Board Communication Documents
1. 2016-01-14 Board Public Action Items
2. 2016-02 City confirmation of Chair, TAG Chair, and Strategic Plan 2016-2026
3. Housing Partnership Canada - Canadian Housing Bank Teaser
4. Policy and practices related to the acceptance of gifts by employees BOARD OF DIRECTORS MEETING March 10, 2016 7:00 p.m., OCH Board Room, 39 Auriga Drive
AGENDA - Revised
1. 7:00-7:05 Welcome and Call the Meeting to Order by the Chair of the Board
2. APPROVAL OF THE AGENDA
2.1 7:05-7:10 Approval Reports to be held for Discussion 2.2 Bulk Consent Approval 2.3 Approval of the Agenda
3. APPROVAL OF THE MINUTES
3.1 7:10-7:15 Approval of the minutes of the January 14, 2016 meeting 005 3.1a Business Arising from the Minutes
4. 7:15-7:20 Conflict of Interest Declaration
5. 7:20-7:30 Board Communication Documents: 018 1. 2016-01-14 Board Public Action Items 2. 2016-02 City confirmation of Chair, TAG Chair, and Strategic Plan 2016-2026 3. Housing Partnership Canada - Canadian Housing Bank Teaser 4. Policy and practices related to the acceptance of gifts by employees
6. 7:30-7:35 CEO’s REPORT
7. DELEGATIONS
7.1 7:35-7:40 Options Bytown’s Partnership with OCH – Presentation by Lorraine Bentley, Executive Director of Options Bytown, staff members, and members of their Board 7.2 7:40-7:45 Tenant Advisory Group – Verbal Report 7.3 Tenant Advisory Group minutes of the November 17, 2015 meeting (For information) 041
8. FOR APPROVAL
8.1 7:45-7:50 OCHC-025/16 Amendments to OCH By-law – Presentation 045 8.2 7:50-7:55 OCHC-026/16 2016 Corporate Communications Strategy & Plans – Presentation 046
9. FOR DISCUSSION
9.1 7:55-8:00 OCHC-028/16 2016 Divestiture Strategy – Presentation 067 9.2 8:00-8:15 OCHC-029/16 2014 Reconciliation for Programs Under Operating Agreement – Presentation 081 9.3 8:15-8:20 OCHC-031/16 Financial Accountability and Performance Monitoring - December 31, 2015 – Presentation 097
BOARD OF DIRECTORS MEETING March 10, 2016 7:00 p.m., OCH Board Room, 39 Auriga Drive
10. BULK CONSENT AGENDA
10.1 8:20-8:25 OCHC-030/16 Green Field Update 105 10.2 OCHC-032/16 Portfolio Management Framework Update 116 10.3 OCHC-033/16 Declaration on Statutory Remittances 135 10.4 OCHC-034/16 Carlington Community Health Hub 138 10.5 OCHC-035/16 Resource Strategy to Support Portfolio Management Framework 141 10.6 OCHC-036/16 211 Lees Avenue Update 153 10.7 OCHC-037/16 2015 Call Centre and Demand Maintenance Performance Reports 163 10.8 OCHC-038/16 2015 Media Occurrences Year-End Report 194 10.9 OCHC-039/16 2015 Tenant Complaint and Inquiry Summary 200 10.10 OCHC-027/16 Mortgage Renewal 39 Auriga (Head Office) 215 10.11 OCHC-042/16 CEO Operational Report to OCH Board of Directors 218
11. 8:25-8:35 CHAIR’S UPDATE
12. 8:35-8:40 ENQUIRIES FROM THE BOARD
Next meeting – May 12, 2016 at 7:00 p.m. 39 Auriga Drive
RÉUNION DU CONSEIL D’ADMINISTRATION 10 mars 2016 19h00, LCO : 39, promenade Auriga, Ottawa
ORDRE DU JOUR
1. 19h00-19h05 Mot de bienvenue et ouverture de la séance par le président du Conseil d’administration
2. APPROBATION DE L’ORDRE DU JOUR
2.1 19h05-19h10 Rapports d’approbation aux fins de discussion 2.2 Approbation en bloc de tous les rapports ne faisant pas l’objet de discussion ou d’une présentation 2.3 Adoption de l’ordre du jour
3. APPROBATION DU PROCÈS-VERBAL
3.1 19h10-19h15 Approbation du procès-verbal de la réunion du 14 janvier 2016 005 3.1a Points découlant du procès-verbal
4. 19h15-19h20 Déclarations de conflit d’intérêts
5. 19h20-19h30 Documents de communication du Conseil d’administration 018 1. 2016-01-14 Board Public Action Items 2. 2016-02 City confirmation of Chair, TAG Chair, and Strategic Plan 2016-2026 3. Housing Partnership Canada - Canadian Housing Bank Teaser 4. Policy and practices related to the acceptance of gifts by employees
6. 19h30-19h35 RAPPORTS DU PDG
7. DÉLÉGATIONS
7.1 19h35-19h40 Partenariats d’Options Bytown avec LCO – présentation de Lorraine Bentley, directrice exécutive, de membres du personnel et de membres du Conseil d’administration d’Options Bytowne 7.2 19h40-19h45 Groupe consultatif des locataires – rapport verbal 7.3 Procès-verbal de la réunion du 17 novembre 2015 du Groupe consultatif des locataires (à titre informatif) 041
8. RAPPORTS POUR APPROBATION
8.1 19h45-19h50 OCHC-025/16 Modifications aux statuts de LCO – présentation 045 8.2 19h50-19h55 OCHC-026/16 Stratégie et plans de communications intégrées de 2016 – présentation 048
9. RAPPORTS POUR DISCUSSION
9.1 19h55-20h00 OCHC-028/16 Stratégie de dessaisissement de 2016 – présentation 069 9.2 20h00-20h15 OCHC-029/16 Rapprochement 2014 des programmes assortis d’une entente d’exploitation – présentation 081 9.3 20h15-20h20 OCHC-031/16 Responsabilité financière et suivi du rendement, 31 décembre 2015 – 097 présentation
RÉUNION DU CONSEIL D’ADMINISTRATION 10 mars 2016 19h00, LCO : 39, promenade Auriga, Ottawa
10. APPROBATION EN BLOC
10.1 20h20-20h25 OCHC-030/16 Le point sur la zone verte – présentation 105 10.2 OCHC-032/16 Le point sur le cadre de gestion du portefeuille – présentation 116 10.3 OCHC-033/16 Déclaration relative aux remises législatives 135 10.4 OCHC-034/16 Carrefour de la santé de la communauté de Carlington 138 10.5 OCHC-035/16 Stratégie relative aux ressources à l’appui du cadre de gestion du portefeuille 141 10.6 OCHC-036/16 Le point sur le 211, avenue Lees 153 10.7 OCHC-037/16 Rapports de 2015 sur le centre d’appels et sur le rendement des services d’entretien sur demande 163 10.8 OCHC-038/16 Rapport de fin d’année sur les incidents dans les médias pour 2015 194 10.9 OCHC-039/16 Sommaire des plaintes des locataires et des enquêtes pour 2015 200 10.10 OCHC-027/16 Renouvellement hypothécaire du 39, promenade Auriga (siège social) 215 10.11 OCHC-042/16 Présentation au Conseil d’administration du rapport du PDG sur les activités 218
11. 20h25-20h35 RAPPORT DU PRÉSIDENT DU CONSEIL
12. 20h35-20h40 DEMANDES DE RENSEIGNEMENTS DE MEMBRES DU CONSEIL D’ADMINISTRATION
Prochaine réunion - le 12 mai, 2016 à 19h, au LCO, 39 promenade Auriga
OTTAWA COMMUNITY HOUSING CORPORATION BOARD OF DIRECTORS MEETING PUBLIC MINUTES
City Hall, 110 Laurier Avenue Date: Thursday, January 14, 2016 Champlain Room Ottawa, Ontario Meeting Start Time: 5:45 p.m.
Directors: Councillor Mathieu Fleury, Chair; Ms. Cathy Jordan, Corporate Secretary; Ms. Sarah Kambites, Director; Councillor Catherine McKenney, Director; Ms. Carole Ladouceur, Director (Tenant); Mr. Claude Lloyd, Director; Councillor Jody Mitic, Director; Mr. Anthony Pizarro, Director; Ms. Nicole St-Louis, Director; Councillor Mark Taylor, Director
Regrets: Mr. Dan Doré, Vice-Chair and Treasurer; Mayor Jim Watson, Ex-Officio
OCH Staff: Mr. Stéphane Giguère, Chief Executive Officer; Mr. Guy Arseneau, VP, Tenant Services; Ms. Shaun Simms, Director, Bank Office; Mr. Denis Michel, Director, Caldwell Office; Ms. Salvatore, Director, Human Resources; Mr. Alain Cadieux, Director, Support Services; Mr. Cliff Youdale, VP, Asset Management; Mr. Brian Gilligan, VP, Community Development; Ms. Patricia Tessier, VP, Organizational Effectiveness; Mr. Bob Huard, Director, Information Technology and Information Management; Mr. Brent Schwieg, Director, Performance & Quality; Ms. Kelly Hastings, Policy & Programs Officer; Ms. Melany Chretien, Manager, Corporate Communications; Ms. Nathalie Fauvel, VP, Finance, and Chief Financial Officer; Mr. Ven Giannantonio, Director, Finance; Mr. David McCarron, Executive Advisor; Ms. Wendy McColgan, Manager, Executive Operations; Mr. Marc Petit, Administrative Assistant; Ms. Lynne Williams, Executive Assistant; Ms. Annette Jensen, Executive Assistant
Guests: Mr. Howard Whittaker, Executive Director, OCH Foundation for Healthy Communities; Mrs. Emeline Sparks, Councillor’s Assistant, Councillor Fleury’s office
Tenants: 1
1. Call to order and Introduction by the Corporate Secretary
Ms. Jordan welcomed everyone and called the meeting to order.
2. 2016 Inaugural Board Meeting, Board Elections and Appointments
Ms. Jordan called for nominations for the position of Chair.
Nominee: Councillor Fleury
Nominated By: Councillor Taylor
There were no further nominations, and Ms. Jordan declared the nominations closed.
Ms. Jordan stated that Councillor Fleury’s nomination was acclaimed as Chair of the OCH Board of Directors for 2016, as he was the only nominee.
She asked for a motion on the following:
Moved By: Councillor Taylor Seconded By: Mr. Pizarro
That the OCH Board recommends to the Shareholder the confirmation of member Councillor Mathieu Fleury as Chair of Ottawa Community Housing Corporation for 2016.
Carried
Councillor Fleury assumed the Chair.
Councillor Fleury thanked the Board for their support, and stated that he looked forward to working with the OCH team in 2016.
The following elections and appointments were conducted:
Councillor Fleury called for nominations for the position of Vice-Chair.
Nominee: Mr. Doré
Nominated By: Ms. Kambites
There were no further nominations, and Councillor Fleury declared the nominations closed.
Councillor Fleury stated that Mr. Doré’s nomination was acclaimed as Vice-Chair of the OCH Board of Directors for 2016, as he was the only nominee.
Councillor Fleury called for nominations for the position of Board Secretary and Treasurer.
Councillor Fleury confirmed that at the September 10, 2015 OCH Board meeting, Cathy Jordan was appointed to the position of Board Secretary for a term coinciding with her term as a committee member, and not exceeding her term as a Board Director. Therefore, Ms. Jordan will continue to be the Board Secretary.
He then called for a motion to re-appoint the Board Treasurer.
Moved By: Ms. Kambites Seconded By: Ms. Ladouceur
That the Board re-appoint Dan Doré to the position of Treasurer for a term coinciding with his term as a committee member, and not exceeding his term as an OCH Board Director.
Carried
The By-Laws state that the Board Treasurer is also the Chair of the Finance & Audit Committee.
Councillor Fleury called for a motion to re-appoint the members of the Finance & Audit Committee.
Moved By: Ms. St-Louis Seconded By: Mr. Lloyd
That the Board re-appoint the following Directors and Community members to the Finance and Audit Committee for 2016:
Dan Doré Sarah Kambites Brendan Lawlor Councillor Jody Mitic Ben Sorensen Carole Ladouceur Edward Rychlik
Carried, as amended
Councillor Fleury called for a motion to re-appoint the members of the Corporate Affairs Committee and the Committee Chair.
Moved By: Mr. Pizarro Seconded By: Ms. St-Louis
That the Board re-appoint the following Directors and Community members to the Corporate Affairs Committee for 2016:
Sarah Kambites Sandra Pilote Cathy Jordan Alex Carr Deputy Mayor Mark Taylor Monika Ferenczy Ferenaz Raheem
Carried
Moved By: Ms. St-Louis Seconded By: Councillor Mitic
That the Board re-appoint Sarah Kambites to the position of Chair of the Corporate Affairs Committee for 2016.
Carried
Councillor Fleury called for a motion to re-appoint the members of the Governance Sub Committee and the Sub Committee Chair.
That the Board re-appoint the following Directors and Community members to the Governance Sub Committee for 2016:
Cathy Jordan Ben Sorensen Sandra Pilote Jenna Sudds Monika Ferenczy
Carried
Moved By: Ms. Kambites Seconded By: Ms. St-Louis
That the Board re-appoint Cathy Jordan to the position of Chair of the Governance Sub Committee for 2016.
Carried
Councillor Fleury called for a motion to re-appoint the members of the Portfolio Management Committee and the Committee Chair.
Moved By: Ms. Ladouceur Seconded By: Councillor Taylor
That the Board re-appoint the following Directors and Community members to the Portfolio Management Committee for 2016:
Anthony Pizarro Linda Hoad Claude Lloyd Fred Smith Councillor Catherine McKenney Derek Watkins Nicole St-Louis
Carried
Moved By: Ms. Jordan Seconded By: Ms. St-Louis
That the Board re-appoint Anthony Pizarro to the position of Chair of the Portfolio Management Committee for 2016.
Carried
At this time, Councillor Fleury and Mr. Giguère welcomed Ms. Nathalie Fauvel, VP, Finance and our new Chief Financial Officer.
3. CONFLICT OF INTEREST DECLARATION
There were no declarations of conflict of interest.
4. APPROVAL OF THE AGENDA
Moved by: Ms. Ladouceur Seconded by: Ms. Kambites
That the agenda of the January 14, 2016 Board of Directors meeting be approved.
Carried
5. APPROVAL OF MINUTES
5.1 Approval of Minutes of November 19, 2015 Regular Board Meeting
Moved by: Ms. Kambites Seconded by: Ms. Jordan
That the minutes of the November 19, 2015 Board of Directors meeting be approved.
Carried
5.2 Business Arising from the Minutes
There was no business arising from the minutes.
6. DELEGATION – AGENDA ITEMS
6.1 Tenant Advisory Group (TAG) Report
Ms. Ladouceur provided the following report:
TAG members discussed the possible need for a position to support the Chair of TAG. The decision was that the group would try to delegate responsibilities more evenly among members and revisit this decision in June 2016.
TAG members and the DBC Vice Chairs were asked to indicate which community development activities (e.g. Tenant Forum Planning Committee, Community Capital Fund Selection Committee, etc.) they would like to participate in.
The group had a discussion on how they wanted to work together in 2016 and 2017. Ideas included sharing the workload, involvement in community activities outside their own communities, working on concrete projects, working together respectfully, increasing the profile of TAG amongst tenants and trying different/fresh approaches.
The group decided that they would hold two of their meetings in communities in 2016: South in the summer of 2016 and the West in the Fall of 2016.
Members discussed how to make the District Based Committees (DBC) more attractive to tenants. It was decided that at the DBCs in March, participants would be asked to generate ideas on how to achieve this. TAG members would be invited to participate in the creation of the agenda for this session.
A draft TAG pamphlet was shared with members for their comments. The purpose of the pamphlet is to give TAG members a simple communication tool to share with other tenants.
TAG members mentioned that a staff list should be placed in future OCH calendars.
The next TAG meeting will be on March 8, 2016.
6.2 Tenant Advisory Group minutes
That the minutes of the September 8, 2015 Tenant Advisory Group meeting be received for information.
Received
7. DELEGATION – NON-AGENDA ITEMS
There were no delegations.
8. REPORTS FOR APPROVAL
8.1 Report OCHC-001/16 - 2015 Audit of Financial Statements
The Board discussed the Treasurer’s sign-off of the engagement letter to engage Ernst & Young to perform the audit for 2015.
Mr. Giguère thanked the Finance & Audit Committee and the Finance department staff and management for their hard work during the year. OCH invested in capital repair through City financing and refinancing mortgages through Infrastructure Ontario. Mr. Giguère also noted that the settlement of the Argos Carpet civil case contributed $1.6 million to a positive year.
Moved by: Ms. St-Louis Seconded by: Ms. Kambites
That the Board of Directors authorize the Treasurer to execute the Engagement Letter (Appendix B) that will engage Ernst and Young, as Auditors for the 2015 financial statements; and
That the 2015 Audit Plan (Appendix A), as presented by Ernst and Young, be received by the Board of Directors for information.
Carried
8.2 OCHC-002/16 – 2016 Budget
Mr. Giguère identified key highlights of the budget, including the City’s Property Tax exemption that will provide an additional $3 million for capital repairs. Mr. Giannantonio presented the details of the budget to the Board.
The total capital repair budget for 2015 was $31 million, and this has increased to $49.6 million in 2016 which includes ongoing repairs and new capital projects.
Councillor Taylor inquired about the impact the high U.S. dollar may have on the budget. Mr. Giannantonio confirmed that contingencies in the budget have been included to cover some cost adjustments if necessary. While most of our vendors are Canadian and local, cost increases may be added to 2016 bids due to the variance in the dollar.
Moved by: Mr. Pizarro Seconded by: Mr. Lloyd
That the Board of Directors approve the 2016 Budget.
Carried
8.3 OCHC-003/16 – 2016 Capital Budget Envelope
Mr. Youdale and Ms. Carr presented the report to the Board.
Moved by: Ms. St-Louis Seconded by: Councillor Mitic
That the Board of Directors approve the 2016 Capital Budget Envelope.
Carried
8.4 OCHC-004/16 – 2016 Loan Application Documentation Infrastructure Ontario
Moved by: Councillor McKenney Seconded by: Mr. Pizarro
That the Board of Directors approve the following:
· Resolution of Ottawa Community Housing Corporation (Appendix A); · Officer’s Certificate (Appendix B); · Certificate of Officer Regarding Litigation (Appendix C); and · Loan Application Signature Page (Appendix D)
Carried
8.5 OCHC-005/16 – Designation of Signing Officers and Delegation of Signing Authority
Mr. Giguère confirmed that OCH has policies and procedures in place in order to mitigate risk to the Corporation.
Councillor Fleury requested a memo summarizing these policies and procedures relating to conflict of interest, expenses, delegation of authority, as well as those relating to gifts that may be offered to staff.
