh and nutritious meals for various customers. It is also a hospitality training facility for participants who are experiencing significant barriers to employment to gain the necessary employment and engagement skills required. !MPACT Café also hosts free meal programs for the community at large with biweekly community kitchens and a weekly drop in meal program, which currently serves 60-80 guests per week.

There are many other examples of municipally supported Social Enterprises in Ontario and beyond. Here are just a few:

COIN: Located in Kawartha Lakes they provide training and support to unemployed and underemployed people for identified skill-shortage occupations in our regional labour market. This proven approach maximizes the probability that individuals will be able to enter and remain in the labour market. This enterprise runs a café, food co-op, a yarn shop and a solar farm.

Fusion Youth Activity and Technology Centre: The Municipality of Ingersoll decided to develop, own and operate this social enterprise that has successfully engaged and trained local youth for over 10 years.

Welcome Centre Immigrant Services: After the Regional Municipality of York identified a community need for improved services for immigrants, the search for a solution began, spearheaded by the Human Services Planning Coalition (HSPC) of York Region, an arm's length human services planning agency sponsored by the Regional Government. The HSPC is a partnership of human service providers established in recognition of the need for long-term, sustainable, integrated planning and funding of human services

Rideau Social Enterprises: The clients of RSE are individuals who have an inconsistent work history, low academic achievement, a criminal record and are living in poverty. These individuals are given the training required to work in real and meaningful jobs and become certified workers. On the job training is provided to practice these skills while earning a liveable wage. Many clients are then successful in finding permanent, full time work in the community. Services include bed bug removal, asbestos abatement and moving and cleaning.

Page 4

Toronto Enterprise Fund: Provides operational funding to social enterprises, to combat poverty and homelessness in Toronto. Multiple funding partners are involved, including the City of Toronto.

The District of Muskoka has provided support in staff resources, space and costs associated with the programming and operations for the Community Engagement Program since 2010 and in 2014 committed to piloting the expansion to include Social Enterprise. The remainder of this report will describe an overview of the progression of !MPACT Muskoka from 2010 to present, a description of the venture criteria, an analysis of the competition, targets and timelines, operational requirements, and daily operation overview.

Overview: From Possible to Plannable

Possible Plausible Probable Plannable

Possible In order to determine what the communities needed, the Community Engagement program began a consultation process with individuals in receipt of social assistance. In 2010 a steering committee of Ontario Works (OW) and Ontario Disability Support Program (ODSP) participants began the task. The needs identified at that time were:

• Skill development with accommodation for various challenges • A forum to give back to the community • A place to meet and feel welcome • Change community perceptions of individuals on assistance • Access to fresh, reasonable and healthy food choices

2011 saw the start of the Gravenhurst Community Kitchen and the expansion of the Fresh Food Basket program to Huntsville, all on the direction and manpower of the steering committee. The results of using the community’s expertise in creating these programs provided empowerment, leadership development and an opportunity to challenge the stigma associated with social assistance.

Plausible The Community Kitchen program was run out of community centres, church basements and anywhere else that would host us and not charge a fee. In 2013 a permanent location in the Gravenhurst Employment Supports and Services office opened. The !MPACT Café was born and offered increased programs and free meal programs. The Café also became the central location for an integrated training model which embodied all the characteristics of milieu, which can be defined as “the physical or social setting in which people live, or in which something happens or develops”. What started to happen was quite remarkable. Individuals involved in the program began to see the following benefits:

Page 5

• Increased self esteem • Increased social networks/inclusion • Satisfaction in doing a good job • Life had stability and purpose • Applicable training and work experience

1400 1200 1000 800 600 400 200 0 2010 2011 2012 2013 Volunteer Hours

Probable Midway through 2013, the Café experimented with the catering world which turned into the main focus for increasing the number of participants in the program. Below is the chart outlining the hours, events and revenue for the program.

Paid Events Net Hours Revenue/(Loss) 2013 1124 29 $0 2014 5040 89 ($2,156) 2015 2701 112 $2,125

In 2014 our losses can be attributed to a lack of efficiencies in staffing, inventory and knowledge of portion sizing for events. Of the losses, $1807 was paid out in honourariums for participants.

Plannable

We have consulted experts in hospitality who have helped The Café streamline menu options and increase efficiencies in staffing and inventory. We have found our niche and have begun to market ourselves based on quality, value and social benefits, in that order. The catering component of the Café is strong but is faced with challenges.

!MPACT Café has outgrown the current space, using 1 residential fridge/freezer and 1 residential stove to prepare, store and plate for events of up to 100 people or several smaller events at the same time. This

Page 6 is done in a space of about 350 sq ft with no additional storage for dry goods, small ware, catering supplies or dedicated staff space for breaks, personal item storage or change room. To date in 2015 the Café has provided:

• 32 free meal programs • 45 in house food programs (workshops, office events) • 35 catering events

The Café has declined catering jobs based on space limitations and equipment capacity over the last 7 months which has led to a decrease in revenue and opportunity.

There is no ability to expand at the current location. An opportunity has recently presented itself to relocate this café, as a result of Corrections Canada moving out of the building at the south end of the of the airport. The building is owned by the District and is located on the north side of Beaver Creek Drive, just west of the Beaver Creek facility. Not only does this location provide opportunities to market services to staff and visitors at the correction facility, but it also presents an opportunity to connect with the airport and eventually offer direct access to airport customers as well. This would require the installation of a commercial grade kitchen, upgrades to electrical systems, waterline installation and accessibility renovations. We also propose the opening of a small “open to the public” Café, which will not only increase revenues but also provide the opportunity for the development of new skill sets for the !MPACT Café staff in the fast paced world of made to order food production. As well, there is the possibility of expansion to prepared ready to take out meals, Meals on Wheels programs, preserving and baking options. The additional space will also have a training room, change room, and a meeting lounge for !MPACT staff.

As described above, the Café has outgrown its current space. We propose that the community programming portion remain in its current location. This would include: community kitchens, free meal programs, internal catering preparation and food safety training workshops. We also propose that the current space be made available to user groups free of charge to continue to utilize the space for its intended purpose. These user groups may include, but are not limited to: Granny’s for Gravenhurst, Great Beginnings and Growing Up Programs, and the Children’s Outreach Program. As well, the space could provide a revenue generating stream by renting out the kitchen to new food service providers – caterers and bakers. A scan of the local businesses demonstrated that there would be no direct impact on existing restaurants. The closest would be Skyways, who has direct access from the highway, a gas station, motel, convenience store as well as a small dining room. The café would focus on primarily take out breakfasts and lunches with options for ready to heat meals to take home for employees at Beaver Creek and Fenbrook Institutions and the Airport businesses. Therefore, the new venture would not have any adverse impact on this well established Muskoka location.

Page 7

Description of Venture Criteria Social criteria

Barriers to employment for target population(s)

The Café will encourage employees who are currently on OW and ODSP as well as other individuals who are struggling to gain traction in the mainstream workforce. There will be a focus on individuals with disabilities, women and youth. Barriers to employment may include mental health, addictions and physical limitations, but are not limited to these criteria.