Councillor Taylor suggested that the auditor’s year-end report include a report on any significant diversion from the exceptional circumstance clause. Mr. Giguère confirmed staff will review this request with the auditors.
Moved by: Mr. Lloyd Seconded by: Ms. Jordan
That the following positions be designated as signing officers for the Corporation:
(1) Chair; (2) Vice-Chair; (3) Treasurer; (4) Chief Executive Officer; (5) Vice President and Chief Financial Officer; (6) Vice President of Real Estate; (7) Vice President of Organizational Effectiveness; (8) Vice President of Tenant Services; and (9) Vice President of Community Development.
That the signatures of any two signing officers be required on all cheques and negotiable instruments;
That the signature of two signing officers be sufficient for all contracts and non- negotiable instruments with a value up to $250,000, excluding applicable taxes;
That the signature of the CEO and one signing officer be required for all contracts and non-negotiable instruments with a value of $250,000 or more, excluding applicable taxes;
That the Chief Executive Officer be authorized to delegate signing authority up to $50,000, to any senior manager of the Corporation and up to $10,000 to any other manager with an appropriate level of responsibility;
That the Chief Executive Officer be authorized to delegate signing authority up to $100,000, to any senior manager of the Corporation for extraordinary circumstance purchases considered necessary to remedy a situation without regard for a competitive process;
That the Chief Executive Officer be authorized to delegate signing authority for leases of residential units to appropriate staff;
That staff prepare a memo related to a summary of the policies relating to the conflict of interest, and expenses, delegation of authority, and the policy and procedures relating to gifts that may be offered to staff; and
That staff review with the auditor adding an additional clause on any significant diversion from the exceptional circumstance clause, in their year-end report.
Carried, as amended
8.6 OCHC-006/16 – Board and Committee Multi-Year Learning Plan
Councillor Fleury requested that an e-mail be sent to confirm the February 19, 2016 learning session, and that a Survey Monkey be sent out to confirm the dates for 2016.
Moved By: Ms. Jordan Seconded by: Mr. Pizarro
That the Board of Directors approve the Board and Committee Learning Plan, as identified in this report.
Carried
9. REPORTS FOR INFORMATION
9.1 OCHC-007/16 – Corporate Scorecard – Year-End Report
That the Board of Directors receive this report for information.
Received
9.2 OCHC-008/16 – Tenant Satisfaction Survey Results
Mr. Lloyd thanked staff for the concise report, and Mr. Arseneau mentioned that following discussions with other housing partners, a standardized tenant survey may be available across the province.
Ms. Ladouceur inquired about the plans to communicate the results to the tenants, and Mr. Giguère confirmed that a communication plan is being developed.
Mr. Giguère stated that the communications plan includes relaying the results of this survey back to the tenants, and is part of our accountability framework.
That the Board of Directors receive this report for information.
Received
9.3 OCHC-009/16 – Employee Engagement Survey
Ms. Salvatore reported that the employee response rate increased 19%, and the employee engagement score has increased by 7% since 2012.
Mr. Giguère confirmed that the results of the survey will be distributed to the staff, meetings are scheduled with Managers and Directors and their staff to further encourage their engagement and ensures transparency and accountability of the Corporation.
That this report be received for information by the Board of Directors.
Received
9.4 OCHC-010/16 – Attendance Management Program
That this report be received for information by the Board of Directors.
Received
9.5 OCHC-011/16 – Integrated Pest Management New Service Delivery Model
That this presentation be received for information by the Board of Directors.
Received
9.6 OCHC-012/16 –Emergency Management Plan Update
That this presentation be received for information by the Board of Directors.
Received
9.7 OCHC-013/16 – Tenant Unit Modification – Implementation Plan
That this presentation be received for information by the Board of Directors.
Received
9.8 OCHC-014/16 – Award of Audit Services for 2016-2018
That the Board of Directors receive this report for information and request confirmation by the City of Ottawa, as Shareholder, at the Annual General Meeting of the appointment of the firm of Ernst and Young as Auditor for the years 2016, 2017 and 2018.
Received
9.9 OCHC-015/16 – After-Hours Maintenance Service Delivery Update
That this presentation be received for information by the Board of Directors.
Received
9.10 OCHC-016/16 – External Award Submissions – Update
That this presentation be received for information by the Board of Directors.
Received
9.11 OCHC-017/16 – 2015 Tenant Forum
That this report be received for information by the Board of Directors.
Received
9.12 OCHC-018/16 – GOVERNANCE EVALUATION
That this report be received for information by the Board of Directors.
Received
9.13 Minutes of the November 30, 2015 Portfolio Management Framework Meeting
That the Board of Directors receive the minutes of the November 30, 2015 Portfolio Management Framework meeting for information.
Received
10. Chief Executive Officer’s Update
Mr. Giguère thanked the City for their continued support, and OCH staff for their hard work that contributed to a successful year.
The 2015 Furnace Replacement Project involved the efforts of over 30 staff members and an excellent Project Manager, Brian Bax. We succeeded in replacing 300 furnaces for a cost of $463,000 and the contractor wrote to OCH management stating that “OCH staff were excellent to deal with, from the shifting set of data and list of furnaces to be replaced, to the technical assistance on the furnace specifications. The tenants and OCH Staff handled this major project with extraordinary aplomb and professionalism.”
The OCH website launch has received very positive feedback, and there has been an increase in the visits to the website as well.
The Portfolio Management Framework that has been launched provides a change to cyclical planning and gives the Corporation a plan for years to come.
Local politicians will be invited to visit the OCH head office, to understand the complexity and the key departments that support our tenants.
Media incidents have increased, providing an opportunity to highlight OCH updates and tenant activities.
The IT and HR departments have made great improvements with new technology, increasing the training and engagement of our staff.
The OCH Foundation will be able to invite 40 tenants to enjoy a dinner sponsored by the Bâton Rouge, and OCH appreciates this gesture of the Ottawa community reaching out to our tenants.
11. Chair’s Update
An open house is planned for the 211 Lees Avenue redevelopment, and tenants will be moving into the units shortly.
12. Enquiries from the Board
There were no enquiries from the Board at this time.
13. Motion to Adjourn
Moved by: Ms. St-Louis
That the Public meeting of the OCH Board of Directors be adjourned.
Carried
The Public meeting was adjourned at 7:40 p.m.
______Corporate Secretary Board Public Action Items, January 14, 2016
That the Board of Directors authorize the The signed engagement letter was sent to Treasurer to execute the Engagement Letter Ernst & Young on January 18, 2016. (Appendix B) that will engage Ernst and Young, as Auditors for the 2015 financial statements Councillor Fleury requested a memo with A memo was submitted to the Board in the extracts from OCH policies which relate to the March 10, 2016 Board package. receiving of gifts by OCH staff. That staff prepare a memo with extracts from OCH policies which relate to the receiving of gifts by OCH staff. Councillor Taylor suggested an option of The Procurement Policy refresh is being adding an auditor’s report note regarding any undertaken this year and the intent is to significant diversion from the exceptional remove the notion of exceptional circumstance clause of OCH’s current circumstances since OCH’s current delegation Procurement Policy. Mr. Giguère confirmed of authority structure allows for continuous staff will follow up on this suggestion. operations. As such, the suggested action and request to the auditors would no longer be applicable. The procurement policy will be discussed at the Finance and Audit Committee.
Councillor Fleury requested that an e-mail be The Board learning sessions are being sent to confirm the February 19, 2016 Board scheduled, and members will be canvassed learning session and that members be shortly. surveyed for their availability for the remaining 2016 Board learning events.
Ms. Ladouceur inquired about the plans to The Tenant newsletter and the new communicate the Tenant Survey results to the Communications Plan will include updates on tenants, and Mr. Giguère confirmed that a the Tenant Survey. communication plan is being developed. This will be discussed at upcoming District Mr. Giguère stated that the communications Based Committee and Tenant Advisory Group plan includes relaying the results of this survey meetings. back to the tenants.
February, 2016
The Vision: A Canadian Housing Bank
Our vision is to create a dedicated lending institution for affordable housing providers across Canada to finance the regeneration and development of their assets. This entity would focus on pooling the financing requirements of a diverse group of borrowers and giving them access to the capital markets efficiently and cost-effectively. Dedicated entirely to the housing sector, it will help providers become more financially self-sufficient, and provide the opportunity for organizations to effectively meet affordable housing demands in their communities.
Addressing A Key Community Need
The need for a dedicated lending institution grows out the current state of the affordable and social housing sector:
Government funding commitments are ending: Over the next 17 years, operating funding from senior levels of government is being phased out. Jurisdictions across Canada need to make major decisions on how to meet the growing need for affordable housing and maintain their aging social housing portfolios.
Current funding model shortfalls: Research indicates that the Canadian housing sector is facing a multi-billion dollar unmet capital funding need. Government subsidies, grants and revenue tools cannot cover these capital requirements.
Providers must unlock and leverage equity in existing assets but lack adequate tools to do so: Due to the fragmented nature of the affordable housing sector, most Canadian housing providers lack the knowledge and scale to carry out complex financial transactions and to bear their costs.
Limited Access to Lenders: Similarly, lenders have been challenged by the complexity of the sector -- different jurisdictions, provider sizes and ownership structures – to offer a large-scale financial solution. Infrastructure-focused pools of capital have been difficult to access because they are geared toward sophisticated borrowers with large-scale infrastructure investments. A dedicated lending institution that understands the sector’s need will provide a bridge between community based-housing providers and the capital markets.
Sector Self-Sufficiency: A dedicated lending institution will support providers in developing credit-worthy business cases that result in sustainable housing portfolios going forward. Proven Models
The Housing Financing Corporation (THFC) is a dedicated UK financial intermediary for the social housing sector that borrows from banks, the capital markets and the European Investment Bank and reloans to UK housing associations. THFC provides these associations cost-effective, reliable access to capital markets. It also allows investors to lend to the sector while diversifying their risks across underlying housing associations. Since inception in 1987, THFC has raised over £3.3B and maintained an A+ credit rating from S&P.
The First Nations Finance Authority (FNFA) is a voluntary not-for-profit organization whose purposes are to provide low-cost loans, investment options, and capital planning advice to First Nation governments. FNFA incorporates many of the features currently envisioned for the Housing Bank: aggregation of borrowing requirements, direct access to capital market funding, limited government “first loss” credit support, helping to ensure that borrowers operate with the needed level of commercial discipline, intimate knowledge of stakeholder groups and sensitivity to commercial and cultural imperatives.
Current Status
In recent years, larger housing organizations in Canada have made some early steps in exploring the marketplace. Toronto Community Housing has directly accessed the bond market to finance regeneration projects. BC Housing has an established finance model in which it serves as a National Housing Act insured lender, offering both construction financing and CMHC insured financing. However, the sector is now at a stage where it recognizes that combining its efforts makes the most sense. In the past two years, Housing Partnership Canada (HPC), with support from BC Housing and Housing Services Corporation, has surveyed financing tools and models. In July 2015, HPC engaged Morrison Park Advisors, a trusted investment banking firm, to perform a detailed feasibility study to assess and analyze the need, shape and scope of a Canadian Housing Bank.
The study is being funded by 17 federal, provincial, local and sector organizations. The study is expected to be complete in March 2016. Financing for the first projects could occur as early as late 2016 or early 2017.
Private Capital for the Social and Affordable Housing Sector in Canada
For many years, infrastructure assets such as power generation facilities and transmission systems, toll roads and bridges, hospitals, courthouses, ports and long term care facilities, have been highly sought after investments by debt investors such as pension plans, mutual funds and life insurance companies. For owners of infrastructure assets (i.e. the borrowers) this means that as long as they deliver expected returns on invested capital, they should have ready access to relatively low cost capital with which to maintain and grow their asset base. In the context of limited government funding, this source of capital has become very important.
The social and affordable housing sector in Canada is comprised of a number of high-quality housing providers whose assets could form another class of infrastructure asset that attracts investment capital from the private capital markets. The private capital markets could be an efficient source to supply the capital funding need of Canada’s social and affordable housing sector.
There is a large unmet need for capital from social and affordable housing providers across the country but most do not have the experience or expertise to access the capital markets on their own. There is also demand for creditworthy infrastructure investments from debt investors in Canada, but most do not have experience or expertise to understand the needs of social and affordable housing providers. The Canadian Housing Bank will have experience and expertise in both housing and the capital markets and therefore can play a natural and much needed role as the bridge between housing providers and debt investors.
The following is a preliminary indication of housing providers that have expressed interest in being initial borrowers of the Canadian Housing Bank:
Accessible Housing, AB CRHC, AB Ottawa, ON Sudbury, ON BC Housing HFHSA, AB OAHS, ON Thunder Bay, ON CHC, AB Horizon, AB Peel, ON Toronto, ON CHF, AB London, ON Sakaw Terrace, AB Windsor, ON Cochrane, ON M’akola, BC The SEED, AB Manitoba Housing, MB Silvera, AB
Notably, just these initial providers combine to create an external funding requirement of over $1 billion comprising dozens of projects and over 7,500 units of both new and regenerated social and affordable housing. Getting it Done: Three Key Ingredients
To attract private investment capital to the Canadian social and affordable housing sector, the Canadian Housing Bank, its participating housing providers, and their housing assets must be considered creditworthy by the investment community. Generally speaking, a creditworthy investment is one that would earn an “investment grade” credit rating from a reputable credit rating agency. We believe that three ingredients are necessary for the Canadian social and affordable housing sector to earn an investment grade credit rating.
First, it will depend on having a large, diverse portfolio of high-quality housing assets or housing development projects which generate a stable, reliable cash flow stream that is sufficient to cover the cost of operation and debt service payments.
Second, borrowers will need to create sound business plans and demonstrate ongoing commercial discipline. The bank would be responsible for requiring and monitoring this discipline.
Third, some level of government support will be required, at least initially. This support could come in different forms, but is expected to take the form of a limited “first loss” investment note that would serve as an initial buffer against credit risks, which is a key feature of the First Nations Finance Authority. Properly structured, this type of credit support can provide an attractive investment return to government and have minimal budget impact. How it Will Work
The Canadian Housing Bank will aggregate the borrowing needs of participating housing providers across Canada and seek to fund those needs through the Canadian debt capital market. The diagram below shows the anticipated flow of funds and support between the various stakeholders.
Debt Investors Debt Investors Debt Investors Debt Investors
Return on Capital and Capital Return of Capital
Investment Grade Canadian Housing Bank Government Credit Rating Canadian Housing Bank Support
Return on Capital and Capital Return of Capital
Housing Housing Housing Housing Providers Providers Providers Providers
Benefits
There are a number of benefits that would accrue to the various stakeholders of the Canadian Housing Bank. Housing providers would be able to achieve their important objectives through a new source of capital that is customized for their needs; debt investors would get access to a new Canadian infrastructure asset class that can provide attractive financial returns and compelling social returns; government would receive tangible, meaningful results in the regeneration of existing social and affordable housing and the development of badly needed new housing for struggling Canadians; and the Canadian Housing Bank would serve as a leader in the housing community and a powerful example of accessing private capital in order to meet a public need. Lead Organizations:
Housing Partnership Canada (HPC) is a BC Housing develops, manages and Housing Services Corporation (HSC) peer-based network and business cooperative administers a wide range of subsidized works with Ontario’s 1,400+ social for CEOs from Canada’s major affordable housing options across the province of housing providers and 47 municipal housing organizations. Its members represent British Columbia. It partners with public service managers to manage their organizations whose stock represents more than and private housing providers, other building portfolios more effectively. half of Canada’s social housing assets. HPC is a levels of government and community HSC helps protect Ontario’s $40 billion member of the International Housing agencies to create the best system of housing asset with services that help Partnership (IHP), which brings together housing and supports for those in improve building efficiency and reduce housing CEOs from the United Kingdom, the greatest need. utility costs; protect them from liability United States, Australia and Canada. and support effective risk management and maximize capital dollars via effective asset and data management. More information:
Shayne Ramsay Howie Wong CEO, BC Housing; and CEO, Housing Service Corporation Chair, Housing Partnership Canada [email protected] [email protected] 416.594.9325 x.252 HPC Member Organizations:
Memorandum / Note de service
TO/ À : Board of Directors FROM/DE : Stéphane Giguère
DATE : March 10, 2016 SUBJECT/SUJET : Policy and practices related to the acceptance of gifts by employees
In response to a Board inquiry on January 14, 2016 with respect to the Policy and practices related to the acceptance of gifts by employees, the following response has been prepared. It provides a summary and extracts of OCH’s policies and practices, which provide guidance and direction to staff and suppliers, on the matter of giving and accepting gifts.
The current and refreshed Conflict of Interest Policy was approved by the Board in November, 2015. It provides the policy direction for both Board Directors and employees to recognize and report potential, perceived or real conflicts of interest. A conflict of interest is defined as:
Any situation where an Employee, Board Director, or Committee Member’s personal interests could influence his or her ability to make decisions with integrity, impartiality and in the best interests of OCH. Conflict of Interest includes a real Conflict of Interest, which exists at the present time, a perceived Conflict of Interest, which could appear by an outside observer to exist, whether or not it is the case, and a potential Conflict of Interest, which could reasonably be expected to occur in the future.
The procedures regarding Conflict of Interests provide additional direction to staff via a guide and procedures, which include language such as:
Part I: EXAMPLES OF CONFLICTS OF INTEREST The following examples are intended to illustrate the principles underlying this policy.
Employees who have questions about how the Conflict of Interest policy applies to a particular situation or activity should contact their manager or human resources. § A personal gain, benefit, advantage or privilege is directly or indirectly given to an employee or a person related to an employee as a result of a decision made by OCH.
§ Ownership or any financial interest by an employee, or a family member, in any outside enterprise that seeks to do or does business with OCH. Supplying goods and services to OCH through a business activity controlled by the employee or an immediate family member.
§ Engaging during working hours in non-OCH activities on behalf of individuals, associations or other companies, with or without remuneration that interferes with or impacts the employee's services with OCH.
e Policy and practices related to the acceptance of gifts by employees
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§ Taking part in activities or businesses outside of work that may be contrary to the interests of OCH or negatively impact the public perception of OCH.
Accepting or soliciting gifts from applicants, tenants or business partners (including contractors, vendors) that have a significant value (e.g. tickets to sporting or cultural events, money, items of value). Gifts that are of minimal value (e.g. low-cost promotional objects, baked goods) are acceptable as long as they are infrequent and do not have an actual or potential influence on the employee’s objectivity in completing work duties. The receipt of all gifts must be disclosed to the employee’s immediate supervisor.
PART II: IDENTIFYING AND MANAGING CONFLICTS OF INTEREST
Every situation that represents a potential conflict of interest requires an appropriate course of action. When in doubt, employees must seek guidance from their Manager who will, if necessary, seek direction and guidance from Senior Management or Human Resources. Actions to identify and manage a conflict of interest situation include:
§ Declare the conflict of interest situation and ensure ongoing transparency and disclosure
§ Declare any conflict of interest through family, friends or business partners
§ Do not participate in the discussion and/or decision-making process related to the conflict of interest situation
§ Refrain from engaging in an outside activity while at work
§ Request a transfer to a different work location or assignment to avoid the conflict of interest
§ Request a leave of absence without pay before commencing candidacy activities if planning to run for federal, provincial or municipal office
§ Disclose the receipt of all gifts to your immediate supervisor
The objective of the policy is to help Employees and Board Directors recognize, disclose and mitigate Conflicts of Interest. This obligation is reinforced through a Conflict of Interest provision in the employee Code of Conduct document signed by all employees.
There is awareness and recognition among employees at OCH that higher value and non- perishable gifts are not to be accepted. Employees are reminded from time to time, especially in advance of the holidays, that they must not accept gifts and how to manage a situation should a gift arrive at the office.
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Additionally, OCH prohibits vendors/contractors from giving gifts to OCH employees. The Terms and Conditions used and provided to suppliers (contractors) of OCH, include provisions on Undue Influence and Conflict of Interest, stating:
s. 8.8 UNDUE INFLUENCE: OCH employees may not accept gifts, entertainment, or other gratuity from the Vendor or any Affiliate.
The Vendor warrants to OCH that neither it nor any of its Affiliates have or will:
a) provide, attempt or offer a bribe, gift, gratuity or commission to any employee or agent of OCH;
b) solicit, accept or attempt to accept any bribe, gift, gratuity or commission; or
c) include, directly or indirectly, the amount of any bribe, gift, gratuity or commission in the price of any invoice.
Ongoing training and contractual sign-offs about the Conflict of Interest policy with OCH staff, the Board of Directors, the Committee members and the suppliers, are an integral part of OCH best practices to ensure awareness and compliance for the Corporation.
Ottawa Community Housing Corporation Tenant Advisory Group Meeting DRAFT Minutes
39 Auriga Drive Date: November 17, 2015 Ottawa, Ontario Meeting Start Time: 5:30 p.m.
TAG Members: Ms. Carole Ladouceur, Ms. Sandra Pilote, Mr. Ron McCooeye Mr. Patrick Cassidy, Mr. Paul-Émile Fortin, Ms. Debra Barr, Ms. Joy Tomkinson, Ms. Natalie Lafleur
OCH Staff: Mr. Brian Gilligan, Executive Director, Community Development Ms. Francine Vachon, Manager-East, Community Development Ms. Matilda Selormey, Admin. Assistant, Community Development
Guests: Mr. Chris Shute, DBC Vice-Chair (South), Ms. Donna Gray, DBC Vice-Chair (Central), Mr. Danny Roberge, DBC Vice-Chair (East), Ms. Penny Knox, DBC Vice Chair (West)
AGENDA 1. Opening and Welcome 2. Review and Approval of Agenda 3. Review and Approval of Minutes of September 8th, 2015 4. Welcome and Briefing of the new Tenant Advisory Group and DBC Vice-Chairs Staff: Brian Gilligan · Process to confirm the Tenant Advisory Group membership · Process to elect the tenant advisory Group Chair · Orientation on the tenant Advisory group and DBC Vice-Chairs · Signing of the Confidentiality and Code of Conduct documents 5. Review of the Board Package for November 19th 6. TAG Team Tasks for 2016 · Tenant Retreat · Ron Larkin Scholarship (1) · Community Capital Fund (2-3) · Tenant volunteer Appreciation Award (2) · Tenant Forum (2) · Other 7. What Do We Want To Do Together? Group Discussion 8. Information and Planning Items · Agenda for Winter DBC · Agenda for January 12th Meeting 9. Next Meeting: January 12th, 2016
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1. Opening and Welcome
Ms. Ladouceur, Chair of the Tenant Advisory Group welcomed the members and guests. The meeting was attended by four newly nominated TAG Members-at-Large, and the four DBC Vice-Chairs.
2. Review and Approval of Agenda
Moved by: Ron McCooeye Seconded by: Patrick Cassidy
That the agenda of the November 17, 2015 Tenant Advisory Group meeting be approved with the following additions under Item 7: Information and Planning Items:
· No Smoking Policy · TA Funding · Employee Recognition Award
Carried, as amended
3. Review and Approval of Minutes of September 8th, 2015
Moved by: Paul-Émile Fortin Seconded by: Patrick Cassidy
That the Minutes of the September 8, 2015 Tenant Advisory Group meeting be approved.
Carried
4. Welcome and Briefing of the new Tenant Advisory Group & DBC Vice-Chairs Staff: Brian Gilligan
Process to confirm the Tenant Advisory Group membership
A report will be presented to the Board on December 19th at the OCH Board meeting that the Board of Directors approve the appointment of the four nominated Tenant Advisory Group (TAG) Members-at-Large for a two year term.
Process to elect the Tenant Advisory Group Chair
At a planned December TAG meeting, the group will elect the Chair of the Tenant Advisory Group for the next 2 years. The Chair will then be nominated by the Board of Directors for appointment by the Shareholder to the OCH Board of Directors as a tenant Board member for a term of two years.
Orientation on the Tenant Advisory Group and DBC Vice-Chairs
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Mr. Gilligan gave a presentation on the structure of TAG, its mandate, and explained the purpose and responsibilities of the Tenant Advisory Group. A copy of the TAG Terms of Reference governing TAG and DBC was distributed.
Signing of the Confidentiality and Code of Conduct documents
All Tenant Advisory Group members including DBC Chairs and Vice-Chairs signed the “TAG Confidentiality Agreement” and “TAG Expectations and Statement of Commitment document, indicating that they understand their role and responsibilities on issues of confidentiality and conflicts of interest.
5. Review of the Board Package for November 19th Staff Presentation:
A review of the Board package for November 19th Board meeting was discussed and an update was given on the Tenant Guide report.
6. TAG Team Tasks for 2016 TAG members were asked to volunteer in various selection and planning committees that will require their participation in 2016. TAG members will be represented in the following committees listed below. Mr. Gilligan will send an email to the group about the various tasks and what is involved. o Tenant Retreat o Ron Larkin Scholarship o Community Capital Fund o Tenant Volunteer Appreciation Award o Tenant Forum
Mr. Gilligan distributed a draft 2016 Schedule for various committee meetings; the DBCs, Community Capital Fund, etc. It was noted that the time and location for some of the meetings will be determined later. Several comments were received and TAG asked for improvements in organizing the agenda at the District Based Committee meetings. The topics on DBCs agenda will continue to be reviewed. This will require further discussion. Mr. McCooeye expressed concerns that the DBCs be more tenant-led as opposed to staff oriented.
7. What Do We Want To Do Together? Group Discussion
The group will have further discussion in what areas the Tenant Advisory Group would like to focus on for the next two years at the January TAG meeting.
8. Information and Planning Items
· Agenda for Winter DBC
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The issues regarding the agenda for the Winter DBC is discussed under item 6. Mr. McCooeye was asked to propose something different for the March DBC.
· Agenda for January 12th Meeting
At the January TAG meeting, the group will discuss what areas that the Tenant Advisory Group would like to focus on and accomplish together in the coming years. Parking issues will also be addressed.
· No Smoking Policy
Mr. McCooeye requested that staff make a presentation on the OCH No-Smoking Policy at the Tenant Advisory Group meeting in January.
· TA Funding
There was a brief discussion on the TA Funding which will continue. A completed TA Funding policy will be brought forward to TAG.
· Employee Recognition Award
The Employee Recognition Award was briefly discussed and noted that several applications were received.
There were other matters of an ongoing nature that were briefly discussed (e.g. Youth Forum, Changes in System on Repairs at OCH. These topics will be continued to be reviewed.
9. Next Meeting: January 12th, 2016
The next TAG meeting is scheduled for Tuesday, January 12, 2016 at 5:30 p.m. in the Boardroom at 39 Auriga Drive.
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FINAL OCHC-025/16
AMENDMENTS TO OCH BY-LAW
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Kelly Hastings Program and Policy Officer, Organizational Effectiveness
PURPOSE: Approval of By-law 9 proposed review FOR APPROVAL
STRATEGIC Foster an organizational culture of leadership, accountability and OBJECTIVE: continuous improvements
NEXT STEPS: Review By-law 9
1. CONTEXT
§ Regular By-law reviews support effective governance § The By-law has been subject to minor amendments since it was created in 2002 § The most recent By-law update was completed in May 2014 § In November 2015, the Board of Directors requested minor amendments to the By-law to adjust the term length options for Committee Members § There are several additional requirements from the Enhanced Governance review completed in 2014 that call for a broader review of the By-law, such as:
– Term lengths, including maximums for committee members – Meeting attendance requirements for Board and Committee members – Elaboration on in camera meetings – Quorum as it relates to ex- officio members – The role of standing and ad hoc committees – The roles of Chair and Vice Chair and Executive Members of the Board – Location of Board meetings
- 1 - FINAL OCHC-025/16
2. KEY APPROVAL ELEMENTS
§ Conduct a full review of By-law 9 § Engage an external governance expert to assist in the review
3. CONSULTATION
§ Initial consultation was completed in 2014 through the Enhanced Governance review including with senior management team, Ontario Non- Profit Housing Association (ONPHA) and desktop research in best practices
§ This report was approved by the Board Governance Committee on February 11, 2016.
§ Further consultation planned as part of the review includes: – External subject matter expertise – OCH senior management – Board Committees
§ This report was approved by the Corporate Affairs Committee on February 25, 2016.
4. KEY IMPACTS, BENEFITS & RISKS
§ Revised By-law will:
– Reflect and support the enhanced governance model – Ensure ongoing compliance with current legal obligations and best practices – Provide greater clarity on key governance matters and/or processes
5. FINANCIAL IMPACT
In accordance with the approved 2016 budget, $25,000 is planned to engage external subject matter experts in the review and revision of the By-law.
- 2 - FINAL OCHC-025/16
6. SUCCESS MEASURES
§ Enhanced governance resulting from greater clarity, improved processes and adoption of best practices § Approval and adherence to the revised By-law no later than December 2016 and in place for Q1-2017
7. NEXT STEPS
§ Gain Shareholder approval of new By-law in Q1-2017
8. RECOMMENDATION (S)
§ That the Board of Directors approve the By-law Review as outlined in this report.
- 3 - FINAL
2016 CORPORATE COMMUNICATIONS STRATEGY AND PLANS
TO: BOARD OF DIRECTORS
MEETING DATE: February 25, 2016
FROM: Melany Chretien Manager, Corporate Communications
PURPOSE: Endorsement of OCH’s Corporate Communications Strategy FOR APPROVAL supporting the new Strategic Plan 2016-2025
STRATEGIC Nurture healthy, safe and inclusive communities, OBJECTIVE: foster an organizational culture of leadership, accountability and continuous improvement
NEXT STEPS: Endorse the 2016 Corporate Communications Strategy and Plans
1. EXECUTIVE SUMMARY
. OCH's Corporate Communications Division falls under the Organizational Effectiveness Department. It supports the entire Corporation and works towards aligning communications with the strategic objectives. . The Corporate Communication strategic goals are: − Increase public awareness and positive public perception of OCH as a leader in delivering social and affordable housing − Improve efficiency and consistency in the delivery of OCH internal and external communications . The strategy guides the Corporate Communication’s workplan (scorecard) in order to best determine priorities; and provide consistency in communicating with our diverse audiences; and measure success of our initiatives.
- 1 - FINAL
2. CONTEXT
. The Division also provides support and services to all departments of the Corporation. Its services include media relations, managing the corporate identity, branding, key internal and external communications and strategies. . Areas of focus: − Internal and External communications • Traditional and Digital marketing – including survey, Annual Report, Tenant , employee, and Board of Directors newsletters, OCH Calendar, posters, brochures, information sheets, promotional flyers, PowerPoint presentations, signage, infographics, banners, branding, Website, intranet, social media platforms, e-marketing, video etc. • Media and Public Relations – includes distribution of press releases, media advisory, backgrounders, Q&As, press conferences, events, monitoring, managing and measuring, writing, etc. . The Division provides a wide range of services that are chosen strategically and adapted according to OCH’s different key audiences: − Tenants − Stakeholders – City of Ottawa Mayor and Councillors − OCH Staff (existing and future),the Board of Directors and members of the Committees − Community and Service Partners − Service Providers and Vendors − Media and City of Ottawa residents . All services under the division are delivered by a team of three resources including the Manager and supported by external specialists, such as graphic designers, where required. . The Corporate Communications Annual Plan (Appendix B) provides an outline of the corporate communication activities for 2016. The Digital Marketing Plan (Appendix C) provides an outline of the Digital communication activities for 2016. Both plans aim to support and achieve the two strategic goals outlined in the Corporate Communication Strategy (Appendix A).
3. KEY APPROVAL ELEMENTS
. Endorse the 2016 Corporate Communications Strategy per Appendix A
4. CONSULTATION . The Corporate Communication strategy and Digital Plan are guided by the detailed communication plans as well as the Digital Advisory Group.
- 2 - FINAL
5. KEY IMPACTS, BENEFITS & RISKS
. The Corporate Communications Strategy and related initiatives reflect and support the newly released 10-year Strategic Plan and goals of: − Nurture healthy, safe and inclusive communities − Deliver quality services to every tenant, every home − Innovate to meet housing and financial needs − Foster an organisational culture of leadership, accountability and continuous improvement . Corporate Communications, via different areas of focus, play a significant role in leading and supporting the strategy. . The Corporate Communications Division is both proactive and reactive. Due to the responsive nature and the often unforeseen need to redirect resources because of emerging issues, constant review and reassessment of the Division’s priorities are necessary. Through this process, and arising issues, it is understood that tasks identified in the 2016 Corporate Communications Annual Plan can be deferred.
6. FINANCIAL IMPACT
. Cost implications arising from the implementation of the 2016 Corporate Communications Plan have been identified in the 2016 Organizational Effectiveness budget.
7. NEXT STEPS
. To gain approval of the Corporate Communications Strategy by the Board of Directors. . To implement the communication strategy and associated plan.
8. RECOMMENDATION (S)
. That the Board of Directors approve this report.
APPENDICES
A. CORPORATE COMMUNICATION STRATEGY (PPT) B. CORPORATE COMMUNICATIONS ANNUAL PLAN – WORKING DOCUMENT C. DIGITAL MARKETING PLAN – WORKING DOCUMENT
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OCH’S CORPORATE COMMUNICATIONS STRATEGY
APPENDIX A 1. EXECUTIVE SUMMARY
. OCH's Corporate Communications Division falls under the Organizational Effectiveness Department. It supports the Corporation in its entirety, and works towards aligning communications with the strategic objectives.
. The Corporate Communication strategic goals are: – Increase public awareness and positive public perception of OCH as a Leader in delivering social and affordable housing. – Improve efficiency and consistency in the delivery of OCH internal and external communications.
. The strategy guides the Corporate Communication’s work plan (scorecard) in order to best determine priorities; provide consistency in communicating with our diverse audiences; and measure success of our initiatives.
- 2 - COMMUNICATION STRATEGY: GOAL 1 . Increase public awareness and positive public perception of OCH as a leader in delivering social and affordable housing.
KEY STRATEGIES . Increase reach through the optimization of external and internal communications opportunities and channels . Establish new and nurture existing relationships with sector partners through increased collaboration and engagement . Greater promotion of OCH as a leader in delivering quality, safe and affordable housing . Develop proactive marketing and public relations outreach campaigns with a focus on Tenant Ambassador Program to promote tenant success stories and enhance OCH corporate spokesperson team
- 3 - COMMUNICATION STRATEGY: GOAL 2 . Improve efficiency and consistency in the delivery of OCH internal and external communications.
KEY STRATEGIES
. Improve access to communication materials and templates through a renewed platform . Research and integrate new technologies to expand our reach to our various audiences . Improve understanding and adapt our tools to the needs of our various audiences; tenants, stakeholders, community and service partners, service providers and staff to optimize outcomes
- 4 - SUCCESS MEASURES
. The success of the strategy will be measured by:
– an increase in overall positive sentiment through assessment of media monitoring – benchmarking against similar industry leaders – partner, tenant and staff surveys
- 5 - HIGHLIGHTS OF COMMUNICATION ACTIVITIES . develop and provide expertise and guidance to OCH Corporate Spokesperson Team . explore and increase opportunities to promote OCH corporate initiatives . develop opportunities to promote tenant-focused stories and successes via the OCH Tenants Ambassador Program . explore and integrate effective and efficient use of technologies to expand our reach including increased accessibility to multi-lingual material . renew and improve the OCH intranet . develop and implement Digital Strategy to enhance OCH’s digital presence . increase engagement and participation to sector partners initiatives . provide guidance and communication support to every departments . manage the corporate identity and brand . pursue brand awareness opportunities
- 6 - QUESTIONS 2016 Annual Corporate Communication Plan Dates subject to change
Ottawa Community Housing - 2016 CORPORATE COMMUNICATIONS ANNUAL PLAN (LIVE DOCUMENT) Column Last updated: 09/02/2016 MC 1 TOTAL initiatives Asset Asset Management Community Development z ational Organi Effectiveness Tenant Services OCH Foundation
Tools Comms Plan - S drive Main folder Notes Audience
Event (media, community, etc.) 15 18 10 2 Media release 16 8 7 3 Media advisory 10 17 2 Media Cue Sheet (OE) 18 7 7 10 Media kits 0 Quotes 17 18 9 7
Media Relations TBD
76 68 35 22 201 OCH Community Profile 24 5 0 2
Backgrounder/info sheet 14 20 9 7
Q&As 12 8 7 7
Speaking notes 11 20 7 4 Posters 3 10 5 10 Annual Report 9 3 6 5 Infographics 9 4 14 Advertising (print or web) 0 4 Video production 7 5 6 5 TV displays in TSCs 3 12 4 10 Swags/gifts/ giveaways 0 BOD + Councillor Newsletter 1X/ Quarter BOD + Counc 15 13 16 5
Communications tools (backgrounder, speaking notes…) TBD 107 91 68 69 335 Tenant Calendar 1X/year Tenants 4 3 4 Spring, Summer, Tenant Newsletter 23 19 8 18 Fall, Winter Tenants Tenant Guide 5 1 2 4 Notices 7 Brochures 3 3 9 Tenant Communications tools (newsletter, calendar) TBD 42 20 17 35 114 Employee Newsletter On the 1X/ month 48 29 27 Go! Staff OCH Corporate Calendar Staff 24 Script – Call center Photography 23 7 Internal Communication 95 76 34 28 TBD 233
Twitter X X X X
You Tube Channel X X X X LinkedIn X X X X
Flicker X X X
Website (spec. page or news section - Status update X X X X
Digital platforms (social Media Website) 100+ 100+ 75+ 75+ TBD 350+ External w/out partners External w/ Partners Internal Plaque Signage 7 7 Reports 0 Meetings (tenants, staff, governance) 0 Measurement OCH Digital Marketing Plan
Appendix C to 2016 OCH Communications Strategy HIGHLIGHTS Context The Digital Plan is in place to support the Corporate Communications Strategic Goals: – Increase public awareness and positive public perception of OCH as a leader in delivering social and affordable housing – Improve efficiency and consistency in the delivery of OCH internal and external communications . Digital Plan Drivers – To research and gain a better understanding about how social media and web platforms impact the way we communicate and become more proactive in our messaging and in the prevention of false information (e.g. community safety, other emerging issues) – To improve business intelligence surrounding social media and web platforms, gain better insight into our processes, and identify any room for improvement to maximize OCH visibility (e.g. understanding our audiences and what tools they are using, content needs, escalations, etc.) . Success Measure Audit – Refer to each individual platform for more details - 2 - OVERVIEW
CURRENT FUTURE 2016 AND FORWARD Internal External Website www.och-lco.ca Internal Multi-phase approach: Social Media Comms Sign-up mailing list Twitter, NorthGate Integration Intranet LinkedIn, YouTube, Better mechanism for recruitment E-newsletter Flickr Integration of engagement platforms (MailChimp) (tenants, vendors)
Social Media Website www.och-lco.ca Assess new platforms: WordPress Facebook, Google+, (launched December 2015) Periscope, Instagram, etc.