Skills that target population(s) are required to learn on the job

Employment Skills = Transferable Skills = Essential Skills

1. Communication Skills 6. Learning Skills

2. Teamwork Skills 7. Computer Skills

3. Time Management Skills 8. Listening Skills

4. Problem-Solving Skills 9. Creativity Skills

5. Organization Skills 10. Leadership Skills

In addition to the above, the following will be part of the curriculum and on the job training for members of the !MPACT Café team:

1. Safe Food Handling 6. Inventory Control

2. Smart Serve * 7. Budgeting

3. WHMIS 8. True Colours

4. Service Excellence 9. De-escalation Techniques

5. Cash Register Training 10. Governance

Required terms of employment The Café currently has 21 participants involved in various capacities. Our goal with the addition of the new location is to transition 1-4 new members per month into and out of the program. Length of engagement will be based on individual employment/engagement goals, capacity and labour market. Introduction to the program will be voluntary. From this point participants may be asked to transition to honourarium based benefits and then finally wages. Currently, we have 4 leadership positions which provide a higher wage and opportunity for advancement.

Page 8

Required work conditions Hours per week will be dependent on the individual’s plan for training and the hours necessary based on Café and catering work. There will be a requirement for availability at both locations. Transportation will be available.

Operational requirements

• Excellent customer service orientation • Exceptional communication skills with an extremely pleasant demeanor • Proficient in food planning and menu development • Hands on experience in personnel management and performing bookkeeping activities • Self-disciplined with a keen ability to take initiative • Able to assess customers’ needs and fulfill them appropriately • Proven ability to handle pressure and work well under stressful situations • Strong ability to foster teamwork and manage conflict resolution • Good organizational skills • Adept at handling administrative and front desk tasks

Post-enterprise employment goals

Transition plans will be put into place for all employees moving from the enterprise program to mainstream employment. This will be facilitated by the Community Engagement and Social Enterprise program, community partnerships or by referral to the Job Developer. The process may include employment placement, job shadowing and incentive packages.

Business Criteria

Start-up capital

The !MPACT Café expansion would require $100,000 in start-up capital for the costs of renovations and equipment. The amount will be shared between Facilities and the Community Services Department. It is proposed that up to $40,000 be provided through the Corporate Capital Reserve Fund, with an expectation of repayment over 10 years and up to $60,000 be provided from the Muskoka Services Investment Reserve Fund. The reasoning behind this cost share model would be that the building is owned by the District and requires some upgrades for accessibility and safety, regardless of who the next tenant is. As well, there is currently no water to the building as the water line is owned by Fenbrook Institution and a new line is required from the road to the building. Community Services would cover all capital costs required for the program to operate.

Muskoka Services Investment Reserve Fund ($60,000) • All kitchen related costs: o Equipment o Gas Line o Electrical for appliances

Page 9

o Lighting o Drywall o Fire doors x2 on kitchen o Flooring for kitchen, hallway and front entrance o Update 1 bathroom with new fixtures/flooring and drywall ceiling o Furniture

Corporate Capital Reserve Fund ($40,000) • Accessibility o Entrance to building o Interior ramp o Interior doorway o 1 bathroom accessible • Safety o Emergency lighting o Smoke/CO2 detectors • Utilities o Waterline from the road

!MPACT Café • Serving equipment • Small ware – pots, pans etc.

Monthly Operating and Revenue Projections (assumes no growth in catering venue):

Breakeven Scenario Operating Costs 3 days/week 4 days/week Wages $2,236 $2,981 Product Cost $1,170 $1,560 Utilities $500 $600 Loan Repayment

$3,906 $5,141

Net Revenue Projection (After Taxes) Café $3,120 $4,160 Catering $800 $1,000 $3,920 $5,160

Costs and revenues based on 35 meal purchases per day (Café) at average cost of approximately $7.50 (based on current sales trends)

Page 10

Monthly Estimate:

Best Case Scenario Operating Costs 3 days/week 4 days/week Wages $2,236 $2,981 Product Cost $1,950 $2,600 Utilities $800 $900 Loan Repayment $400 $400 reinvest in capital $314 $252 $5,700 $7,133

Revenue Projection Café $5,200 $6,933 Catering $800 $1,000 $6,000 $7,933

• Revenue based on 55 meals/customers per day (eat-in plus take-out). • Wages based on 3 staff x 4-5 hours per day at $14 inclusive hourly costs.

Relevance for Venture

An analysis of the local employment market is beneficial to understand the potential for this venture as well as outcomes for the participants. With the exception of retail, employment in accommodation and food service are the two most prevalent occupations in Muskoka. It would therefore make the proposed expansion of the !MPACT Café relevant.

WHERE WERE THE JOBS IN 2012? Top 4 sectors (54% of jobs) by NAICS code: Retail 4,621 Accommodation & Food 3,280 Healthcare & Social Assistance 3,087 Construction 2,965 Total related jobs in Muskoka 26,076

The restaurant industry in Canada makes up 4% of the country’s GDP and the Canadian Restaurant and Food Services Association’s outlook is that this will continue to increase into 2016. Although a large industry, there is no single chain that dominates the market, in fact the majority of businesses are independently owned, although this does include franchises. Managing costs to ensure profit margins are maintained continues to be a challenge for restaurateurs.

Page 11

Targets and Timelines August 2015 • Meet with local building, fire and health officials to outline plan • Determine project lead for renovations. • Develop tender for renovations. • Begin the RFP process (if applicable) • Obtain Business Licence • Develop financial practices with the District of Muskoka or partner • Develop marketing materials

September – October 2015 • Renovations • Marketing deployment to local businesses • Survey on what potential patrons would like to purchase at the café • Recruitment of additional employees • Develop transportation plan for employees • Begin development of new partnerships to enhance the program through training, opportunities for on the job experience and transition to employment

November 2015 • Catering operations move to new location • Current location continues community based programming • Café opens to the public mid-late October

Spring 2016 • Possible expansion of products

Page 12

TO: Chair and Members Community Services Committee

FROM: Rick Williams Commissioner of Community Services

DATE: July 22, 2015

SUBJECT: Community Services Presentation / Updates to Local Municipal Councils

REPORT NO: CS-8-2015-8 ______

RECOMMENDATION

This report is provided for information.

ORIGIN

This report was initiated by staff.

ANALYSIS

During the last term of Council (2010-14) the CS Department completed two series of presentations to Local Municipal Councils:

• Affordable Housing – to outline Provincial and Affordable Housing Programs to encourage wide geographic uptake.

• Local CS Data and trends which outlined Social Assistance and Child Care utilization within local areas and other service trends (demographic and service demand) across Muskoka.

The presentations were well received and provided useful information not only to District Council members not assigned to CS, but also to local Council members not active on District Council.

Scheduling six presentations took several months to complete last term and it is likely that the series may flow over into early 2016.

Some of the items within the 2015-16 presentations would include:

• Housing Initiatives Update

Page 1 • Social Assistance Caseload Summary • Home Child Care Initiative • Health Hubs/Community Hubs • Demographic Update and Projections • Health Links and the Transformation of Health Services.

Initial presentations will be scheduled for Fall of 2015 – likely beginning in October.

FINANCIAL CONSIDERATIONS

There are no financial implications at this time.

COMMUNICATIONS

This information will be communicated to members of Local Municipal Councils through presentation format.

STRATEGIC PRIORITIES

Reporting on CS Presentations to Local Municipal Councils supports the following goal as outlined in the District of Muskoka’s Strategic Priorities:

Respectfully submitted,

Original signed by Original signed by

Rick Williams Michael Duben Commissioner of Community Services Chief Administrative Officer

Page 2

TO: Chair and Members Community Services Committee

FROM: Rick Williams Commissioner of Community Services

DATE: July 22, 2015

SUBJECT: Ontario Works Caseload

REPORT NO: CS-8-2015-9 ______

RECOMMENDATION

This report is provided for information.

ORIGIN

This report was initiated by staff.

ANALYSIS

Monthly updates on the Ontario Works (OW) caseload had been part of virtually every Community Services Committee agenda package from 2007 through October 2014.

The difficult implementation of the new SAMS technology program caused data to become unreliable and unusable. It is rather remarkable for a program such as Ontario Works and ODSP to have no useable data for over 6 months.

SAMS is now producing data reports and there is some comfort that the data is beginning to stabilize and may become useful for data and trend analysis.

The attached graph will represent the new “standard template” for Muskoka Ontario Works analysis.

It shows:

• Monthly averages over blocks of years 2006-8; 2009-11 and 2012-14. This reflects the overall caseload increase in the past decade.

• The monthly flow within the year has remained relatively constant with caseload increases to a “peak” in March/April each year and a decline in the summer months with a “trough” in September – October.

Page 1 • The new SAMS data will be superimposed over this historic data to indicate overall volume comparisons and in-year trend variations.

• Each month there will be some sub-analysis of the data to indicate any demographic trends within the caseload. For example, age of recipients, family structure, education level, months on assistance, transfers to ODSP etc. were topics analysed in previous reports.

FINANCIAL CONSIDERATIONS

The 2015 OW caseload is generally within forecast on a YTD basis. A report on caseload costs will be part of the Q2 review in August.

COMMUNICATIONS

None at this time.

STRATEGIC PRIORITIES

Reporting on the Ontario Works caseload supports the following goal as outlined in the District of Muskoka’s Strategic Priorities:

Respectfully submitted,

Original signed by Original signed by

Rick Williams Michael Duben Commissioner of Community Services Chief Administrative Officer

Page 2 *2014 data is not reliable from September – December 2014.

Page 3

TO: Chair and Members Community Services Committee

FROM: Rick Williams Commissioner of Community Services

DATE: July 22, 2015

SUBJECT: Long Term Care Funding Increase

REPORT NO: CS-8-2015-10 ______

RECOMMENDATION

This report is provided for information.

ORIGIN

Follow up to Report No. CS-6-2015-5 and the minutes of the May 20, 2015 meeting of the Community Services Committee.

ANALYSIS

At the May 20, 2015 meeting of the Community Services Committee there was discussion regarding the funding of Long Term Care (LTC) for 2015-2016 arising from a discussion of the Provincial Budget announcement.

I indicated that there had been no confirmation of a rate adjustment for 2015 and that this was unfortunate given the extraordinary service and cost pressures on LTC Homes.

On June 2, 2015 the Ministry of Health and Long Term Care (MOHLTC) announced funding level changes for 2015-2016. These are shown in the table below:

Page 1

The increases do not move LTC Homes forward nor enable staffing adjustments to respond to the growing care and behavioural needs of clients, but they are in the general range of inflation and are greater than funding adjustments to some other provincial programs.

FINANCIAL CONSIDERATIONS

There are no financial implications at this time.

COMMUNICATIONS

This information was communicated to all relevant parties via an e-Bulletin from the Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS).

STRATEGIC PRIORITIES

Reporting on Long Term Care Funding supports the following goal as outlined in the District of Muskoka’s Strategic Priorities:

Respectfully submitted,

Original signed by Original signed by

Rick Williams Michael Duben Commissioner of Community Services Chief Administrative Officer

Page 2

TO: Chair and Members Community Services Committee

FROM: Rick Williams Commissioner of Community Services

DATE: July 22, 2015

SUBJECT: Redevelopment of Fairvern Home Long Term Care Facility

REPORT NO: CS-8-2015-11 ______

RECOMMENDATION

This report is provided for information.

ORIGIN

This report was initiated by staff.

ANALYSIS

Fairvern Home is a 76 bed Long-Term Care (LTC) facility operating in Huntsville. It is operated by a local non-profit board. Services are based in the ‘old’ Huntsville Hospital site in town.

The current facilities do not meet the new standards for Long-Term Care and Fairvern is required to redevelop.

Redevelopment and sustainability may be a challenge to Fairvern as Provincial funding for capital projects falls short of most capital project realities.

In addition, Fairvern will require the completion of an agreement with the North Simcoe Muskoka Local Health Integration Network (NSM LHIN) to augment their bed total. It is generally viewed that LTC operations require approximately 100 beds to be viable given present standards and funding levels.

Further, Fairvern has not been able to finalize a site selection – in part because of uncertainty on the future location of hospital services.

The District and Town both have interest in Fairvern moving to successful redevelopment in the near future. Fairvern provides an important part of the local response to increasing LTC

Page 1 requirements in Muskoka. In addition, Fairvern would have approximately 150 staff at redevelopment and is an important employer and contributor to the local economy.

Attached are two recent letters to the NSM LHIN providing Town and District support for Fairvern.

Future updates to District Council will be provided as this issue evolves.

FINANCIAL CONSIDERATIONS

There are no financial implications at this time.

COMMUNICATIONS

Information pertaining to Fairvern’s redevelopment has been communicated to the North Simcoe Muskoka LHIN.

STRATEGIC PRIORITIES

Reporting on the redevelopment of Fairvern Home LTC Facility supports the following strategy as outlined in the District of Muskoka’s Strategic Priorities:

Respectfully submitted,

Original signed by Original signed by

Rick Williams Michael Duben Commissioner of Community Services Chief Administrative Officer

Page 2 Page 3 Page 4

TO: Chair and Members Community Services Committee

FROM: Tina Kilbourne Manager, Children’s Programs

DATE: July 22, 2015

SUBJECT: Budget Amendment – Ministry of Education Utilization Adjustment

REPORT NO: CS-8-2015-12 ______

RECOMMENDATION

THAT the 2015 Tax Supported Operating Budget BE AMENDED as outlined in the following table:

2015 Approved Proposed 2015 Proposed Budget Amendment Budget MED - General Operating Program Services - Other 1,375,095 76,385 1,451,480 MED - Revenue MED Funding 3,769,738 76,385 3,846,123 Net Levy Impact 0

ORIGIN

Report No. CS-5-2015-8.

ANALYSIS

Following the approval of the 2015 District Tax Supported Operating Budget, information was received from the Ministry of Education which increased Children’s Services revenue by $76,385. This additional funding is a result of a negative utilization adjustment dating back to 2012.