Mobile Explore technology OCH App (2018)
- 3 - SOCIAL MEDIA TWITTER – ACTIVE
What is Twitter? Key Metrics . A microblogging (140 characters . Followers or less) social media platform. . Mentions . Piloted from July 2014 to January 2015. Twitter . Retweets/ + Reach . Introduced formally in January 2015. @OCH_LCO . Replies Reach . Linked to website. . . Over 500+ followers. Impressions and engagement rate . @StephaneOCH_LCO has 330+ followers SHORT TERM OBJECTIVES . Top-rated content • Share timely and relevant information with . Social Capital - influence of audience, e.g. promote upcoming events. Twitter followers . • Brand messaging and promotions (capital Conduct a digital presence audit . works updates). Identify level of discussion around various initiatives/brand • Emphasize corporate social responsibility; promote other causes. Audience • Share a mix of relevant links, engaging • Stakeholders content, videos, and polls. • Media • Engage with influencers. • Tenants • Language: Bilingual. • Partners and vendors • Post frequency : 3-5 days per week • Staff
- 4 - SOCIAL MEDIA : FLICKR - ACTIVE
What is Flickr? Key Metrics . A photo-sharing and online . Views OCH’s hosting service. It supports . Favorites engaged community and initiatives . Shares Flickr by sharing photos. The platform . has been integrated to OCH new Google Analytics Website, and it also stands alone. . Website Analytics . OCH’s account was set up in 2011. . It currently holds 3,077 pictures.
SHORT TERM OBJECTIVES • Assess and validate platform. • Share photos. Audience • Promote volunteer events, initiatives, capital works progress. • Tenants • Brand messaging and promotion. • Partners and vendors • Optimize sharing of the platform using internal • Staff and external communication vehicles. • Stakeholders • Post frequency: When events occur/TBD. • Media
- 5 - SOCIAL MEDIA : YOUTUBE – ACTIVE
What is YouTube? Key Metrics . A video-sharing website. . Views . It allows users to upload, view, rate, share . Favorites and comment on videos. . Shares YouTube . OCH uses YouTube to post videos . Google Analytics produced in house - available for public or . Website Analytics private viewing. . OCH’s account was set up in 2014. . It currently has 6 videos available publicly seen over 758 times. SHORT TERM OBJECTIVES • Assess and validate platform to maximize use. • Consider increasing # of posts on OCH volunteer events, initiatives such Ambassador Program, capital Audience works progress, event videos with key brand • Tenants messaging and promotion opportunities. • Partners and vendors • Optimize sharing of the platform using internal and • Staff external communication vehicles, e.g. website. • Stakeholders • Post frequency: When events occur/TBD. • Media
- 6 - SOCIAL MEDIA: LINKEDIN - ACTIVE
What is LinkedIn? . A social networking site designed specifically for the Key Metrics business community. . Connections/Followers . It allows registered members to establish and . Comments on posts document networks of people they know and trust LinkedIn professionally. . Shares . Currently used to post job opportunities only. . Likes . Account currently holds 1,362 connections. . Analytics . Survey – Poll SHORT TERM OBJECTIVES • Assess and integrate platform in 2016 Corp. Communications. • Share timely and relevant information with audience, brand messaging and promotion (HR Focus, job postings, industry news, nominations, corporate volunteer events, and updates) Audience with an emphasis on corporate social responsibility. • Primary: Prospects • Share a mix of relevant links, engaging content, videos, and • Secondary: polls, link to website. Partners, Staff • Engage with industry influencers. • Language: Bilingual (based on capacity). • Post frequency: To be defined in the content scheduler.
- 7 - SOCIAL MEDIA: FACEBOOK – POSSIBLE 2016 INTEGRATION
What is Facebook? Key Metrics . A popular free social networking website that . Page/post Likes allows registered users to create profiles, . Posts/Shares pages, upload photos and video, send . Comments Facebook messages and keep in touch with people. . Analytics . Perceived as a strong engagement platform. . OCH has created its FB page in 2012. . The account is currently dormant but has 82 “page likes” recorded. SHORT TERM OBJECTIVES • Assess and integrate platform in 2016 Corporate Communications. Audience • Share timely and relevant information with audience, e.g. promote upcoming events, brand messaging and • Primary: Tenants, promotion, capital works updates, link to website. Volunteers • Share a mix of relevant links, engaging content, • Secondary: videos, and polls. Stakeholders, Media, • Build engagement via volunteer program. Partners, Staff • Language: Bilingual (capacity). • Post frequency: TBD based on content calendar.
- 8 - DIGITAL PLATFORM: WEBSITE
OCH launched its new site in December 2015 www.och-lco.ca . Redesigned with responsive/mobile design in mind. WWW.OCH-LCO.CA . Increased focus on tenants (as opposed to a corporate look). . Updated the community profile plugin developed with Google Maps Key Metrics integration to replace decommissioned EZ Realty plugin. . Page/post Likes . Integrated Google Analytics to provide improved measurement and reporting. . Posts/Shares . Integrated Google Translate to enable access to content in multiple . Comments languages to reflect the needs of the audience. . Analytics . Accessibility compliance WCAG 2.0. . Survey
SHORT TERM OBJECTIVES . Assess and consider integration of tenant discussion forum capability or other online platform for community networking and information sharing; moderation plan and champions to follow. Audience . Continue thorough review, update and promotion of the site. • Tenants . Integrate multi-phase approach to integrate new technologies and widgets to support the Corporate Communication strategic goals; • Partners and vendors Sign-up mailing list, tenant forum, calendar, NorthGate integration. • Staff . Research and/or develop a better mechanism/tool for recruitment. • Stakeholders . Integrate engagement platforms (tenants, vendors). • Media
- 9 - GOING FORWARD: OUR DIGITAL APPROACH
. Manage current and explore existing and new social media platforms. . Use new technology or tools aimed at supporting the 2016 Corporate Communications goals. . Redevelop the Intranet 2016-2017 (OurOCH).
- 10 - FINAL OCHC-027/16
MORTGAGE RENEWAL 39 AURIGA (HEAD OFFICE)
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Nathalie Fauvel, VP, Finance and Chief Financial Officer
PURPOSE: Mortgage Renewal for 39 Auriga with current lender FOR APPROVAL
STRATEGIC Innovate to Meet Housing and Financial Needs OBJECTIVE: Foster an Organizational Culture of Leadership, Accountability and Continuous Improvement
NEXT STEPS: Proceed with mortgage renewal for up to a 5 year term with Current Lender
1. CONTEXT
OCH acquired 39 Auriga Drive in May of 2005 to house corporate operations such as Asset Management at a total cost of $3.4 million ($2.0 million purchase plus $1.4 million in retrofits).
A mortgage of $1.9 million was negotiated with the current lender (Bank of Montreal (BMO) in 2006, for a 10-year term at 4.91%. The mortgage value represented 65% of the appraised value.
The mortgage is set to mature on May 1, 2016. The balance of the loan at maturity is estimated at $1.362 million with a remaining amortization period of 15 years. The current monthly payment for the loan is $10,679.52.
OCH is seeking to renew the mortgage for 39 Auriga for a term up to 5 years with the current lender (BMO).
- 1 - FINAL OCHC-027/16
2. KEY APPROVAL ELEMENTS
The approval of the recommendation at this juncture will allow OCH management to proceed with the timely renewal of the mortgage and avoid any related costs associated with late submission for approval from the Committee and the Board.
3. CONSULTATION
Due to the financial implications associated with this report, discussion on this issue has been limited to senior staff of OCH.
The report was received by the Finance and Audit Committee on February 23, 2016.
4. KEY IMPACTS, BENEFITS & RISKS
A short-term renewal of the mortgage is the best option for this property, allowing OCH to investigate potential for the property. As such, a short-term renewal is appropriate at this time and will reduce any costs associated with prepayment penalties should the property be identified for early sale.
5. FINANCIAL IMPACT
OCH believes that a short-term renewal of the mortgage is the most appropriate option for this property. It is anticipated that at the time of renewal, the interest rate will be lower than the current rate of 4.91%, which will result in lower monthly payments. In addition, OCH does not believe that tendering the mortgage renewal would lead to more favourable terms from other lenders, given that the term would be up to 5 years. Proceeding as recommended would save OCH on the costs associated with discharge and renewal with a new lender that are estimated at between $3,000 and $5,000.
6. SUCCESS MEASURES
The renewal of the mortgage for 39 Auriga on term up to 5 years allows management to look at potential for the site and to assess whether the property still fits the requirements for a Head Office location. The renewal term allows for sufficient time to assess the long-term viability of the property, and avoids any costs associated with prepayment penalties should the property be identified for disposition.
- 2 - FINAL OCHC-027/16
7. NEXT STEPS
Proceed on renewal up to 5 Years with current lender.
8. RECOMMENDATION (S)
That the Board of Directors authorize OCH management to renew the mortgage for 39 Auriga Drive with the current lender up to 5 years.
- 3 - FINAL OCHC-028/16
2016 DIVESTITURE STRATEGY
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Cliff Youdale VP, Asset Management PURPOSE: To discuss the 2016 Divestiture Strategy with the Board of Directors FOR DISCUSSION STRATEGIC Innovate to meet housing and financial needs OBJECTIVE: NEXT STEPS: Hire Manager of Realty Initiatives, create process for bulk approval, identify additional divestiture candidates, develop relocation plans 1. EXECUTIVE SUMMARY
§ As part of OCH’s portfolio management framework, there is a need to commit to a strategy and more Substantial approach to divestiture
§ Since 2012, divestiture has been limited to scattered units, at vacancy, which has totaled 3 to 4 units per year
§ The process for obtaining Ministerial approvals must be done for each and every unit. The process and is cumbersome and subject to delays at various stages along the process without adding any value for the parties.
2. 2016 - 2017 OBJECTIVES
§ As per the November 30, 2016 Board direction, further evaluate and bring forward specific recommendations relating to divestiture
§ Increase divestiture rate to minimum 20 units in 2016 to meet the 150 units going forward
§ Obtain bulk Ministerial approval for scattered units already approved by OCH Board
§ Streamline approval process for individual units while pursuing bulk approval
§ Dedicate staff to divestiture process
§ Develop and implement tenant relocation strategy 3. NEXT STEPS
§ Hire a Manager of Realty Initiatives who will lead divestiture activities
§ Work with the City and the Ministry on a process for bulk approval
§ Perform an analysis of our stock to identify 50 additional divestiture candidates
§ Work with Tenant Services to develop a tenant specific plan for relocations
4. CONSULTATION
§ The portfolio management framework has been reviewed by the Committees and the Board
§ The Tenant Experience Advisory Group(s) will be formed and consulted on the tenant relocation strategy
§ Both the City of Ottawa and Ministry of Housing staff have been consulted and are supporting efforts for bulk approval on divestitures
§ This report and its appendices were received by the Portfolio Management Committee at its March 3, 2016 meeting
5. FINANCIAL IMPACT
§ The divestiture strategy will be a revenue generating exercise
§ It is anticipated that divestiture will generate $4 to $5 million in net revenue over the next 12 months
§ Expenses endured by each sale, including repairs, legal, engineering and real estate fees, will total approximately 7 to 10% of the price of each home sale
§ 50% of one staff person (Manager Realty Initiatives) will be dedicated to divestiture activities
6. KEY IMPACTS, BENEFITS AND RISKS
§ The divestiture strategy is an essential part of an overall strategy in managing the portfolio, as it not only provides a revenue stream for development but also introduces opportunities to better align OCH’s portfolio to its strategic goals and tenant needs
§ The most significant impact will be tenant disruption when relocations are required which is driving the efforts around a comprehensive and inclusive tenant experience strategy
§ Scaling the divestiture rate will be one of the largest challenges. Ensuring that the appropriate units are identified, all approvals are obtained and tenant concerns are properly addressed will provide challenges
6. CONCLUSION
§ Divestiture will be an on going business line for OCH over the next few years
§ Unit identification and approval processes will be one of the key areas of focus in 2016 to ensure future divestiture targets are met
§ Dedicated resource(s) will be allocated in 2016 to facilitate the timely delivery of the program
§ Tenant Experience will be a key focus in the strategy and a dedicated working group will be tasked with this activity
§ OCH is targeting 20 scattered units sales in 2016 with a net revenue of $4 to 5 million, of which proceeds will be allocated to the Community Reinvestment Fund to build new housing units
7. RECOMMENDATION (S)
§ That this presentation be received for discussion by the Board of Directors. QUESTIONS APPENDICES
A. OCH Property Sales and Disposals List
A. APPENDIX
FINAL OCHC-029/16
2014 RECONCILIATION FOR PROGRAMS UNDER OPERATING AGREEMENT
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Ven Giannantonio, Director, Finance
PURPOSE: To Inform the Board on 2014 Financial Reconciliation with the FOR INFORMATION Service Manager
STRATEGIC To Foster a Culture of Leadership, Accountability and Continuous OBJECTIVE: Improvement
NEXT STEPS: OCH to finalize reconciliation with Service Manager
1. EXECUTIVE SUMMARY
On December 18, 2015, OCH received correspondence from the Service Manager with respect to the 2014 year-end subsidy reconciliation (Appendix A). The correspondence was addressed to the Board of Directors and signed by the Senior Program Coordinator of the Housing Branch.
The correspondence acknowledged the $503,790 identified by OCH as payable to the Service Manager at the end of 2014. The Service Manager has also identified the financial settlement as interim; to allow OCH to review the 2014 AIR (Annual Information Return) submission as OCH had identified variances from the original reporting.
OCH met with the Service Manager on February 8, 2016 and reviewed the findings (Appendix B) of the analysis and discussed a resolution.
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FINAL OCHC-029/16
2. CONTEXT
OCH implemented a major upgrade to its financial system in 2014, which led to significant changes in reporting of financial and statistical information.
A key change included the tracking of all tenant information in the housing system (Northgate), including information on unit tracking by program for both vacant and occupied units.
In a subsequent review of the submitted 2014 AIR, OCH management revealed that the operating subsidy in two of the three programs under the Operating Agreement was understated in the AIR submission.
The analysis resulted in a receivable from the City of Ottawa of $219,305, rather than a payable to the City of Ottawa of $503,790.
3. CONSULTATION
The Director of Finance had an initial review with the Service Manager on the 2014 AIR reconciliation. At that time, it was identified that the original 2014 AIR may have understated the 2014 OCH subsidy entitlement.
The analysis and findings have been reviewed by the CFO, CEO, and the Housing Branch.
The report was received by the Finance and Audit Committee on February 23, 2016.
4. KEY IMPACTS, BENEFITS & RISKS
The review of the original reconciliation of the 2014 AIR has provided improved reporting on the market and Rent Geared to Income (RGI) tenant profile and the presentation for rent revenue and operating subsidy for programs under the Operating Agreement. This will provide for better comparisons when reviewing year over year results, and more accurate information on OCH financial activity for programs under the Operating Agreement.
5. FINANCIAL IMPACT
The revised 2014 AIR will result in a payment of $723,095. The payment corrects the $503,790 that was booked as a payable to the Service Manager
- 2 -
FINAL OCHC-029/16 and adds a payment of $219,305 that reflects the correct subsidy receivable that should have been recognized in 2014.
6. CONCLUSION
OCH has discussed the variance with the Service Manager who has agreed in principle to a correction to the prior year subsidy. The variance will be reflected in the 2015 AIR as a prior year adjustment, and will be reconciled and verified as part of the 2015 subsidy settlement.
7. RECOMMENDATION (S)
That the Board of Directors receive the 2014 Interim Financial Settlement letter from the Service Manager and the presentation to the Service Manager dated February 8, 2016.