These additional funds will be used to help support child care operators with their day-to-day operations as allowable through the General Operating Grant envelope. It will be expensed under the Program Services - Other line of the 2015 District Tax Supported Operating Budget and have no impact on the Net Levy.

FINANCIAL CONSIDERATIONS

As these additional funds will equally affect both the revenue and expense lines of the Children’s Services budget, there will be no impact on the Net Levy.

Page 1 COMMUNICATIONS

None at this time.

STRATEGIC PRIORITIES

Reporting on the Ministry of Education Utilization Adjustment supports the following goal and strategy as outlined in the District of Muskoka’s Strategic Priorities:

6.4 Support child care and early learning initiatives through the Best Start initiative in cooperation with the other stakeholders in Muskoka. Build programs centered on coordinated and integrated local service delivery to meet the needs of individual children.

Respectfully submitted,

Original signed by Original signed by

Tina Kilbourne Rick Williams Manager, Children’s Programs Commissioner of Community Services

Page 2

TO: Chair and Members Community Services Committee

FROM: Rick Williams Commissioner of Community Services

DATE: July 22, 2015

SUBJECT: Men’s Shelter Services in Muskoka

REPORT NO: CS-8-2015-13 ______

RECOMMENDATION

This report is provided for information.

ORIGIN

This report was initiated by staff.

ANALYSIS

There has been considerable press coverage in recent months regarding the initiative taken by the Table Soup Kitchen Foundation (TSKF) to establish a shelter for homeless men in Huntsville.

The District had not requested proposals for the development of a men’s shelter but we have worked with the TSKF on their interests.

The TSKF is a registered charity and raises funds for its programs through donations. The District has provided limited funding for their food programs and also one-time funds to do a feasibility study for the shelter.

On July 10, 2015 there was a meeting convened among TSKF representatives, District staff and Huntsville Councillors. There was a good exchange of information and views on the size of the shelter and programs it could and should provide to meet local needs.

The District and TSKF will follow up with the following goals:

• To develop a shelter with no more than 4 beds. • To develop day programs as part of the shelter residence.

Page 1 • To look at sustainable support for the shelter through redirecting some existing expenditures into TSKF programs.

A further update will be provided in the coming months.

FINANCIAL CONSIDERATIONS

There are no financial implications at this time.

COMMUNICATIONS

Information pertaining to the TSKF men’s shelter has been communicated to involved District staff and Town of Huntsville Councillors.

STRATEGIC PRIORITIES

Reporting on men’s shelter services in Muskoka supports the following strategy as outlined in the District of Muskoka’s Strategic Priorities:

Respectfully submitted,

Original signed by Original signed by

Rick Williams Michael Duben Commissioner of Community Services Chief Administrative Officer

Page 2

TO: Chair and Members Community Services Committee

FROM: Jackie Mattice Manager, Housing Development

DATE: July 22, 2015

SUBJECT: Muskoka Affordable Housing Initiatives Program (MAHIP) Capital Incentive Funding Recommendation – Loon Call (Muskoka) Inc. – LOT 7 PLAN 35M- 735

REPORT NO: CS-8-2015-14 ______

RECOMMENDATION

THAT a municipal housing facilities by-law BE PREPARED for the provision of a capital incentive for one (1) affordable home for private sale by Loon Call (Muskoka) Inc.;

AND THAT the by-law AUTHORIZE FUNDS in the amount of $15,000 for one (1) affordable home, to be made available to the proponent;

AND THAT The District Municipality of Muskoka BE AUTHORIZED to enter into an agreement with respect to this by-law with Loon Call (Muskoka) Inc.;

AND THAT the terms of the agreement BE SATISFACTORY to the Commissioner of Community Services and the District Solicitor;

AND THAT the District Chair and Clerk BE AUTHORIZED to sign the agreement on behalf of The District Municipality of Muskoka.

ORIGIN

Muskoka Affordable Housing Initiatives Program (MAHIP) By-Law Nos. 2013-28 and 2013-35 establish the ability to grant capital incentives for the purpose of constructing new affordable housing and create funding with which to do so. This report recommends that Capital Incentive funds be granted to the proponent under this by-law.

ANALYSIS

The application for MAHIP Capital Incentive funding was submitted by Loon Call (Muskoka) Inc. Loon Call (Muskoka) Inc. is committed to building quality, attainable homes in the District

Page 1 of Muskoka. They have developed 34 homes in the District of Muskoka over the past 2 ½ years. The Bracebridge development consists of 39 attainable town homes located on Little Ryan’s Way. The homes are designed and landscaped attractively and are energy efficient. The home under this application, located on Lot #7 is priced in accordance with the affordable pricing limits as specified in the MAHIP program guidelines and the Capital Incentive application. The home is scheduled for completion on or before October 30, 2015.

FINANCIAL CONSIDERATIONS

Funds will be allocated from the MAHIP 2015 approved operating budget for Capital Incentive Projects.

COMMUNICATIONS

Upon passing this by-law, the Clerk of the District of Muskoka shall give written notice of the by-law to the Minister of Education or successor, as set out in the Municipal Act, 2001.

STRATEGIC PRIORITIES

Reporting on MAHIP Capital Incentive Funding supports the following goal and strategy as outlined in the District of Muskoka’s Strategic Priorities:

7. Develop an affordable housing and homelessness strategy in cooperation with the Area Municipalities. Seek the support of senior level governments for the implementation of the strategy resulting in additional affordable housing units.

7.6 Continue to support the construction of new affordable housing units. Conduct a complete review of how this is to be accomplished including the potential adoption of an Affordable Housing By-law.

Respectfully submitted,

Original signed by Original signed by

Jackie Mattice Rick Williams Manager, Housing Development Commissioner of Community Services

Page 2

TO: Chair and Members Community Services Committee

FROM: Jackie Mattice Manager, Housing Development

DATE: July 22, 2015

SUBJECT: Muskoka Affordable Housing Initiatives Program (MAHIP) Capital Incentive Funding Recommendation – Loon Call (Muskoka) Inc. – LOT 8 PLAN 35M- 735

REPORT NO: CS-8-2015-15 ______

RECOMMENDATION

THAT a municipal housing facilities by-law BE PREPARED for the provision of a capital incentive for one (1) affordable home for private sale by Loon Call (Muskoka) Inc.;

AND THAT the by-law AUTHORIZE FUNDS in the amount of $15,000 for one (1) affordable home, to be made available to the proponent;

AND THAT The District Municipality of Muskoka BE AUTHORIZED to enter into an agreement with respect to this by-law with Loon Call (Muskoka) Inc.;

AND THAT the terms of the agreement BE SATISFACTORY to the Commissioner of Community Services and the District Solicitor;

AND THAT the District Chair and Clerk BE AUTHORIZED to sign the agreement on behalf of The District Municipality of Muskoka.

ORIGIN

ANALYSIS

The application for MAHIP Capital Incentive funding was submitted by Loon Call (Muskoka) Inc. Loon Call (Muskoka) Inc. is committed to building quality, attainable homes in the District

Page 1 of Muskoka. They have developed 34 homes in the District of Muskoka over the past 2 ½ years. The Bracebridge development consists of 39 attainable town homes located on Little Ryan’s Way. The homes are designed and landscaped attractively and are energy efficient. The home under this application, located on Lot #8 is priced in accordance with the affordable pricing limits as specified in the MAHIP program guidelines and the Capital Incentive application. The home is scheduled for completion on or before October 30, 2015.

FINANCIAL CONSIDERATIONS

Funds will be allocated from the MAHIP 2015 approved operating budget for Capital Incentive Projects.

COMMUNICATIONS

Upon passing this by-law, the Clerk of the District of Muskoka shall give written notice of the by-law to the Minister of Education or successor, as set out in the Municipal Act, 2001.

STRATEGIC PRIORITIES

Reporting on MAHIP Capital Incentive Funding supports the following goal and strategy as outlined in the District of Muskoka’s Strategic Priorities:

7.6 Continue to support the construction of new affordable housing units. Conduct a complete review of how this is to be accomplished including the potential adoption of an Affordable Housing By-law.

Respectfully submitted,

Original signed by Original signed by

Jackie Mattice Rick Williams Manager, Housing Development Commissioner of Community Services

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TO: Chair and Members Community Services Committee

FROM: Jackie Mattice Manager, Housing Development

DATE: July 22, 2015

SUBJECT: Muskoka Affordable Housing Initiatives Program (MAHIP) Capital Incentive Funding Recommendation – Johnathan and Melinda Snyder

REPORT NO: CS-8-2015-16 ______

RECOMMENDATION

THAT a municipal housing facilities by-law BE PREPARED for the provision of new rental housing for Johnathan and Melinda Snyder;

AND THAT the by-law AUTHORIZE FUNDS in the amount of $15,000 for one (1) new rental unit (secondary suite) to be made available to the proponent;

AND THAT The District Municipality of Muskoka BE AUTHORIZED to enter into an agreement for new rental housing with Johnathan and Melinda Snyder;

AND THAT the terms of the agreement BE SATISFACTORY to the Commissioner of Community Services and the District Solicitor;

AND THAT the District Chair and Clerk BE AUTHORIZED to sign the agreement on behalf of The District Municipality of Muskoka.

ORIGIN

Muskoka Affordable Housing Initiatives Program (MAHIP) By-law Nos. 2013-28 and 2013-35 establish the ability to grant capital incentives for the purpose of constructing new affordable housing and create funding with which to do so. This report recommends that Capital Incentive funds be granted to the proponent under this by-law.

ANALYSIS

This application for MAHIP Capital Incentive Funding was submitted by Johnathan and Melinda Snyder. The project involves the construction of an affordable secondary suite in the basement of their home. The plans include an attractive design and the rental unit will be

Page 1 priced in accordance with the affordable rental rates as specified in the MAHIP program details and the Capital Incentive application. The home is located in the Town of Bracebridge and is in compliance with the requirements under the MAHIP framework for this type of construction.

FINANCIAL CONSIDERATIONS

Funds will be allocated from the MAHIP 2015 approved operating budget for Capital Incentive Projects.

COMMUNICATIONS

Upon passing this by-law, the Clerk of the District of Muskoka shall give written notice of the by-law to the Minister of Education or successor, as set out in the Municipal Act, 2001.

STRATEGIC PRIORITIES

Reporting on MAHIP Capital Incentive Funding supports the following goal and strategy as outlined in the District of Muskoka’s Strategic Priorities:

7.6 Continue to support the construction of new affordable housing units. Conduct a complete review of how this is to be accomplished including the potential adoption of an Affordable Housing By-law.

Respectfully submitted,

Original signed by Original signed by

Jackie Mattice Rick Williams Manager, Housing Development Commissioner of Community Services

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TO: Chair and Members Community Services Committee

FROM: Heather Moore Director of Programs

DATE: July 22, 2015

SUBJECT: Year One Update for Muskoka’s 10 Year Housing and Homelessness Plan

REPORT NO: CS-8-2015-17 ______

RECOMMENDATION

THAT Muskoka District Council APPROVE the Year One Update for Muskoka’s 10 Year Housing and Homelessness Plan, as attached.

ORIGIN

Through the Housing Services Act, 2011, the Ministry of Municipal Affairs and Housing (MMAH) required each of the Province’s 47 Consolidated Municipal Service Managers (CMSMs) to create a 10 Year Housing and Homelessness Plan to be in place by January, 2014. The requirement to publish annual updates which report on the delivery of the plan is also embedded in the legislation.

BACKGROUND

Muskoka’s 10 Year Housing and Homelessness Plan was approved by Council through Report No. 13(2013)–2.

ANALYSIS

Muskoka’s 10 Year Housing and Homelessness Plan (the “Plan”) noted 7 goals:

• Establish programs, protocols and partnerships that provide safe shelter to people who do not have permanent housing; • Develop ways and means to support people to live in long term housing that is appropriate for their needs; • When it is a sustainable option, assist households to stay in their current housing arrangement;

Page 1 • Increase the supply of affordable housing in all types of housing tenures; • Promote the cause, educate the community and mobilize the charitable and volunteer sectors on housing needs and solutions; • Optimally delivery the Social Housing program, including offering tenants support and community engagement opportunities that enrich and enhance their lives; and • Explore and establish poverty reduction, quality of life and community engagement opportunities for low income households across the community.

The Plan lists a comprehensive series of Actions associated with each Goal, to occur within the immediate term (one year), mid-term (within 2 to 5 years) or over the long-term (6 or more years).

The legislation does not prescribe the format or content of the annual updates. To this end, the attached report briefly summarizes our more significant efforts towards all of the Goals. As included within the Update, there has been notable accomplishments in many areas, however much work remains to be done.

FINANCIAL CONSIDERATIONS

There are no financial implications at this time.

COMMUNICATIONS

This information will be communicated to the Ministry of Municipal Affairs and Housing, will be posted on the District’s website, will be distributed electronically to our various distribution groups, and will be available in hard copy at the Affordable Housing Forum in the fall.

STRATEGIC PRIORITIES

Reporting on the Year One Update for Muskoka’s 10 Year Housing and Homelessness Plan supports the following goals as outlined in the District of Muskoka’s Strategic Priorities:

7. Develop an affordable housing and homelessness strategy in cooperation with the Area Municipalities. Seek the support of senior level governments for the Implementation of the strategy resulting in additional affordable housing units.

11. Develop communication strategies to engage the public regarding Muskoka’s policies and programs and the achievement of these goals.