APPENDICES
A. APPENDIX SERVICE MANAGER LETTER – INTERIM FINANCIAL SETTLEMENT – DECEMBER 31, 2014
B. APPENDIX PRESENTATION TO SERVICE MANAGER – PRELIMINARY REVIEW OF 2014 INTERIM FINANCIAL SETTLEMENT
- 3 -
Preliminary Review of 2014 Interim Financial Settlement
Presentation to Service Manager February 8, 2016 Background § OCH implemented a major upgrade to financial system in 2014, which led to significant improvements in its reporting of financial and statistical information § Key changes included tracking of all tenant information in NORTHGATE system which provided tracking by program for both vacant and occupied units § Original AIR identified a subsidy over-payment of $503,790 which became payable to Service Manager at end of 2014 and was recovered by SM in December 2015 § OCH’s subsequent review and analysis of the 2014 AIR revealed that the operating subsidy in two of the three programs under Operating Agreement were understated in OCH’s original submission § The application of these corrections would lead to a receivable from the City of Ottawa of $219,305 as at the end of 2014, rather than a payable of $503,790
2 Variances from 2014 Settlement § Misallocation of RGI and Market housing units § Restatement of RGI rent revenue in PR and Public program § Revenue from third party housing providers that manage OCH units in the PR program should have been allocated as RGI revenue but was instead allocated as non-rental revenue § This impact reduced RGI subsidy in PR program by close to $20,000 § Estimate for market vacancy loss included for Rent Potential Impacts § Adjustment for market vacancy loss now corrects $1.0M shortfall in rent potential – rent potential exceeded by $763,000
3 Impacts on Subsidy and Rent Potential by Program Public MNP PR Total
2014 SM Subsidy - flowed 40,338,016 5,522,362 23,675,217 69,535,595 Original Claimed Subsidy (AIR) 39,140,502 5,886,875 24,004,428 69,031,805 Variance - Original Payable to SM/(repayable to OCH) 1,197,514 -364,513 -329,211 503,790 Revised Subsidy 39,757,954 6,011,848 23,985,098 69,754,900 Variance - Revised Payable to SM/(repayable to OCH) 580,062 -489,486 -309,881 -219,305 Payable to OCH 617,452 124,973 -19,330 723,095 RENT POTENTIAL IMPACTS Original Mkt Rev (No Vacancy loss) 4,691,678 2,975,996 2,136,546 9,804,220 Original RGI Revenue 32,972,569 2,146,094 6,575,888 41,694,551 RGI Subsidy 53,667,141 5,817,053 18,087,211 77,571,405 Total 91,331,388 10,939,143 26,799,645 129,070,176 Rent Potential 92,509,188 11,009,796 26,789,748 130,308,732 Variance - (Shortfall)/Excess -1,177,800 -70,653 9,897 -1,238,556 Original RGI Count 8,099 751 2,483 11,333
Revised Mkt Rent (with est for vacancy) 5,031,803 3,172,014 2,088,275 10,292,092 Revised RGI Revenue 33,420,400 2,146,094 6,918,815 42,485,309 Revised RGI Subsidy 54,284,593 5,942,026 18,067,881 78,294,500 Total 92,736,796 11,260,134 27,074,971 131,071,901 Rent Potential 92,509,188 11,009,796 26,789,748 130,308,732 Variance - (Shortfall)/Excess 227,608 250,338 285,223 763,169 Revised RGI Count 8,169 762 2,517 11,448
4 Non-Rentable Units – Public Program § 56 units currently identified as non-rentable to tenants § These units (except for those identified for disposition) were known to be non-rentable at time Operating Agreement was formalized § In prior years these non-rentable units were included in RGI subsidy calculation § In 2014 these units were removed from subsidy calculation and captured as part of market vacancy loss § They account for $693,000 of the $787,956 in market vacancy § Large number of these units are for Community Houses/Resource Centres that provide services to tenants and broader community § Community Houses/Resource Centres account for close to 60% ($412,700) of the $693,000 of lost revenue in 2014 § Units converted to office space or workshops account for 21% ($148,300) of the $693,000 in lost revenue for 2014 § Consideration should be given to include a form of subsidy for these units, as valuable services are provided not only to OCH tenants, but also the broader community
5 Proposed Steps for Resolution
§ Re-submission of signed AIR could cost between $3,000 to $5,000 § Identified variance of $723,095 within the materiality threshold of $2.0 million § OCH proposes submitting AIR pages impacted by changes § Amended pages of AIR provided to the OCH external auditors (E & Y), and Board of Directors for information § Service Manager to consider reimbursement of $723,095 to OCH
6 FINAL OCHC-030/16
GREEN FIELD UPDATE
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Cliff Youdale V P, Asset Management PURPOSE: To provide information to the Board of Directors on the Green Field FOR INFORMATION Strategy STRATEGIC Innovate to meet housing and financial needs OBJECTIVE: NEXT STEPS: Review land, evaluate partnerships, develop shovel ready strategy
1. EXECUTIVE SUMMARY
§ As part of OCHs portfolio management strategy, there is a need to commit to develop a comprehensive set of tools which will include new construction on land not currently owned by OCH (Green Field)
§ OCH’s activities to date have been focused on in-fill and redevelopment
§ Green field development provides some advantages over redevelopment such as: – Mitigate tenant relocation challenges associated with redevelopment – Add units without loss of existing units – Ability to geographical change the distribution of OCH’s portfolio
2. 2016 OBJECTIVES
§ Evaluate opportunities for land acquisition
§ Evaluate private partnership opportunities for new development
§ Develop business case/pro-forma for new development
§ Ensure one-time funding readiness
§ Obtain Board/Committee Direction on future vision for portfolio (e.g. location, type, mix)
§ Present possible land acquisition/options as required to meet Portfolio Management Framework (PMF) objectives
§ Obtain Board/Committee direction on green field builds as a portion of overall PMF activity
3. NEXT STEPS
§ Undertake a review of land availability and pricing
§ Evaluate private sector interest in new development partnerships
§ Engage Boards/Committees on findings and recommendations related to green field development(s)
§ Develop strategy for having “shovel ready” projects at OCH’s disposal to respond to any funding should it become available for new developments/construction
§ Bring forward specific acquisition/optioning opportunities supported by business cases as they arise
4. CONSULTATION
§ The portfolio management framework has been reviewed by the Committees and the Board
§ City staff in Planning, Housing and Real Estate have been engaged to provide insight and feedback on how to align OCH’s green field strategy with City plans
§ Outreach to the broader public sector (e.g. developers, real estate firms, planners) is underway to gauge the opportunities and interest
§ The Portfolio Management Framework - Tenant Experience Advisory Group(s) will be engaged through the process
§ This report was received by the Portfolio Management Committee at its March 3, 2016 meeting
5. FINANCIAL IMPACT
§ A budget of $20,000 has been identified for consulting services associated with identifying and assessing green field land acquisitions/option
§ There are no specific funds allocated for land acquisition in 2016 6. KEY IMPACTS, BENEFITS AND RISKS
§ Reduces tenant impact vs redevelopment
§ The green field strategy is an essential part of an overall portfolio management strategy as it provides an opportunity to modify the service area for OCH
§ Green field construction provides a very different business model than redevelopment and may be better suited to some scenarios
§ Infrastructure funding will likely come with reasonably short time frames for response and completion which are better suited to new construction than redevelopment
6. KEY IMPACTS, BENEFITS AND RISKS (CONTINUED)
§ With a softening condominium market, there will likely be increasing opportunities for value based land acquisitions
§ A Green field strategy will help off-set the risk associated with redevelopment strategy that is reliant on a strong private sector housing demand
6. CONCLUSION
§ Green field initiatives should form a part of a balanced portfolio management strategy
§ 2016 Green field efforts will be focussed on market assessment and internal capacity development
§ Strategies will need to be developed to be able to respond to any infrastructure funding requests
§ Board/Committee direction on future portfolio vision will be an important part of aligning the green field strategy with OCH’s anticipated objectives 7. RECOMMENDATION(S)
§ That this presentation be received for information by the Board of Directors. QUESTIONS FINAL OCH-031-16
FINANCIAL ACCOUNTABILITY AND PERFORMANCE MONITORING – DECEMBER 31, 2015
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Ven Giannantonio, Director of Finance
PURPOSE: Financial Reporting to December 31, 2015 FOR INFORMATION
STRATEGIC Foster a Culture of Leadership, Accountability and Continuous OBJECTIVE: Improvement
NEXT STEPS: Report on March 31, 2016
1. EXECUTIVE SUMMARY
§ As at December 31, 2015, total spending across all funds stood at 93 % or $158.8 million, $11.3 million below budget. This is primarily due to capital projects that have been identified as carry forward projects for 2016, as they will not be completed in 2015.
§ Total revenue sources at December 31, 2015 stood at 101% or $137.7 million, $1.27 million above budget. This primarily due to the award resulting from the Argos Carpets settlement. The award was allocated to the Community Reinvestment Fund as other revenue.
§ The overall OCH fund balance at December 31, 2015 is $36.1 million versus a budgeted $25.5 million. This variance is due primarily to the carry forward of some capital projects into 2016, additional proceeds from mortgage financing at Carsons Road, City funding for the Van Lang Fieldhouse and proceeds from the Argos case settlement.
FINAL OCH-031-16
2. CONTEXT
The 2015 budget was prepared in accordance with the following fund categories:
§ An Operating Fund that records sources and uses of funds related to day-to- day operations and includes tenant rent and operating expenses such as utilities and debt servicing.
§ A Capital Fund that supports work that is not part of normal day-to-day maintenance; it is durable and includes the replacement of significant building components or an improvement that increases the useful life of the asset. The fund can also cover the acquisition of office furniture and equipment including information management and technology. The fund also covers salary expenses related to such capital work.
§ A Green Fund that supports specific operational or capital initiatives which increase the environmental sustainability of OCH. Contributions to the fund may include energy grants which do not form part of the Capital Reserves; net savings generated from sustainability projects; and a proportion of new income generated from sustainability projects.
§ The Community Reinvestment Fund (CRF) is a discretionary reserve that exists to support major development and redevelopment initiatives.
§ The Vehicle Fund supports the acquisition of new vehicles.
§ The Invested in Capital Assets Fund concerns acquisitions within the Equity program and reflects the depreciation of the assets.
In prior years, OCH presented reports across three distinct funds: Operating, Capital and Development, with activity against these funds tracked and reported separately. Changes to the financial system, account structure and reporting have now enabled OCH to report on a consolidated picture of financial estimates and activity by account across funding envelopes.
Appendix A (Ottawa Community Housing – December 31, 2015 Financial Position by Fund) shows the annual budget and actual activity to December 31, 2015 for the identified funds with the unaudited year-end status.
Appendix B (Ottawa Community Housing – December 31, 2015 Financial Position Dashboard) shows the summaries of total OCH sources and uses of funds. Expenses and revenue summaries are presented with the following information: · Total 2015 expenses with comparison to the budget FINAL OCH-031-16
· Mix by major categories · Departmental performances
3. CONSULTATION
The financial accountability and performance monitoring report is reviewed with the Finance and Audit Committee and provided to the Board of Directors as an information report on a quarterly basis.
The CEO, Vice-Presidents and Directors of OCH access and review their financial reports on an ongoing basis.
The report was received by the Finance and Audit Committee on February 23, 2016.
4. KEY IMPACTS, BENEFITS & RISKS
The quarterly presentation of the sources and uses of funds capture important drivers and assists the Committee and Board of Directors in assessing performance against approved budgets.
Budget monitoring allows for early identification of potential issues or opportunities which inform and allow for more effective decision making and optimal use of funds to benefit the organization and ultimately tenants.
5. FINANCIAL IMPACT
At December 31, 2015, total spending across all funds stood at $158.8 million or 93% of budget.
Operating Fund Expenses § Building Operations which are funded by the Operating Fund stood at $22 million ($2.6 million over budget), which was driven primarily by additional spending requirements for building systems. § Staffing costs at year-end align with the budget. § Utility costs are below budget by $528,000. § Debt servicing costs; administration and other costs are in line with expectations.
Capital Reserves § Spending from Capital Reserves stood at $40.9 million on a budget of $52.7 million. The underspend is primarily related to capital projects begun, but only completed in 2016. FINAL OCH-031-16
§ Mortgage financing for 706-710 Carsons Road generated proceeds of $3.0 million rather than a budget estimate of $1 million, due to the impact of the property tax exemption and lower operating costs.
Green Fund (GF) § The total expenses for Green Fund stood at $2.65 million, $152,000 above the budget. These expenses include costs related to the Phase 1 of the Heating Management System program and to the Phase 2 of the Lighting Retrofit program. § Of $1.0 million in grant, $471,000 was received for the Phase 1 LED rebates and the estimated $650,000 that was anticipated in 2015 for the Heating Management System will be received in 2016. § OCH received miscellaneous revenue of $147,000 and the remaining $334,000 was received from the sale of electricity.
Community Reinvestment Fund (CRF) § OCH assumed that seven properties would be sold when the budget was developed. At December 31, 2015, two properties were sold with a net contribution of $662,000 to the CRF. § The Michelle Heights development is estimated to cost $1.5 million. At the time the 2015 budget was developed, City funding for the development was estimated at $650,000 as grant that would be received in 2015. Since then, City funding of $650,000 will be fully received in 2016 as a forgivable loan. § The Argos settlement of $1.6 million was contributed to the CRF.
Vehicle Reserve activity is consistent with the budget estimates.
6. CONCLUSION
At the end of 2015 the overall fund balance stood at $36.1 million versus a budgeted fund balance of $25.5 million. The variance is related to: · lower than budgeted spending from the Capital Reserves, CRF and Green Fund · additional proceeds from mortgage financing of $3 million · proceeds from the Argos case of $1.6 million
7. RECOMMENDATION (S)
That the Board of Directors receive this report for information.
FINAL OCH-031-16
APPENDICES
A. OTTAWA COMMUNITY HOUSING – DECEMBER 31, 2015 FINANCIAL POSITION BY FUND B. OTTAWA COMMUNITY HOUSING – DECEMBER 31, 2015 FINANCIAL POSITION DASHBOARDS
FINAL OCH-031-16
APPENDIX A
Ottawa Community Housing Corporation Financial Position by Fund ($'000) Period ended Dec 31, 2015
TOTAL ALL FUNDS OPERATING FUND CAPITAL FUND GREEN FUND COMMUNITY REIN. FUND VEHICLE FUND INVESTED IN CAPITAL Budget YTD % Budget OP YTD % Budget CAP YTD % Budget GF YTD % Budget CRF YTD % Budget VEH YTD % Budget ICA YTD % 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015
USE OF FUNDS Debt Servicing 31,085 31,343 101% 31,085 31,343 101% - - 0% - - 0% - - 0% - - 0% - - 0% Staffing Costs 32,865 32,926 100% 30,164 30,210 100% 2,701 2,638 98% - 79 0% - - 0% - - 0% - - 0% Municipal Taxes - 1,107 0% - 1,107 0% - - 0% - - 0% - - 0% - - 0% - 0% Utilities 23,967 23,439 98% 23,967 23,439 98% - - 0% - - 0% - - 0% - - 0% - - 0% Building Operations 71,775 61,087 85% 19,461 22,051 113% 48,174 36,064 75% 2,500 2,411 96% 1,640 561 34% - - 0% - - 0% Administration & Other 7,963 6,623 83% 6,273 4,159 66% 1,689 2,089 124% - 162 0% - 213 0% - - 0% - - 0% Bad Debt & Collection Costs 712 845 119% 712 845 119% - - 0% - - 0% - - 0% - - 0% - - 0% Vehicle Fleet 1,379 1,163 84% 629 472 75% - - 0% - - 0% - - 0% 750 691 92% - - 0% Tenant and Community Engagement 375 277 74% 275 174 63% 100 103 103% - - 0% - - 0% - - 0% - - 0% TOTAL USE OF FUNDS 170,121 158,811 93% 112,567 113,800 101% 52,664 40,894 78% 2,500 2,652 106% 1,640 775 47% 750 691 92% - - 0%
SOURCE OF FUNDS Service Manager 64,467 65,044 101% 62,817 65,044 104% - 0 0% 1,000 - 0% 650 (0) 0% - - 0% - - 0% Tenant Rent 65,568 65,191 99% 65,568 65,191 99% - - 0% - - 0% - - 0% - - 0% - - 0% Other 6,028 6,983 116% 4,104 4,359 106% 1,674 - 0% 250 940 376% - 1,685 0% - - 0% - - 0% Interest Income 383 493 129% 68 42 315 429 136% - 12 0% - 11 0% - - 0% - - 0% TOTAL SOURCE OF FUNDS 136,445 137,711 101% 132,556 134,635 102% 1,989 429 22% 1,250 952 76% 650 1,695 261% - - 0% - - 0%
BEGINNING FUND BALANCE 49,117 49,117 3,174 3,174 32,560 32,560 883 883 798 798 - - 11,702 11,702 Net of Use & Source of Funds (+/-) (33,676) (21,100) 19,989 20,835 (50,675) (40,465) (1,250) (1,700) (990) 920 (750) (691) - - Reserve Contribution 0 - (19,832) (20,794) 19,832 20,794 ------Proceeds from Property Sales 2,065 662 ------2,065 662 - - - - IO Loan Proceeds 7,100 7,460 - - 7,100 7,460 ------Interfund Transfer 912 - (88) (312) (117) 2,342 367 817 - 80 750 691 - (3,617) Other Contributions ------ENDING FUND BALANCE 25,518 36,139 3,243 2,903 8,700 22,690 0 0 1,873 2,460 (0) (0) 11,702 8,085
FINAL APPENDIX B OCH-031-16
FINAL OCH-031-16 APPENDIX B
FINAL OCHC-032/16
PORTFOLIO MANAGEMENT FRAMEWORK UPDATE
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Cliff Youdale VP, Asset Management
PURPOSE: To update the Board on OCH’s strategies related to active portfolio FOR INFORMATION management.
STRATEGIC Innovate to meet housing and financial needs. OBJECTIVE:
NEXT STEPS: Return to Board and Committees with specific initiatives for information and approval to support the outlined strategies
1. EXECUTIVE SUMMARY
§ With an aging portfolio and limited financial resources, it has become increasingly important for OCH to undertake a more progressive approach to portfolio management from the historical “retain and maintain” approach.
§ A Portfolio Management Framework (PMF) was produced to guide the activities and maximize the use of OCH’s physical and financial resources, and to assist in building the roadmap for the future.
§ The core objective is to implement a portfolio management framework that aligns with OCH’s mandate and optimizes the number of quality affordable homes within the projected financial resources. The approach will be implemented over time.
§ This report provides an overview of several current initiatives in support of this framework.
- 1 - FINAL OCHC-032/16
§ Two key areas were identified as priorities in the framework development process: - decision making tools for property related decisions based on analytics; - tenant strategy that identifies impacts and opportunities as it relates to the tenant experience, early in the process.
§ The attached appendices provide an overview of the Portfolio Management Framework (Appendix A) and the terms of reference for a Tenant Experience Advisory Group(s) (Appendix B).
2. CONTEXT
§ Active portfolio management is a new business approach for OCH. There are a number of initiatives that must be completed in order to move from high level policy to implementation.
§ One of the fundamental first steps was to develop a clear and objective methodology for evaluating OCH’s current housing stock with respect to key parameters.
§ To pursue redevelopment or divestiture opportunities, it is essential that the entire portfolio be reviewed to ensure that optimal candidates are identified for further evaluation.
§ In the spring of 2015, OCH began the development of an extensive database that gathered key asset information for evaluating what properties would provide the best opportunities for redevelopment.
§ The scope of the project was modified to incorporate more comprehensive information to allow properties to be evaluated through a wide range of parameters. This will identify redevelopment opportunities as well as candidates for divestiture, infill and retention.
§ The initiative led to the development of OCH’s Property Evaluation Tool (PET). Through the use of filters, the tool sorts the entire OCH portfolio that can be analyzed against a range of measures to identify properties which are best positioned for divestiture, retention, redevelopment or infill.
§ It has also been recognized that significant, larger scale projects emerging from the Portfolio Management Framework would impact tenants.
- 2 - FINAL OCHC-032/16
§ Active engagement of tenants and the communities is seen as the key to success for redevelopments, particularly where relocation or displacement occurs.
§ While each individual project will have its specific impacts and associated engagement requirements, it has been concluded that there was a need to develop high-level guiding principles applicable across all of OCH’s portfolio management activities.
§ An advisory group will be established to provide support for these guiding principles. A draft terms of reference for a Tenant Experience Advisory Group has been prepared and is included as Appendix B.