Respectfully submitted,

Original signed by Original signed by

Heather Moore Rick Williams Director of Programs Commissioner of Community Services

Page 2 YEAR ONE DISTRICT OF Muskoka’s Housing and UPDATE MUSKOKA S P E C I A L P O I N T S O F I N T E R E S T : Homelessness Plan 2014-2024  11 new affordable units The Plan’s Vision is that all households in Muskoka will have a place to call home that is  65 new Rent suitable, safe and affordable, helping to support each household to live life optimally. Supplements HOW HAVE WE DONE IN YEAR ONE?  8 new Retire- ment Home

Fee Assistance agreements Our Plan spoke not just to sup- This has all occurred in a provin- ply, but also quality of life, health cial atmosphere of poverty re-  New Homeless- in all of its iterations, poverty duction, investment, cooperation ness Sharing reduction, engagement, partner- across Ministries, flexible pro- ships, supports, accessibility, and gram guidelines, the measure- Table innovation. We are pleased to ment of outcomes, not process,  Cooperative note that significant progress has and a receptive ear for innovative been achieved in many of these ideas. discussions with areas. local Canadian We can be proud of our accom- Attainable Housing is the cor- Much of our work is undertaken plishments, but must continue Mental Health nerstone concept of our housing through an integrated approach our efforts—housing wait lists office, LHIN programs. More than just afford- both internally across our differ- remain long, precarious housing able, attainable housing is ade- ent programs, with both District is still the norm for too many  Strong relation- quate in condition, appropriate and Area Municipality coopera- households, neighbours still re- ship with 2 local in size, accessible in that it is tion, and also externally with our main cautious about new afforda- shelters to sup- located in areas where common many community partners who ble housing construction, the port victims of services and activities are pre- share the same general vision for demand remains higher than violence sent, is available in the market, Muskoka citizens. supply, and our country still has and is affordable! no long term housing strategy.  Improved arrangements for our onsite Mon- New Supply - The Investment in Affordable tessori program Housing Extension (IAH-E) Program and the Muskoka Affordable Housing  Unit converted for tenant en- Initiatives Program (MAHIP) gagement op- When writing the Plan, the origi- Repair/Accessibility grants, and 5 savings from the upload of OW portunities nal IAH program (Provincial) was Rent Supplement agreements. supports to the Province. In winding down. Now, a six year Our locally funded MAHIP pro- 2014, we granted several Capital  Strengthened program has been added. Musko- gram commenced in 2014. Dis- Incentives, initiated approximate- Children’s Out- ka’s allocation over that time is trict Council demonstrated their ly 60 rent supplements, intro- reach Program $3,462,300. Our planned uptake commitment to increasing the duced 8 Retirement Home Fee includes 17 new rental units, 73 supply of affordable housing by Subsidies, and helped 2 Habitat  New partner- Home Ownership grants, 59 transferring former D/C Waiver homes to be built. ships in home- Ontario Renovates Home allocations, as well as local lessness

Page 3 P A G E 2 Homelessness Sharing Table

The Homelessness Sharing In the spirit of working together, Table was established towards we have funded new partners the end of 2014. It brings to- with Housing Stability dollars, gether representatives from effectively introducing new non-profit and charitable sec- doors to assistance. Muskoka tors, mental health, food secu- Women’s Advocacy Group, rity, homelessness and youth Poverty Reduction of Muskoka workers, justice and the legal Planning Table, three local Salva- Approaching system. Our inventory of ser- Housing First mandate, with a tion Army Corps, and our local Homelessness vices is impressive, but we still plan (and impressive progress) Legal Clinic now have a means see homelessness in our com- towards ending homelessness, to help to stabilize housing for From a Different munity. Inspired by the Medi- our Table will be entering people. cine Hat Community Housing discussions on how a similar Angle—Let’s do Society, who have applied a systems approach could be Homelessness comprehensive systems ap- established and applied locally. proach to homelessness and a less well, and Housing really well. Housing for the Most Vulnerable

Several areas of our Plan spoke North Simcoe/Muskoka, an ad date, not enabled us to pro- to the need for housing that hoc committee established by ceed with any firm plans. Such ¨Let us outdo each serves those with serious men- the Waypoint care facility to funding as is available would be other in being tal illness and/or addiction repurpose funding historically used for the support services issues, and those transitioning attached to the domiciliary through mental health, without helpful and kind to between care facilities and hostel program, and have had sufficient funding for the deep independent living arrange- several discussions with our rental subsidies needed by each other and in ments. To this end, through LHIN about supportive hous- what are typically very low doing good. 2014, we participated in a ing in Muskoka. The borders income persons. This will con- special committee facilitated by between health and housing tinue to be a focus of our on- Hebrews the North Simcoe Muskoka are not barriers, but the fund- going work, and we will keep LHIN for transition beds in ing levels available have, to the dialogue going. 10:24 Good News through CHPI

The Community Homelessness Province annualized one time And, we can invest in pro- Prevention Initiative (CHPI) funding, and now provides grams that empower and ena- reflects all that is working well $982,800 each fiscal year. This ble people who are precarious- at the Provincial level - trust year, we are now able to ex- ly housed, such as the “Getting that Municipalities know their pand our Community Out- Ahead in a Just Getting By communities and how best to reach efforts by adding extra World” with The YWCA and serve them, reports that ask us staff to deepen our capacity, the Bracebridge United to share best practices with and to extend it to our more Church. our peers, and encouragement rural communities. As noted to explore innovation and above, we have new partners partnerships. In 2014, the with housing stability funds.

MUSKOKA’S HOUSING AN D HOMELESSNESS PLAN 2014- 2024

Page 4 P A G E 3 Investments in Children– On Site Child Care

Child Care Centre also started a couple of years ago, on a promotes increased shoestring with primarily voluntary Watch a video learning, provides staff, in non-dedicated space. healthy lunches and Working with the Ministry of Edu- about snacks and engages par- cation and the Ministry of Child and this ents in an education Youth Services, the program is now process that can have fully licensed and adequately fund- program! long lasting benefits for ed. It has improved, dedicated https:// everyone. space. Kids from the program enter vimeo.com/8749296 Living in an RGI unit in Community The Montessori Child Care centre the formal school system more Housing helps families financially— is located within one of our family ready and able to learn. From first without question. However, we complexes, serves only the children hand accounts by the participating “Thanks for would like to highlight a program of tenants, and full fee subsidy is families, we know it changes the everything. that does more than simply provide available to families whose children lives of the children and their fami- COP has “affordable” rent. The Montessori lies. are enrolled in the program. It made a major impact in my Investments in Children - The Children’s Outreach Program children's lives and mine and The Children’s Outreach Program tion program. MEdu states that One particularly successful initiative we will is not new, but it has had some recreation programs must be High in 2014 was made available through never forget improvements over the past year. 5 certified, and to this end, our a grant from New Horizons for and always We have converted a two bed- former partnership with Muskoka Seniors, which is attached to be grateful” room market unit in a community Women’s Advocacy Group has HRSDC. COP was able to work housing building to common space, been expanded to include the with our Seniors program staff to giving the Program inside space and Town of Bracebridge, who main- deliver several inter-generational a place to keep supplies. tains such certification. They will activities, giving an opportunity for Most importantly, we have brought provide quality assurance and sup- shared wisdom, infectious humor the program under the umbrella of port to COP, which can only en- and youthful energy. Ministry of Education, as a recrea- hance the already fulsome program.