3. CONSULTATION
§ The PET that was developed to support the portfolio management framework was presented to the Portfolio Management Committee and a special meeting of the Board of Directors on November 30, 2015.
§ The PMF has been presented to key City of Ottawa staff, the Mayor, Councillors and the Chair of the Community Services and Planning Committee for information and feedback which has been incorporated into the revised document.
§ The draft Terms of Reference for a Tenant Experience Advisory Group has been developed with a membership profile which will draw on a wide range of expertise and perspective.
§ This report was received for information by the Corporate Affairs Committee on February 25, 2016.
4. KEY IMPACTS, BENEFITS & RISKS
§ Active portfolio management is required to ensure that OCH’s limited resources are most effectively deployed and that future housing stock is well-positioned to meet needs.
§ A strong tenant engagement strategy is key to the success of the portfolio management strategy.
- 3 - FINAL OCHC-032/16
§ Both the analytic tools and the tenant experience activities will be important aspects of risk mitigation.
FINANCIAL IMPACT
§ Third party experts and consultants were engaged to support the development of the property evaluation tool at a cost of approximately $80,000. Further financial impacts associated with the implementation of the Portfolio Management Framework will be assessed and determined on a per-project basis.
5. CONCLUSION
§ Active portfolio management is a significant but necessary change in OCH’s operation.
§ Analytical tools for evaluating the properties’ relative performance are the cornerstone of effective portfolio management.
§ Establishing guiding principles for the tenant experience at the outset of development of the strategy is a key element of a successful delivery.
6. RECOMMENDATION (S)
§ That this presentation be received by Board of Directors for information.
APPENDICES
A. PORTFOLIO MANAGEMENT B. DRAFT TERMS OF REFERENCE, TENANT EXPERIENCE ADVISORY GROUP(S)
- 4 - Appendix A: Portfolio Management 1. THE PROPOSED OUTCOME
To implement a Portfolio Management Framework (retention, divesture, acquisition and development) that aligns with OCH’s mandate and optimizes the number of quality affordable homes within the projected financial resources.
- 2 - 2. CHALLENGE
§ OCH housing stock – Average age 45 years + – entering into the 2nd half of its life cycle § OCH Asset Management approach was – primarily limited to the “retain and repair” approach – limited pursuit of acquisition and divestiture § Increasing gap between capital funding and capital needs will lead to decreased number of units due to a growing deferred maintenance backlog (if status quo is maintained) § A more progressive approach to Portfolio Management is required to maximize use of OCH physical and financial resources § Acquiring the tools needed for evaluating portfolio management decisions
- 3 - 3. TOOLS FOR PORTFOLIO MANAGEMENT: ANALYTICS
§ OCH has created a comprehensive analytical tool to evaluate OCH’s properties on real property options (e.g. suitability for divestiture, redevelopment, infill)
§ Provides the opportunity for OCH to assess the properties, and identify and categorize the properties for portfolio management purposes
§ Provides an objective assessment of opportunities using a host of data points such as: - Zoning - Bedroom Count - Density - Building Condition - MPAC - Operating Costs - Heritage - Deferred Maintenance - Land Value - Future Capital Needs - Height - Facility Condition Index - 4 - 4. PORTFOLIO MANAGEMENT STRATEGY REQUIRED
§ Objectives – Portfolio aligned with long-term housing objectives – Capital and operating expenditures aligned with revenues – Optimized to provide maximum social benefit
§ Key Components to Developing Strategy: – Understanding current and future capital requirements – Comprehensive understanding of long-term financial requirements – Clearly defined future vision for portfolio – Analysis of individual properties to assess alignment with vision – Analysis of communities to assess individual long-term strategy (retention, divestiture etc.) – Alignment of strategy with financial resources – Action plan for implementation
- 5 -
5. TRANSITIONING THE PORTFOLIO VISION
Historical Progressive Future Approach Approach Vision
Retain Retain Divest & Develop Maintain Acquire
Static Dynamic Aligned
- 6 - 6. THE FUNDING FOR PORTFOLIO MANAGEMENT
§ Stream 1: Funding Renewal – Steady state funding – Predictable cash flow – Limited ability to scale quickly – Requires movement of tenants
§ Stream 2: Externally Funded Portfolio Management (e.g. grants, bonds) – Grant funding, when available, provides economic leverage to develop new units more viably – Debt financing (bonds, debentures) provides opportunity to leverage operating proceeds – Ability to larger scale development in short periods of time – Limited long-term borrowing capacity
- 7 - 7. THE STREAM 1 TARGET: FUNDING RENEWAL
§ To develop and implement a plan that produces an average Annual Portfolio Transition for the first three years of: – A target (dollar value) in divestiture per year – A target (dollar value) in new development per year
§ Initially, divestiture focus will be on single family homes and non-performing assets
- 8 - 8. THE STREAM 2 TARGET: ONE TIME CAPITAL
§ Pursue both capital grant dollars and bond/debenture funding: – Grant funding is currently not predictable – OCH will be preparing shovel-ready packages to respond in a timely manner to all suitable grant opportunities – Based on past history, grant funded builds will account for less than 25% of portfolio management activities over the next three years – OCH is currently assessing its debt funding capability – Debt financing capability will be driven in part by development projects – Capital financing will be a key element in launching any larger scale redevelopment opportunities
- 9 -
9. THE LONGER TERM NUMBERS
§ Initial focus on divestiture would focus on single family homes with relatively high values (2x) compared to the average stock value § It is projected that there are 400-500 units within the portfolio which have a market value higher than their replacement costs § After approximately 3-4 years of divestiture/construction of 150 units per annum, the threshold would be reached where units could not be replaced on a 1:1 basis with solely the yields from divestiture § Debt financing, bond issuances, partnerships, grant funding will be key to extending the ability of replacing units at 1:1 or greater § Capital repair liabilities for some properties will drive divestment decisions where lower than 1:1 ratios would be warranted
- 10 - 10. IMPACT OF PORTFOLIO MANAGEMENT
§ There will be long-term positive impacts on financial forecasts with a focus on divestiture of high-value properties not aligned with vision, and buildings that have above average levels of capital needs § Divesting high-capital needs buildings will reduce long-term capital repair liabilities § Identifying buildings well in advance of their divestiture/redevelopment phase will allow for more strategic capital repair planning
- 11 - 11. THE IMPLEMENTATION PLAN
§ Align with the shareholder vision for affordable housing
§ Prepare business cases for communities qualified for divestiture and redevelopment
§ Initiate a Tenant Experience Advisory Committee (including internal and external key stakeholders) to develop a tenant communication strategy to support implementation and mitigate tenant impact
§ Secure financial resources
§ Roll out communication strategy
§ Implement annual portfolio management plans
- 12 -
Appendix B
Portfolio Management Framework – Tenant Experience Advisory Group Terms of Reference
“Working towards new homes and better communities”
“Because everyone deserves a home”
Background & Context
Established in 2002, OCH owns, operates and maintains nearly 15,000 affordable and subsidized residential units in communities across Ottawa. These communities are part of Ottawa neighborhoods. With an aging portfolio (45 years old on average), an overall portfolio management strategy has been adopted that will guide priorities and decision making for the Corporation.
The following key strategies outlined in the OCH Strategic Plan 2016-2025 support the portfolio management strategy:
Goal: Innovate to meet housing and financial needs
Strategies: a) Manage housing stock through strategic acquisition, disposition and redevelopment b) Leverage funding, financing and partnership opportunities
The Portfolio Management Framework
A more progressive approach to portfolio management from the historical “retain and maintain” approach is in place to maximize the use of OCH physical and financial resources and to assist in building the roadmap for the future.
Board approval to implement the strategy includes retention, divestiture, acquisition and development. The core objective is to ensure that the maximum number of safe and healthy homes within the portfolio are aligned with OCH’s mandate and projected financial resources. It is a phased approach that will be implemented over time.
Other objectives of the portfolio management strategy include:
1. Proactive and planned portfolio management will ensure affordable housing is maintained in good condition for the long term 2. Capital and operating expenditures aligned with revenues 3. Portfolio optimized to provide maximum social benefit
At this stage, there is a need to establish a framework with principles that will guide tenant and community engagement.
Active engagement of tenants and the community is seen as a key to success for redevelopments particularly where relocation or displacement occurs (CMHC case study research of redevelopment and regeneration of social housing in Canada)
- 1 -
Purpose of the Advisory Group
To provide advice and a broad perspective in relation to the portfolio management framework (PMF) specific to tenant and community impact and engagement.
Mandate / Scope
Phase 1:
The experience and lessons learned by organizations that have done redevelopment, renewal, or regeneration initiatives will be available to the group:
To develop principles that will guide portfolio management initiatives as it relates to the impact on tenants
To define success measures for portfolio management initiatives as it relates to the tenant experience
To provide input on future needs, trends, housing forms, services and density considerations
To identify membership profile that may be necessary once site locations / communities have been identified; and or subgroups
Phase 2:
To ensure that the interests of impacted stakeholders are considered first and foremost in any Portfolio Management Framework-related decisions (tenants, partners, neighbours)
To provide advice and input on a framework for a tenant / community communication and engagement strategy that is appropriate and tailored to the initiative (scalable & flexible)
To provide advice and validate tools being proposed to monitor success measures and tenant experience / satisfaction during regeneration and redevelopment initiatives
It is understood that this Committee will not:
· Be directly involved in implementation plans · Make decisions related to site identification for redevelopment, renewal, divestiture, etc. · Make decisions related to funding or financial matters
Reporting to
Senior Executive Team (SET) who will act as the Steering Committee
Sponsor
Stéphane Giguere, CEO
Membership
Advisory group members will be made up primarily of individuals external to OCH with skill sets depending on the phase and need. These may range from communication, to redevelopment, to community engagement.
- 2 -
Membership will be reviewed and confirmed by the Corporate Affairs Committee.
The group mayconsist of 6-8 members in addition to OCH staff. Additional members or guests may be asked to participate dependent on the subject matter being discussed.
Duration of the Advisory Group
An advisory group will operate for a period of up to two years commencing in April 2016. Following this period, the group will assess the need for its continuation
Meetings
Meeting shall occur on an as-required basis, with a minimum of 2 annual depending on the phase. Focus groups and other forms of engagement may also be held to achieve the intended purpose.
OCH Staff Support Team
VP, Tenant Services, VP, Organizational Effectiveness, VP Community Development, VP Asset Management, East & Central Tenant Service Centre Directors.
Support to the Committee will be provided by Lynne Williams, Tenant Services Coordinator and Laurene Wagner.
Advisory Group Fundamentals
Members are encouraged to discuss and share information on overlapping issues and work towards consensus where possible.
Members may be required to sign confidentiality / non-disclosure agreements.
Minutes of meetings identifying key decisions and action items will be maintained and made available to all members in a timely fashion.
Regular updates and reports will be submitted to SET and Corporate Affairs / Portfolio Management Committee(s) as appropriate.
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FINAL OCHC-033/16
DECLARATION ON STATUTORY REMITTANCES
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Nathalie Fauvel VP, Finance and Chief Financial Officer
PURPOSE: Update the Board of Directors on Statutory Remittances FOR INFORMATION
STRATEGIC Foster an Organizational Culture of Leadership, Accountability and OBJECTIVE: Continuous Improvement
NEXT STEPS: OCH to Report Quarterly on Statutory Remittances
1. EXECUTIVE SUMMARY
To mitigate the personal liability for unpaid employee wages, vacation pay and source deductions (such as income tax), and other taxes, OCH issues a quarterly certificate signed by the Chief Financial Officer verifying that OCH has met all statutory remittance obligations.
The certificate attached to this report covers the period September 30, 2015 to December 31, 2015.
2. CONTEXT
With statutory liability from several separate pieces of legislation in Canada and Ontario, as well as civil liability, Directors and Officers face the potential threat of personal liability.
While there is no substitute for the proper exercise of good business judgment, there are structural and procedural steps that can be taken by Boards of Directors and corporations to minimize and appropriately manage actual and potential liabilities of Directors and Officers.
- 1 -
FINAL OCHC-033/16
As Directors can be held personally liable for unpaid employee wages, vacation pay and source deductions (such as income tax), corporations should ensure proper systems are in place for the payment of wages and statutory remittances and for reporting that remittances are paid in full.
3. CONSULTATION
This report and the Certification on Remittances have been discussed and supported by the CEO and the CFO.
The report was received by the Finance and Audit Committee on February 23, 2016.
4. KEY IMPACTS, BENEFITS & RISKS
The quarterly certification will mitigate Directors and Officers liability with respect to statutory remittances.
5. FINANCIAL IMPACT
There are no direct financial implications associated with this report.
6. CONCLUSION
The quarterly sign off by the Chief Financial Officer on statutory remittances will enhance Board oversight and will mitigate potential liability for non-compliance on statutory reporting for both Directors and Officers of OCH.
7. RECOMMENDATION (S)
That this report be received by the Board of Directors for information.
APPENDICES
A. APPENDIX
§ Statutory Remittance Certificate – September 30, 2015 to December 31, 2015
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FINAL OCHC-034/16
CARLINGTON COMMUNITY HEALTH HUB
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Barron Meyerhoffer Director, Planning and Engineering
PURPOSE: To update the Board of Directors on the Carlington Community FOR INFORMATION Health Hub (CCHH) project
STRATEGIC Innovate to meet housing and financial needs OBJECTIVE:
NEXT STEPS: Complete design and legal agreements
1. EXECUTIVE SUMMARY
§ In 2011, Ottawa Community Housing (OCH) entered into an Memorandum of Understanding with Carlington Community Health Centre (CCHC) to evaluate the possibility of building seniors units above a new medical clinic § The Ministry of Health approved CCHC funding to construct the new medical clinic § The provincial government and the City of Ottawa support this health hub initiative § OCH can leverage a partnership with CCHC to build 42 new units for seniors at a cost of approximately $8 million § OCH was successful in securing an Investment in Affordable Housing (IAH) grant of $4.6 million for this project
NEW SINCE LAST COMMITTEE MEETING:
§ Design well underway § Site plan application was submitted in early February § Legal agreements well underway § Construction Manager has been engaged for the project § Zoning amendment approved by City FINAL OCHC-034/16
2. CONTEXT
§ Design work to support the base building and residential portion of the Carlington Community Health Hub is expected to be completed by May 2016 and site plan approval received by July 2016 § CCHC design of the clinic space will continue as a separate activity into the fall of 2016 § Construction is expected to commence in 2016 and take 14 months § OCH is investigating the viability of a Passive House standard for the building and also looking at the Well Building Standard § CCHC has engaged a Health Hub specialist consultant to support the joint project § The hearing for the required zoning amendment will take place in mid-February, with no concerns identified
3. CONSULTATION
§ All activities to date were conducted in consultation with CCHC, OCH Board Committees and the Board § Extensive consultation with the City, both the Planning Branch and Housing Branch, are ongoing and will continue through the project § Two community consultation sessions have taken place with general support for the project § A stakeholder engagement regarding the design of the facility is being planned in the near future § This report was received by the Portfolio Management Committee at its March 3, 2016 meeting
4. KEY IMPACTS, BENEFITS & RISKS
§ The health hub model, locating senior residential units over a health clinic, has strong support from senior levels of government and is expected to serve as a model for future development § CCHC has already been approved for construction funding for the clinic and owns the property on which the Carlington Community Health Hub will be located § The key risk is that OCH has to move forward with the design without CCHC having final Ministry sign off on the clinic footprint § Pursuing this project enables OCH to rejuvenate its portfolio § Estimated construction start date of July 16
FINAL OCHC-034/16
5. FINANCIAL IMPACT
§ Total cost of construction of the residential units and shared base building costs have been estimated at $7,800,000 - $8,100,000 § OCH funding will include a mortgage, estimated at $2.5 million, and a capital contribution from the Community Reinvestment Fund of $1.0 million. Grant funding by the City of Ottawa in the amount of $4.6 million, has been secured § An independent third party cost consultant will be engaged for the construction of the facility § A cost sharing agreement on both operating and capital expenses will be negotiated with CCHC
6. CONCLUSION
§ There is widespread interest in this health hub model, and a joint presentation to the Association of Ontario Health Centres is planned for June 2016 § 42 new residential units will be created for seniors § The Carlington Community Health Hub will serve as a model for future developments, and demonstrate OCH’s leadership in the areas of construction and innovation
7. RECOMMENDATION (S)
§ That this presentation be received for information by the Board of Directors.
FINAL OCHC-035/16
RESOURCE STRATEGY TO SUPPORT THE PORTFOLIO MANAGEMENT FRAMEWORK
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Cliff Youdale V P, Asset Management PURPOSE: To discuss thee Resource Strategy with the Board of Directors FOR DISCUSSION STRATEGIC Innovate to meet housing and financial needs OBJECTIVE: NEXT STEPS: Assemble project specific team, identify staffing needs, prepare for procurement 1. CONTEXT
§ Portfolio Management (PM) is an increasing priority for OCH
§ Pursuing PM related activities requires a wide range of expertise that historically did not reside within OCH (e.g. property evaluations, land use planning etc.)
§ Many of the PM activities require brief but intense levels of effort (e.g. proposals, building designs, new builds)
§ Developing a resource strategy to facilitate the timing and efficient delivery of PM services will be essential
2. CONSULTATION
§ To assess the optimal delivery model, both private and public sector models were evaluated through individual consultation
§ Input from OCH’s Human Resources department was obtained
§ Sector Subject Matter Experts (SME’s) were consulted based on availability and provided input on the proposed model
§ This report was received by the Portfolio Management Committee at its March 3, 2016 meeting 3. PROPOSED RESOURCE MODEL
§ Develop an in-house staff capability to manage steady state PM activities as well as project management skill sets to coordinate many external resources
§ Develop a comprehensive set of procurement vehicles to facilitate the timely retention and team of external SME’s (planning, architectural, engineering, etc…) in alignment with OCH’s procurement policy
§ Annually review in-house ratio and consider adding internal resources when supported by a sustained need
4. INTERNAL STAFFING
§ Currently, the following staff have and/or will support the PMF: – Vice President of Asset Management – Director of Development – Development Officer – Architectural Officer – Maintenance Worker 2 – Manager, Real Estate Initiatives – Administrative Support Note: non are fully dedicated 100% to PMF. Two positions are dedicated at 50%.
§ Assemble project specific teams to respond to non-steady state deliverables (new builds, feasibility assessments etc.)