Muskoka Attainable Housing Advisory Table (MAHAT)

Established in 2012, MAHAT is a tinue the Table through the next the fall of 2015, with a planned slate Committee of Council which con- round of Council. cerns itself with affordable housing of presentations and break-out They will be consulted in, and con- issues in Muskoka. As membership sessions. tribute to, Muskoka’s response to is comprised of a mix of elected the call for input into the Provincial officials and volunteer community Long Term Affordable Housing members, MAHAT experienced a Strategy. hiatus through 2014 due to the municipal election in October. Out- Additionally, plans are underway going members reiterated the need for a Housing Information Day in MAHAT to con- MUSKOKA’S HOUSING AN D HOMELESSNESS PLAN 2014- 2024

Page 5 P A G E 4 Advocacy to The Ministry of Municipal Affairs and Housing

Our Muskoka Attainable Housing Advisory Table (MAHAT), our 10 Year Housing and Homelessness Plan and District lodging with friends or family. Council have all noted over time that, of all possible types of tenure, home ownership, where feasible, is the most attrac- The District created guidelines for their Revolving Loan Fund tive option. It helps promote young adult in migration and which allows eligibility for non-renters. Additionally, the discourage out migration, adds to the property tax and rate District Chair wrote to the Minister of Municipal Affairs and supported bases, introduces the opportunity for equity Housing, and information about this issue was forwarded to growth, and supports pride of ownership. The Home Own- the other 46 municipal service managers in Ontario. ership component of the IAH-E is very popular. The Minister’s response acknowledged our position but the Muskoka’s only issue with the program is it’s limitation on guidelines have not been changed. purchaser eligibility, which states that recipients must be in a pre-existing rental tenancy. This precludes participation by We are hopeful that other Service Managers will concur with such groups as young adults who are establishing themselves Muskoka’s position, and that our combined efforts will even- in the work force and living at home with parents, persons tually result in a change. living in supported housing who are now ready to live independently and arrangements where people are temporarily

One Person’s Story - Integrated Supports Over Time

“Anna” and “David” are a young cou- dy for Connor, as well as several This family is only one of many who ple with one six year old son. Due to referrals from our Children’s Services have been well served by a fulsome a medical error “Connor” will re- Community Facilitator to various and integrated approach to service quire a special diet and medical over- support agencies. Connor was also provision. Virtually every program sight for his entire life. able to participate in our Children’s supported their various and changing Anna, David and Connor moved into Outreach Program on a regular basis. needs as they were presented. an RGI unit in Community Housing in After completing her 2 year diploma Without the Home Ownership down Muskoka 5 years ago. They were in program, Anna secured full time em- payment program, this family would receipt of Ontario Works at the ployment in her field. With steady not have been able to purchase a time, and both parents were 19 years income, and a view to the future, they home, and another family from our old. applied for a Home Ownership down long wait list for RGI housing would Through the next several years, with payment grant through the IAH-E still be waiting. income and other employment sup- affordable housing program. Congratulations Anna and David! ports from their OW Case Managers, They were able to purchase a home and part-time employment, Anna in rural Muskoka, which contained a attended college both here in Musko- small secondary rental unit. ka, and, when courses to complete The family are now moved in and her diploma were not available local- enjoying their new home, and the ly, in Orillia. During this period, the secondary suite will help to ensure family received Child Care Fee Subsi- their financial viability over time.

MUSKOKA’S HOUSING AN D HOMELESSNESS PLAN 2014- 2024

Page 6 CS-8-2015-INFO-A

NEWS Ministry of Economic Development, Employment and Infrastructure

Ontario Helping Businesses Grow Through Angel Investment New Partnership to Develop Province’s Social Investment Market May 25, 2015 9:00 A.M.

Ontario is making it easier for businesses that have a positive social or environmental impact, while producing a sustainable financial return, grow and succeed.

The province, in partnership with the Network of Angel Organizations-Ontario (NAO-Ontario), is launching the Impact Angel Alliance. The Alliance will encourage more investors to help kick- start promising, high-growth social ventures in Ontario. This will be Canada's first impact investing angel network.

The Alliance will work with NAO-Ontario to:

• Raise awareness of social ventures among established angel investor groups. • Help diversify angel group membership to help bring in more women, visible minorities, and new Canadians. • Bring together angel groups and non-traditional funding partners to increase co- investment into social ventures in priority areas, such as community health and sustainable craft industries. • Research emerging trends, challenges and opportunities in impact investing to reduce risk, save time and attract better opportunities.

Supporting investment in businesses that have social or environmental benefits is part of the government's plan to build Ontario up. The four-part plan includes investing in people's talents and skills, making the largest investment in public infrastructure in Ontario's history, creating a dynamic, innovative environment where business thrives, and building a secure retirement savings plan.

QUOTES " We want to encourage investors to target businesses that focus on achieving more than just profits – by placing their money into businesses that also positively contribute to social or environmental benefits in Ontario. Angel investors can help social enterprises grow and succeed, and through our partnership with the Network of Angel Organizations and the Impact Angel Alliance, we are making it easier for social ventures and angel investors to connect, contribute, and make our society a better place to live."

Page 1 CS-8-2015-INFO-A - Brad Duguid Minister of Economic Development, Employment and Infrastructure

" Like any other start-ups, impact ventures need financing to grow. The number of angel investors making impact investments is growing, and we want to make it grow even more. With the support from the government and partnership with NAO-Ontario, we're confident that we can achieve that goal and help to transition impacting investing to greater mainstream awareness and adoption." - Sean Holt Executive Director, Impact Angel Alliance

" Initiatives like the Impact Angel Alliance will help Ontario-based companies like ChipCare to accelerate our growth, and allow more people around the world to access affordable, life-saving HIV treatment. We are grateful to our investors who are committed to building a profitable Canadian diagnostics company, while helping to make a real difference in patient care globally." - James Fraser CEO, ChipCare

QUICK FACTS

• Impact Angel Alliance is inspired by a similar initiative in the United States that has successfully worked with early-stage social ventures to help raise over $180 million to date. • Angel investors are high net-worth individuals who provide financing to start-up companies. • About 320,000 high net-worth individuals – with a collective wealth of almost $1 trillion – are estimated to live in Canada. • The current total Canadian impact investing market is over $5 billion. In 10 years, that number is estimated to grow to $30 billion. • Ontario is home to over 10,000 social enterprises that employ about 160,000 people. • Ontario is home to SVX, the first social impact investing platform of its kind in North America.

LEARN MORE

• Network of Angel Organizations – Ontario • Impact Angel Alliance • ImpactOntario 2015 • Social Enterprise Progress Report

Andrew Forgione Minister’s Office Available Online [email protected] Disponible en Français 416-212-4217 Brigitte Marleau Communications Branch [email protected]

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“Hub”ubaloo:

Definition: A big excitement or commotion

Muskoka Community caused by a source of awesomeness to

the highest extent! (urban dictionary) Health Hubs Update

July 6, 2015 Edition

SUMMER IS HERE!

School is out and Muskoka is busy welcoming visitors, family and friends for another busy summer season. Please share our “Hub”ubaloo newsletter on your websites, message boards or post around town to help us spread the word about these great new community resources that are available to anyone living, working, or visiting in Muskoka!