5. PROCUREMENT READINESS
§ Standing Offer Agreements (SOA’s) for small recurring activities (e.g. appraisals, environmental assessments) are being developed
§ Pre-approved vendor lists for select services will also be created
§ OCH will also leverage other public sector procurements (e.g. City of Ottawa Standing Offer list for professional services)
§ Procurement process for professional services that can scale with the project will be developed
6. KEY IMPACTS, BENEFITS & RISKS § Model to minimize annual operating costs while development capability will grow
§ Model to be responsive and scalable to meet unpredictable demand
§ Use of external resources provides OCH alignment with broader real estate industry
§ Gives OCH access to a wide range of subject matter expertise which can be modified to align with changing needs and priorities
§ Internal capability will be developed as steady state demand permits
§ Retention of intellectual property will be a key factor in evaluation steady state resources
7. EXPERIENCES TO DATE
§ Relationships established with a host of external SME’s
§ OCH recognized as a good partner
§ Projects completed with external partners model have been efficiently and effectively completed
§ Recent successes include: Property Evaluation Tool (PET), Carlington Community Health Hub proposal, Rochester Heights evaluation
§ Market has been responsive to requests for services and have provided excellent value for money
8. FINANCIAL IMPACT
§ The financial commitments will vary with the level of activity performed
§ A budget of $200,000 has been allocated in 2016 for planning and assessment work in support of the portfolio management framework activities
9. CONCLUSION
§ A combination of in-house and external resources of portfolio management activities will be required to meet demand
§ The model needs to be highly scalable and to facilitate the degree of variability in scope of activities anticipated
§ Procurement capability and approach will be key to timely delivery
§ Leveraging external resources has been highly successful to date
§ Internal staffing would need to be brought forward on an as needed basis based on sustainable, long term requirements
7. RECOMMENDATION (S)
§ That this presentation be received for discussion by the Board of Directors. QUESTIONS FINAL OCHC-036/16
211 Lees Avenue Update
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Barron Meyerhoffer Director, Planning and Engineering PURPOSE: To update the Board of Directors on the progress at Lees Avenue.
STRATEGIC Innovate to meet housing and financial needs OBJECTIVE: NEXT STEPS: Rental and move in of new tenants into units 1. EXECUTIVE SUMMARY
• 211 Lees Avenue was destroyed by fire in late 2013
• 14 unit, multi-level stacked townhouses constructed in 1986 and consisted of: • 6 - two bedroom townhouses • 8 - three bedroom townhouses
• OCH pursued a modified design to eliminate a number of non- functional aspects of the original building
• Board of Directors approved the reconstruction using the new design on October 29, 2014
2. CONTEXT
• 16 unit design developed which increases unit count by 2, bedroom count by 10, and adds 2 barrier free units to the portfolio
• Demolition completed in late 2014
• Construction began March 2015
NEW SINCE LAST UPDATE TO THE BOARD OF DIRECTORS:
• Construction completed mid January 2016
• Ribbon cutting took place January 23, 2016
• Minor deficiency work continued through January 2016
• Rental of new units commenced February 15, 2016 3. CONSULTATION
§ Consultation with both the Asset Management and Finance and Audit Committees has occurred
§ Consultation with the Central Tenant Services staff has occurred
§ The Board approved the project in November 2015
§ This report was received by the Portfolio Management Committee at its March 3, 2016 meeting
4. FINANCIAL IMPACT
§ The estimated cost to replace the original building, with some upgrades (e.g. conversion of heating system to natural gas) was $3.8 million
§ There has been no final settlement with the insurer to date, but $900,000 has been received as an initial payment
§ The site has a CMHC mortgage with a balance of approximately $300,000
§ The construction was funded from insurance recoveries to date and Capital Reserves
NEW SINCE LAST UPDATE TO THE BOARD OF DIRECTORS:
§ Final construction costs to build the new 16 unit building are approximately $4.5 million
5. FRONT ELEVATION 6. FRONT ELEVATION 7. REAR UNIT ENTRANCE 8. RIBBON CUTTING 9. BARRIER FREE KITCHEN 10. WASHROOM QUESTIONS FINAL OCHC-037/16
CALL CENTRE AND DEMAND MAINTENANCE PERFORMANCE REPORTS
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Alain Cadieux Director, Support Services, Tenant Services PURPOSE: To update the Board of Directors on Call Centre and Demand FOR INFORMATION Maintenance Performance Reports
STRATEGIC Delivery quality service to every tenant, every home OBJECTIVE: NEXT STEPS: Continued high response performance 1. EXECUTIVE SUMMARY
§ This report provides an overview of the Call Centre and Demand Maintenance monthly performance for the period of January 1 to December 31, 2015.
§ The Call Centre exceeded all performance objectives and experienced an increase in volume of 8,670 calls call for the period of January 1 to December 31, 2015.
§ The demand maintenance follow up survey indicate a high level of tenant satisfaction with the Call Centre and Demand Maintenance response.
§ Ottawa Community Housing completed 102,843 work orders for the period of January 1 to December 31, 2015. The work orders completed met 88.20% of performance target.
- 2 - 2. CALL CENTRE CONTEXT
The 24/7 OCH Call Centre receives tenant requests for maintenance and security:
§ Maintenance requests are entered in an integrated information system for work assignment and service delivery by Tenant Service Centre staff and OCH approved suppliers/contractors.
§ Security calls are received and Community Safety Staff are dispatched. Security activity is monitored through the Enterpol system.
§ The Call Centre serves as the communications hub for tenants, staff, contractors, emergency services and senior management during emergency situations.
- 3 - 3. CALL CENTRE PERFORMANCE
§ Call response rate reflects the ability to answer a percentage of calls within a specific period of time. (Objective: 85% of calls within 60 seconds)
§ Average speed of answer is the average time it takes to answer a tenant call. (Objective: 20 seconds)
§ Abandonment rate identifies the percentage of calls that are abandoned after the end of the initial interactive voice message. Measuring abandoned calls captures our ability to absorb tenant contacts. (Objective: 4%)
§ Quality Audit results measures the quality and consistency of the service delivered to tenants. (Objective: 85% adherence)
- 4 - 4. CALL CENTRE PERFORMANCE
Call Centre Results Results 2015 2014 2013 Volume 220431 211761 166878 Response Rate 93.01% 90.68% 90.87% Average Speed of Answer (sec) 19.35 20.26 18.05 Abandonment Rate 2.19% 2.50% 2.87%
- 5 - 5. CALL CENTRE PERFORMANCE
Highlights: 2015
§ 780 Quality Audits completed § 92% adherence to the script, exceeding the objective by 7 %
- 6 - 6. TENANT SATISFACTION SURVEYS
Service level - survey results: provide a rating of the service received from the Call Centre and Demand Maintenance Services
§ 10 surveys are completed per week to tenants that have contacted the Call Centre within the last 10 business days.
§ Each tenant is provided a scale from 1 to 5. We tabulate the individual results and compile an overall percentage for every week and month.
SCALE: 5. Excellent 4. Very Good 3. Good 2. Satisfactory 1. Poor
- 7 - 7. TENANT SATISFACTION – CALL CENTRE
Call Centre Questions JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2015 2014 2013 1. Was your call answered in a timely 91.0% 91.0% 84.5% 88.0% 91.0% 92.0% 92.0% 88.0% 84.8% 92.0% 85.0% 89.0% 89.6% 89.3% 88.9% fashion? 2. Was the Call Centre Operator effective in obtaining all the relevant 88.5% 92.0% 93.8% 88.0% 90.0% 87.5% 88.0% 88.0% 89.0% 86.0% 84.0% 88.0% 90.4% 91.7% 92.8% information to fix your issue? 3. Did the Call Centre Operator demonstrate effective communication 94.0% 95.0% 93.8% 92.0% 91.5% 94.0% 94.0% 96.0% 93.0% 94.5% 90.5% 92.5% 94.7% 94.9% 95.8% skills (courteous, helpful and polite)? Tenants Surveyed 40 40 40 40 40 40 40 40 40 40 40 40 480 480 480
Highlights: 2015
§ 89.6% of tenants answered favorably to the question “Was your call answered in a timely fashion?” an improvement of 0.3% from 2014
- 8 - 8. DEMAND MAINTENANCE CONTEXT
§ The introduction of the new service delivery model and the integrated information system in March of 2014 provided an opportunity to improve the distribution of maintenance work within dedicated teams to improve overall consistency, effectiveness and quality.
The following should be considered in reviewing the report:
§ Work orders are not equal in resource, time, tasks and requirements. While one may contain several tasks and different types of work, another may be for one item only.
§ The current report format excludes demand maintenance requests to contractors for such work as heating, elevators, ventilation or other building systems. - 9 - 9. DEMAND MAINTENANCE OVERVIEW
The maintenance work is completed by the following work programs:
Responsive Maintenance Work Program: § Immediate Response: flood, fire, elevator entrapment, access etc. § Emergency: no water, no electricity, no heat in winter etc. § Urgent: blocked shower, bath or kitchen sink etc. § Regular Maintenance: tap, electrical or plumbing repairs etc.
Turnover (Vacant Unit) Maintenance Work Program: § Regular Maintenance: all repairs to prepare the vacant unit for a new tenancy § Planned Maintenance: replace or repair floors, kitchen cabinets, fixtures, etc.
Module Maintenance Work Program: § Planned Maintenance: replacing counter tops, kitchen replacement, seasonal requirements, etc. § Inspections: annual unit, building, generator inspections, etc. § Pest Management: bed bug inspection, unit preparation, contractor access
- 10 - 10. DEMAND MAINTENANCE OVERVIEW
Demand Maintenance priority definitions: Type Immediate Emergency Urgent Regular Planned Response Maintenance Maintenance
Definition Life or building safety Life or building safety Issues that do not harm Issues that do not harm Issues that do not harm issues – would cause issues – would cause human life or building human life or building human life or building damage or damage or deterioration structure but may structure and can wait to structure and require deterioration to the to the structure of the cause an inconvenience be addressed in sequence planning to complete structure of the building and or could be to the tenant(s) building and or could harmful to the tenant if be harmful to the not dealt with within 24 tenant if not dealt hours with immediately
Target 1 hour 24 Hours 3 Days 10 days 11 Days + Examples · flood(bath, sink · smoke alarms · blocked shower · leaking taps, blocked · replacing counter or toilet · no water or bath sinks tops overflowing) · no electricity · Kitchen sink · electrical or · replacing floors · fire, flames · no heat in winter plumbing repair · parts on order · elevator · blocked toilet (1 in · drywall repairs, · kitchen entrapment unit) flooring replacement · broken water · blocked garbage · closet door repairs main chute · kitchen cabinet · unsecured door repairs · contractor · appliance repairs access
- 11 - 11. DEMAND MAINTENANCE PERFORMANCE
Total work orders issued over the past 3 years:
§ 2015: 102,843 completed work orders (approx. 8,570 work orders/month) § 2014: 94,708 completed work orders (approx. 7,890 work orders/month) § 2013: 91,425 completed work orders (approx. 7,600 work orders/month)
- 12 - 11. DEMAND MAINTENANCE PERFORMANCE
Highlights: 2015
§ 88.20%(90,709 work orders) of work orders completed within priority objectives, we missed the performance objective of 90% by 1.80% § Positive trending in Q4 of 2015, exceeding the performance objective 3 consecutive months - 13 - 12. TENANT SATISFACTION – DEMAND MAINTENANCE
Maintenance Services Questions JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2015 2014 2013 1. Did a maintenance worker respond to your concern/problem within 10 85.5% 88.0% 85.0% 91.3% 88.0% 87.5% 88.0% 76.0% 82.5% 81.0% 92.0% 92.0% 87.5% 86.7% 88.8% business days? 2. Was the issue rectified to your 87.0% 88.0% 85.0% 89.5% 88.0% 85.5% 88.0% 75.8% 81.0% 77.5% 88.0% 84.0% 85.5% 85.1% 86.1% satisfaction? 3. Was the maintenance worker (or 90.8% 94.8% 93.0% 91.0% 94.5% 92.0% 92.0% 89.0% 85.8% 83.5% 94.8% 91.5% 92.1% 92.9% 93.5% contractor) courteous/polite? Tenants Surveyed 40 40 40 40 40 40 40 40 40 40 40 40 480 480 480
Highlights: 2015
§ 87.5% of tenants answered favorably to the question “Did a maintenance worker respond to your concern/problem within 10 business days?” an improvement of 0.8% from 2014 § 85.5% of tenants answered favorably to the question “Was the issue rectified to your satisfaction?” an improvement of 0.4% from 2014
- 14 - 13. CONSULTATION
§ At the time the Call Centre was established, extensive consultation was undertaken to identify best practices and relevant performance benchmarks for OCH. These remain relevant and in place.
§ Ongoing tenant contact to obtain feedback on maintenance service is in place, and the tenant surveys provide a good indicator of service levels for both the Call Centre and Maintenance teams.
§ Demand Maintenance and Call Centre Service protocols are in place, and are reviewed on an ongoing basis for enhancement to ensure that tenant service practices meet ongoing needs.
- 15 - 14. RECOMMENDATION (S)
§ That the Board of Directors receive this presentation for information.
- 16 - QUESTIONS APPENDICES
A. Call Centre - Performance Report – 2015 B. Demand Maintenance - Performance Report C. Demand Maintenance Priority Definition
Appendix A Call Centre - Performance Report 2015
Objective: To measure our overall ability to respond and provide service to OCH tenants contacting the Call Centre. Performance Indicators: (1) Call volume and response rate (2) Abandonment rate (3) Average speed of answer (4) Service level - Call Centre survey results (5) Service level - Maintenance survey results
The 24/7 OCH Call Centre receives tenant requests for maintenance and security.
Maintenance requests are entered in a Work Order system for work assignment and service delivery by maintenance staff in each Tenant Service Centre.
Security calls are received and Community Safety Staff are dispatched between 12:00 pm and 8:00 am daily and monitored through the Enterpol system.
Performance Results:
Highlights: 2015
Call Centre Results Results 2015 2014 2013 Volume 220431 211761 166878 Response Rate 93.01% 90.68% 90.87% Average Speed of Answer (sec) 19.35 20.26 18.05 Abandonment Rate 2.19% 2.50% 2.87%
Response Rate reflects our ability to answer a percentage of calls within a specific period of time. The objective introduced for this area of performance is that 80% of calls are answered within 60 seconds.
Highlights: 2015
o 2015: 93.01% o 2014: 90.68% o 2013: 90.87%
Abandonment rate identifies the percentage of calls that are abandoned after the end of the initial interactive voice message. Measuring abandoned calls (%) captures our ability to absorb tenant contacts.
Highlights: 2015
o 2015: 2.19% o 2014: 2.42% o 2013: 2.87%
Average speed of answer calculates the average time it takes to answer a tenant call. The objective of 20 seconds mirrors the City of Ottawa objective for the 311 Call Centre.
Highlights: 2015
· Average speed of answer for 2015: 19.35 seconds · Average speed of answer for 2014: 20.26 seconds · Average speed of answer for 2013: 18.05 seconds Call Centre Service Level – Tenant Survey Results 2015
Call Centre Questions JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2015 2014 2013 1. Was your call answered in a timely 91.0% 91.0% 84.5% 88.0% 91.0% 92.0% 92.0% 88.0% 84.8% 92.0% 85.0% 89.0% 89.6% 89.3% 88.9% fashion? 2. Was the Call Centre Operator effective in obtaining all the relevant 88.5% 92.0% 93.8% 88.0% 90.0% 87.5% 88.0% 88.0% 89.0% 86.0% 84.0% 88.0% 90.4% 91.7% 92.8% information to fix your issue? 3. Did the Call Centre Operator demonstrate effective communication 94.0% 95.0% 93.8% 92.0% 91.5% 94.0% 94.0% 96.0% 93.0% 94.5% 90.5% 92.5% 94.7% 94.9% 95.8% skills (courteous, helpful and polite)? Tenants Surveyed 40 40 40 40 40 40 40 40 40 40 40 40 480 480 480
Call Centre Service level – tenant survey results provides a rating of the service received from the Call Centre staff, 10 days after an initial call to request service.
The survey consists of contacting 10 tenants each week who are asked the specific questions identified in the tables above. Each tenant is provided a scale from 1 to 5 as noted below. The individual results are totaled and an overall percentage is compiled for every week and month.
SCALE: 5. Excellent 4. Very Good 3. Good 2. Satisfactory 1. Poor
The Call Centre performance reports and survey results are provided to Call Centre Staff and Senior Management on a weekly basis. Maintenance Service level –Tenant Survey Results 2015
Maintenance Services Questions JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2015 2014 2013 1. Did a maintenance worker respond to your concern/problem within 10 85.5% 88.0% 85.0% 91.3% 88.0% 87.5% 88.0% 76.0% 82.5% 81.0% 92.0% 92.0% 87.5% 86.7% 88.8% business days? 2. Was the issue rectified to your 87.0% 88.0% 85.0% 89.5% 88.0% 85.5% 88.0% 75.8% 81.0% 77.5% 88.0% 84.0% 85.5% 85.1% 86.1% satisfaction? 3. Was the maintenance worker (or 90.8% 94.8% 93.0% 91.0% 94.5% 92.0% 92.0% 89.0% 85.8% 83.5% 94.8% 91.5% 92.1% 92.9% 93.5% contractor) courteous/polite? Tenants Surveyed 40 40 40 40 40 40 40 40 40 40 40 40 480 480 480
Maintenance Service level – tenant survey results provides a rating of the service received from the Maintenance staff, 10 days after an initial call to request service.
The survey consists of contacting 5 tenants each week who are asked the specific questions identified in the tables above. Each tenant is provided a scale from 1 to 5 as noted below. The individual results are totaled and an overall percentage is compiled for every week and month.
SCALE: 5. Excellent 4. Very Good 3. Good 2. Satisfactory 1. Poor
The Call Centre performance reports and survey results are provided to Call Centre Staff and Senior Management on a weekly basis. Appendix B Demand Maintenance – Performance Report 2015
Highlights: 2015
· 102,843 completed work orders · 88.20% (90,709 out of 102,843) of work orders completed within priority objectives, we missed the performance objective of 90% by 1.80% · Positive trending in Q4 of 2015, exceeding the objective for 3 consecutive months · System upgrade in May 2015 – Workbench system suffered intermittent outages for a few days which impacted overall results (approximately 600 work orders of backlog accumulated as access to work orders via mobile apps was interrupted).
Completed Completed Completed Effective Month Volume within target outside target new target (%) Jan-15 8,172 408 820 9,400 86.94% Feb-15 7,844 199 857 8,900 88.13% Mar-15 8,890 249 613 9,752 91.16% Apr-15 7,692 258 315 8,265 93.07% May-15 7,327 912 141 8,380 87.43% Jun-15 7,361 1,040 100 8,501 86.59% Jul-15 7,405 1,352 86 8,843 83.74% Aug-15 6,711 1,162 98 7,971 84.19% Sep-15 7,238 1,184 114 8,536 84.79% Oct-15 7,995 770 102 8,867 90.17% Nov-15 7,440 617 87 8,144 91.36% Dec-15 6,634 590 60 7,284 91.08%
The introduction of the new service delivery model and the integrated information system in March of 2014 provided an opportunity to improve the distribution of maintenance work within dedicated teams to improve overall consistency, effectiveness and quality. The maintenance work is distributed by the following work programs:
Responsive Maintenance work program:
Examples:
· Immediate Response: flood, fire, someone stuck in an elevator, access etc. · Emergency: no water, no electricity, no heat in winter, blocked toilet etc. · Urgent: blocked shower, bath or kitchen sink etc. · Regular Maintenance: leaking or blocked taps, electrical or plumbing repair etc.