Port Carling Site: Welcome Aboard Linda!  Cottage Country Family Health Team is pleased to announce that Linda Kowitz, PHCNP is the successful candidate selected to serve as Nurse Practitioner for the Port Carling site. Visit http://www.muskokacommunity.ca/key- initiatives/muskoka-community-health-link/muskoka-community-health-hubs to learn more about Linda and the wealth of experience, skills and passion she brings to serve Port Carling and the surrounding community!  A collaborative Physician arrangement for the Port Carling site will be facilitated through the Cottage Country Family Health Team as the host organization. This relationship will support the work of the Nurse Practitioner as the primary care provider to the patients in the Health Hub.  The Administrative Assistant interviews have taken place and we hope to have a successful candidate announced in the coming weeks.  The temporary library site will begin to transform throughout July as equipment and supplies are delivered and an official opening date is confirmed. We look forward to providing health care to the community of Port Carling.

Dorset Site:  The Dorset Community Partnership hosted tours of the Dorset site on Volunteer June 13th as part of a fundraising builders campaign in concert with the worked in the Bigwin waterfront initiative. teaming rain  The turnout was spectacular, with to have the lots of dignitaries present including deck finished ‘Captain’ Mayor Bob Young. in time for the tours on June 13th, 2015. Thank you!

TELUS is the official corporate  The windows and doors are being installed, and the sponsor of the Muskoka Community wiring and plumbing contractors will begin work shortly. Health Hub – Dorset Site. Telus made  The Nurse Practitioner position has been advertised by a generous $20,000 donation to kick the Algonquin Family Health Team and we are starting to off the June fundraising event. receive applications!

www.muskokahealthlink.ca

Page 1 CS-8-2015-INFO-C Page Two – July 2, 2015 - “Hub”ubaloo Update

Wahta Site: WAHTA SITE Proposed Satellite Location The site is open and all are HOURS OF OPERATION: for Port Severn

welcome! In Development! Monday 9 – 4 Tuesday 9 – 4 Wednesday 1 – 7 Thursday 9 – 4 Friday 9 – 12

Closed Statutory and Holidays

Location: 2350 Muskoka Rd. 38, in the community of Wahta.

Telephone: 705-762-1274 The Health Hub Implementation Committee is working toward the coordination of a site in Port Severn for service to be delivered on a Nurse Practitioner Dana Strength scheduled rotation. hosted a Student at the Wahta Health Hub during Rural The proposed operating details are Medicine Week. David Croitoru, not available yet, but planning is well 2nd year Medical Student at the underway to provide services in the University of Toronto. community in the near future.

Other Committee News:

 Mobile Unit Planning: The Muskoka Community Health Hub Implementation Committee continues to invest important time in analyzing options for the mobile service and the final design will be confirmed soon. The committee is working hard to make sure these valuable mobile health care services are available as soon as possible and that they are designed to be sustainable and successful.  Information Technology: We are still working with IT suppliers to hammer out the best package and pricing for to meet our project’s needs.  Service Level Agreements Service Level Agreements are in the final phase of development and will be presented to each community partner in the coming weeks.  Equipment, Furniture and Supplies: All quotes for furnishings, disposable supplies, medication equipment, and pharmaceuticals have been received. Procurement for each site will proceed once hub staff is in place to make sure each community has the equipment and supplies they need. Thank you again to each community for your continued fundraising efforts in support of these important resources and to help stretch the project’s limited operations budget.

The Muskoka Community Health Hubs Implementation Committee is comprised of the Algonquin Family Health Team, Cottage Country Family Health Team, North Muskoka Nurse Practitioner Led- Clinic and the District Municipality of Muskoka.

For more information: Cheryl Faber, Muskoka Health Link Project Manager: [email protected] 705-645-4488 ext. 469 Donna Kearney, Muskoka Community Health Hub Implementation Coordinator: [email protected] 705-706-0739

www.muskokahealthlink.ca Page 2 /';:) -t!(p CS-8-2015-INFO-D

Office of the City Clerk

Fi:o • Copy A::llOR Chair (R" 0 c~ o 0 June 17, 2015 c (i""~ ~ 0 F l!i ar~ ce & Corp Smv 0 0 ?ubl!C Wo'lls 0 0 Via fax to 613 941 6900 ?iar:nmw 0 Com mum~· SeN. :} 0 Lr.gal 0 0 The Right Honourable Stephen Harper Compuler 0 0 Office of the Prime Minister Flersonnel 0 0 80 Wellington Street C.E.M.C 0 0 Land Ambulance 0 0 Ottawa, ON K1A OA2 Committee 0 0 CouncH 0 Dear Prime Minister Harper: Correspondence ~ 0 . Comments: RE: Kingston City Council Meeting June 16, 2015 New Motion 2

I would confirm that Kingston City Council at its regular meeting held on June 16, 2015, approved the following resolution, being New Motion 2:

Whereas Canada Post has scheduled the elimination of door to door postal delivery, with little or no community consultation and at great potential servicing costs to Municipalities across Canada, showing little concern for the municipal planning process in locating Community Post Boxes; and Whereas the City of Hamilton has challenged Canada Post regarding the lack of community consultation in the locating and servicing of Community Postal Boxes, resulting in an indefinite postponement of the cancelling of door to door delivery in Hamilton; and Whereas this policy would make postal service extremely difficult for seniors and anyone physically challenged, and would make Canada the only country in the GB without daily mail delivery; and Whereas all Federal Opposition Parties have committed to a full review or revocation of this policy; Therefore be it resolved that Kingston add its voice to the almost 600 Municipalities across Canada that have passed motions in opposition to the cancellation of door to door mail delivery; and That a copy of this motion be shared with the Prime Minister of Canada, all federal opposition party leaders, AMO, FCM, Kingston and the Islands MP, Kingston and the Islands MPP, and all Ontario Municipalities with populations over 40,000.

The Corporation of the City of Kingston 216 Ontario Street, Kingston ON K7L 2Z3 Phone: (613) 546-4291 ext. 1247 Fax: (613) 546-5232 [email protected]

PageRECEIVED 1 JUN 1 8 2015 CS-8-2015-INFO-D

Kingston City Council Meeting- June 16,2015- New Motion 2 Page2

In addition, a petition bearing approximately 1605 signatures was presented by Councillor Neill at the same City Council Meeting of June 16, 2015 and reads as follows: "We, the undersigned, call upon the Government of Canada to reverse the cuts to services announced by Canada Post, and to look instead for ways to innovate in areas such as postal banking."

Should you have any questions or concerns regarding this matter, please do not he · ate to contact me.

The Honourable Thomas Mulcair, New Democratic Party (via email to: [email protected]) The Honourable Justin Trudeau, Liberal Party (via email to: [email protected]) The Honourable Elizabeth May, Green Party (via email to: [email protected]) Association of Municipalities of Ontario (AMO) (via fax to: 416 971 6191) Federation of Canadian Municipalities (FCM) (via fax to: 613 241 7 442) The Honourable Ted Hsu, MP, Kingston & the Islands (via email to: [email protected]) The Honourable Sophie Kiwala, MPP, Kingston & the Islands (via email to: [email protected] All Ontario Municipalities with populations over 40,000 (via email)

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