Turnover (Vacant Unit) Maintenance work program:
Examples:
· Regular Maintenance: all repairs to prepare the unit for a new tenant · Planned Maintenance: replace or repair floors, kitchen cabinets, fixtures etc.
Module Maintenance work program – occupied unit:
Examples:
· Planned Maintenance: replacing counter tops, kitchen replacement, seasonal requirements (roof top replacement in winter) etc. · Inspections: annual unit inspection, daily, weekly and monthly building inspection etc. · Pest Management: bedbug Inspection, unit preparation, contractor access etc.
Highlights: Responsive Maintenance
· 71,359 work orders completed · 87.14% (62,180 out of 71,359) of work orders completed within priority objectives, performance objective of 90% missed by 2.86% · Greater consistency responding to routine maintenance · Objective: complete 90% of work orders within priority objective
Highlights: Turnover (Vacant Unit) Maintenance
· 10,016 work orders completed · 90.51% (9,065 out of 10,016) of work orders completed within priority objective, performance objective of 90% exceeded by 0.51%
Highlights: Module Maintenance
· 21,468 work orders completed · 90.66% (19,464 out of 21,468) of work orders completed within priority objective, performance objective of 90% exceeded by 0.66%
Appendix C Demand Maintenance Priority Definitions
Type Immediate Response Emergency Urgent Regular Planned Maintenance Maintenance Definition Life or building safety Life or building safety Issues that do not harm Issues that do not harm Issues that do not issues – would cause issues – would cause human life or building human life or building harm human life or damage or deterioration damage or deterioration structure but may cause structure and can wait to building structure and to the structure of the to the structure of the an inconvenience to the be addressed in sequence requires planning to building and or could be building and or could be tenant(s) complete harmful to the tenant if harmful to the tenant if not dealt with not dealt with within 24 immediately hours Target 1 hour 24 Hours 3 Days 10 days 11 Days + Examples · flood, or situation · defective or missing · blocked shower or · leaking taps, blocked · replacing counter that could result in smoke alarms bath sinks tops significant flooding · no water · kitchen sink · electrical or plumbing · replacing floors (bath, sink or toilet · no electricity repair · parts on order overflowing) · sparks coming out of · drywall repairs, flooring · kitchen · fire, flames an outlet · closet door repairs replacement · someone stuck in an · no heat in winter · kitchen cabinet repairs · seasonal elevator · blocked toilet (only · blocked toilet (several requirements · broken water main one in unit) in unit) (roof top · unsecured door to a · blocked garbage · appliances, fridges and replacement in unit – lock out chute stoves winter) · contractor access
Please Note: Some items require an immediate response but are not considered an “emergency”
FINAL OCHC-038/16
MEDIA OCCURRENCES 2015 YEAR-END REPORT
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Melany Chretien Manager, Corporate Communications
PURPOSE: To update the Committee and Board members on the overall 2015 FOR INFORMATION media activity
STRATEGIC To foster an organizational culture of leadership, accountability and OBJECTIVE: continuous improvement: Enhance team performance and the profile of the organization
NEXT STEPS: Pursue monitoring of media activities and report quarterly
1. EXECUTIVE SUMMARY
§ This annual report provides information to the Board and committee members on the various media instances, main topics reported on by traditional media, and the overall sentiments rating that can affect public perception. Furthermore, highlights for the OCH Twitter account @OCH_LCO are also provided in the annex of this report. § For 2015, Corporate Communications recorded 540 media instances; almost double what it has been historically § Media instances in 2015 indicated 71% as positive or neutral, as represented in the graph below:
2015 Sentiment rating
Positive Neutral Negative
44%
27% 29%
- 1 -
FINAL OCHC-038/16
2. CONTEXT
§ OCH rates media instances by four measures: positive, neutral, negative and N/A. These ratings attempt to provide a descriptive sense of the story’s factual elements and perception of OCH in a specific context. A non-applicable rating is applied to media inquiries or outreach initiatives such as relationship building, OCH press releases and media advisories. § The volume of recorded media instances fluctuates over the years. Emerging issues and outreach efforts are also significantly affecting the total number of occurrences. § A media instance is defined as an incoming query from a reporter, an unsolicited mention of OCH, a direct or indirect mention (where we are identified through an OCH community) or a direct outreach to media. § Media instances have been recorded since 2009. Including the 2015 data, there has been an average of 289 occurrences reported annually. The list below provides an annual overview of recorded media instances:
- 2 -
PENDING REVIEW
OCH Media Instances 600 540
400 279 303 234 248 267 200 151
0 Recorded Media Instances Between 2009 and 2015
2009 2010 2011 2012 2013 2014 2015
§ The three most reported topics of 2015 focused on asset management, safety and security, and OCH volunteer and community events. Asset Management Instances under this topic were related mostly to the $30.5M Capital Works Investment and revitalization projects, as well as the announcement for the Carlington Community Health Hub partnership and associated contract award of the Investment in Affordable Housing Fund by the City of Ottawa. Safety and Security The Overbrook shooting incident (Lilas Private) received the most attention under this category, as well as the Caldwell fire last December. OCH Volunteer and Community events The veterinary outreach initiative and the KaBoom playground build day at Foster Farm received much attention from media.
§ Other topics of media interest in 2015 were: - Understanding the evictions process (many incoming queries that have not always emerged in the media). - Federal election campaign in relation to lawn signage and the need for federal government’s continued investment in social housing.
3. CONSULTATION
§ This report was presented to the Corporate Affairs Committee on February 25, 2016 for Information.
4. IMPACTS, BENEFITS & RISKS
§ Media coverage can impact the credibility of OCH and risk creating false negative perceptions. § Media monitoring permits a proactive approach and enables OCH to verify facts, and in some cases, reduce the risk which often results in a more overall positive or neutral coverage via the media and now via social media, our twitter account more specifically. - 3 -
PENDING REVIEW
§ A positive public image assists in creating an atmosphere of trust and confidence among the community including our tenants, partners, vendors and Shareholder.
5. FINANCIAL IMPACT § In additional to staff resources, OCH employs third-party media monitoring tools at an approximate cost of $15,000 annually. All costs are included and part of the Corporate Communications approved budget.
6. CONCLUSION
§ In 2015, 540 media instances were recorded. § Sentiment rating represented nearly 71% as positive or neutral, with 117 media instances contributing to positive sentiment rating, 127 media instances contributing to negative sentiment rating and 188 instances receiving a neutral rating. § A further breakdown of all 2015 media occurrences can be found in Appendix A.
7. RECOMMENDATION (S)
§ That the Board of Directors receive this report for information.
APPENDICES
APPENDIX A: 2015 MEDIA MONITORING AND OCCURRENCES APPENDIX B: SOCIAL MEDIA – YEAR END 2015
- 4 -
PENDING REVIEW
APPENDIX A: 2015 MEDIA MONITORING AND OCCURRENCES
2015 – YEAR-TO-DATE Totals January February March April May June July August September October November December MEDIA SUMMARY Year-to-date Media Occurrences 20 39 33 51 46 65 100 30 23 10 83 40 540
Incoming – n/a n/a n/a 1 8 6 18 9 2 2 5 4 55 Media inquiries Direct Mentions n/a n/a n/a 30 15 40 44 13 18 5 20 9 194
Indirect mentions of OCH n/a n/a n/a 19 18 8 38 5 1 1 54 27 171 (but mentions community)
Outreach (Press releases, Media n/a n/a n/a 1 5 11 0 3 2 2 4 0 28 Advisories, relationship building) Media outlets Print * It is assumed that all print news is now 4 14 23 19 20 21 52 18 8 2 47 30 258 available online as well. Broadcast 12 21 8 15 11 29 15 9 8 3 34 10 175 Online 4 4 2 16 11 11 33 1 6 4 0 0 92 All (outreach) n/a n/a n/a 1 4 4 0 2 1 1 2 0 15 Sentiment N/A n/a n/a n/a 2 9 5 18 12 4 3 15 4 68 Positive 4 6 6 28 11 39 7 3 8 1 4 5 117 Negative 6 15 17 11 14 10 47 6 0 0 1 0 127 Neutral 10 18 10 10 12 11 28 9 11 6 63 31 188
- 5 -
PENDING REVIEW
APPENDIX B: SOCIAL MEDIA – YEAR-END 2015
TWITTER FOLLOWER COUNT 553 TWEETS SENT 605 IMPRESSIONS : 162, 463 # of times user saw a single tweet IMPRESSIONS/DAY (ON AVERAGE) 445 (average of how many times per day a tweet was seen)
RETWEETS 441 LIKES 313 MENTIONS 426 LINK CLICKS 1,360 REPLIES 36 FOLLOWER COUNT 553 TOP TWEETS § Safety messaging following incident in Parkdale § Condolences to Councillor Fleury on his father’s passing § Crime Prevention Ottawa toolkits § Tweet about woman at the Caldwell Family Centre § Volunteer event with summer student posing with Jim Watson and Mathieu Fleur § Updates on a fire at Gateville § OCH tenant wins Mayor City Builder Award § One-year anniversary of Old St Patrick § PK Subban sing-along and OCH sing-along § Partners Forum § International Day for ending violence against women
- 6 - FINAL OCHC-039/16
2015 TENANT COMPLAINT AND INQUIRY SUMMARY
TO: BOARD OF DIRECTORS
MEETING DATE: March 10, 2016
FROM: Guy Arseneau VP, Tenant Services PURPOSE: To update the Board of Directors on the 2015 Tenant FOR INFORMATION Complaint and Inquiry Summary STRATEGIC Deliver quality services, every tenant, every home: Improve OBJECTIVE: our understanding and response to the needs of current and future tenants NEXT STEPS: 1. EXECUTIVE SUMMARY
§ The OCH Tenant Service Promise defines the service standards that tenants should expect of OCH staff. This promise is displayed in all OCH offices (see Appendix A)
§ The offices are located on Chapel Crescent, Murray Street, Bank Street, Caldwell Avenue and Ramsey Crescent - conveniently situated for tenants within some of OCH’s largest communities
§ Performance is measured against various indicators, including customer service
§ Complaints about staff or service levels are directed to the individual’s Manager and will be reviewed at the senior manager level - 2 -
2. CONTEXT
§ Some individuals will choose to contact elected representatives, a City of Ottawa official, the Chief Executive Officer (CEO) or the Vice President of Tenant Services directly to have their issue addressed
§ This is the case particularly when tenants are not satisfied with the response received by OCH staff, and in other cases, without initially having directed their concerns through area office channels first
§ The majority of complaints/inquiries are received directly from tenants with the remainder coming from elected officials and non-tenants or applicants waiting for housing
§ Complaints, inquiries or service requests are directed to the appropriate staff in the OCH offices - 3 -
2. CONTEXT: TRACKING COMPLAINTS AND RESPONSES
§ Complaints that escalate to the Chief Executive Officer (CEO) or the VP, Tenant Services are recorded and tracked for follow up and response
§ The expectation is that an initial response is made within the next business day, with a full review and response provided within a 5-day period (in May 2014 the reported target was a 10-day turnaround time however, since then, we have introduced a 5-day target)
It should be noted that the date of completion is only recorded once all communication, typically in writing, is completed. Frequently, there is resolution of the matter prior to this recorded date and an initial acknowledgement is provided within 24 hours.
- 4 -
2. CONTEXT: COMPLAINT & INQUIRY SUMMARY 2015 Complaint/Inquiry Subject # of Complaints/Inquiries 2015 Property Management (maintenance repairs) 98 Staff Service 20 Pest Management 24 Transfers 19 Tenancy Administration 37 Safety/ Security 18 Social Issues 24 Non-Smoking 5 Access/Housing Applications 4 Total* 249
A total of 222 Executive Complaints were received in 2014. Executive Complaints are those received at CEO and VP Offices regarding unsatisfactory service at the area office.
*Total includes inquiries from applicants for housing who do not currently live in OCH units. **Comparative by subject type is not available due to transition to new system and data not being migrated. - 5 - 3. CONSULTATION
§ Through brochures, the OCH newsletter and direct communication with front-line staff, tenants are informed of services, standards and processes to follow to provide complaints
§ Internal review and appeal processes are also in place for tenants to request a review of decisions that they wish be reconsidered
§ Information sessions and directives are provided to OCH staff to inform them of the processes related to this subject
§ Regular communication occurs with elected officials and their staff to update them on individual inquiries and to provide overall information on the process for responding to complaints and inquiries
§ The Corporate Affairs Committee received this report for information on February 25, 2016 - 6 - 4. KEY IMPACTS, BENEFITS AND RISKS
§ Allows for timely and appropriate resolution of tenant / public concerns and inquiries
§ Provides an escalation and clear process for resolution to tenant concerns and inquiries
§ Provides opportunities for clarification on service expectations and/or potential improvements
- 7 - 5. FINANCIAL IMPACT
§ There are no direct financial implications associated with this report
- 8 - 6. CONCLUSION
§ A total of 249 executive complaints were initiated in 2015. This represents less than 1% of OCH’s 32,000 tenants
§ A total of 17 executive complaints received from non-tenants *
§ A total of 31 executive complaints were received from 11 identified frequent callers. This represents 12.5% of the total complaints received
§ That OCH’s process is effective and responsive in dealing with tenant/public complaints and inquiries
* Non-Tenants – person, applicants, anonymous, staff, and agency partner
- 9 - 7. RECOMMENDATION (S)
§ That this presentation be received by the Board of Directors for information.
- 10 - QUESTIONS APPENDIX
A. OCH Tenant Service Promise B. Complaint/Inquiry Subject Legend C. Complaints by Source Type
A. APPENDIX - OCH TENANT SERVICE PROMISE
- 13 - B. APPENDIX - COMPLAINT/INQUIRY SUBJECT LEGEND
Subject Legend: Property Management: Unit and building maintenance requests, concerns about quality or timeliness of work Pest Management: Infestation of bedbugs, cockroaches, mice and other pests Staff Service: Concerns about OCH staff or OCH Contractors’ staff Parking: Concerns or inquiries about visitor parking, parking tickets, use of tenant’s designated parking spots Transfers: Includes questions about when transfer will occur, how to get a transfer Community/ Tenant Association: Concerns or inquiries from both tenants and area residents about community-wide issues, improving community services, tenants’ associations Tenancy Administration : Concerns or inquiries about how rent is calculated, rent collection, charges for maintenance, payment arrangements Safety/ Security: Includes concerns or inquiries about security matters such as key access, exterior doors propped open, behavior of people on OCH property Social Issues: Includes complaints about noise or disturbances, conflicts between neighbours, concerns about tenants and/or tenant’s guests behavior Access/Housing Applications: Includes concerns or inquiries from tenants and applicants about eligibility for housing, wait time
Complaints/Inquiries are accepted in person, by phone, by e-mail, and through tenant advocates or elected officials (primarily City Councillors)
- 14 - C. APPENDIX - COMPLAINTS BY SOURCE TYPE
Complaints by Source Total Type Agency / Partner Contact 1 (Shelter, Police, Fire, etc.) Anonymous 3 Housing Branch 16 MP, MPP, Councillor 67 OCH Staff 8 Person 5 Tenant, Household Member 149 Total 249
- 15 - FINAL OCHC-042/16
CEO Operational Report to OCH Board 2016
DATE: March 10, 2016
CHIEF EXECUTIVE OFFICER · City Council has approved the re-election of our Chair, Councillor Fleury, our Strategic Plan, the demolition of 171 Bruyère, and the development of Carling Community Health Hub · As Co-Chair, the CEO participated in the Community Development Framework Evaluation follow up · The session with Queen’s University on Real Estate Capital Markets 2016 provided highlights on the real estate market in Ontario relating to evaluation, sale and redevelopment · OCH staff and city staff have met since the new year on two occasions to define a plan to pilot various initiatives within 10-12 communities with the objective of improving waste management and waste diversion via recycling and green bin usage · MP John Fraser met with the CEO to discuss how OCH could be invited to the consultation table to discuss housing for palliative care · OCH staff met with City staff to discuss a Solid Waste Strategy at OCH · The Executive Directors of the Coalition of Community Health Resource Centres met to discuss recent developments · Hydro Ottawa’s E-Billing initiative “2015 Go Paperless campaign” will add greater efficiency in processing OCH’s monthly billings. 600 tenants will be signed in to this initiative as well. · The CEO attended a bi-monthly meeting of the Public Sector Leaders Forum. The group consists of: Local University and College Presidents, School Board Directors, hospitals, CEOs of Non-Profit Corporations, and Presidents and CEOs from the private sector who met for strategic discussions. · OCH is now a member of the Association of the Financial Professionals of Ottawa, and the CEO and CFO met with the group to discuss “Treasury in 2016: Managing Complexity” · I attended the Lowertown Winterfest and it was a great community celebration
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FINANCE · We will soon begin our review of the Procurement and Expense policies, we will be reporting to the Committee and the Board when the new policies have been completed. · The City’s Fleet Services Branch has engaged Ernst and Young (EY) to review and benchmark the management structure of Fleet Services and its vehicle replacement practices, as well as confirm the capital investment requirements and operating costs for the next 10 years.
TENANT SERVICES/HUMAN RESOURCES · The newly-created Integrated Pest Management (IPM) team is poised to commence fully in operations on March 22. The team has been recruited / trained and with the recent hires, OCH had added the equivalent of 150 years of experience to this team. · As part of the launch of OCH’s new standards relating to air conditioners, satellite dishes, sheds and finished basements, teams are receiving communiques and educational material to assist with creating inventories and applying these new standards as milestone dates are met.
ASSET MANAGEMENT · The grand opening of the new Lees Avenue building has taken place, and tenants have started to move in to the new homes · A new 3-year Capital Plan for all buildings has been completed
COMMUNITY DEVELOPMENT · Community Development will continue the development of an operational plan for its 2016-2018 strategy which focuses on tenant capacity building, social inclusion, a more holistic approach to safety, strengthening partnerships and building the community development function with OCH · Preparations are underway for the annual Ottawa Police Service-OCH meeting on the Letter of Agreement between our two agencies · We are working with the City of Ottawa and the Coalition of Community Houses to create a performance measurement framework.
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ORGANIZATIONAL EFFECTIVENESS Board Governance, General: · The Enhanced Governance Review in 2014 identified risks and opportunities for good governance- the action plan is on track and will largely be implemented by the end of 2016 · The ongoing evaluation of governance performance will also provide excellent feedback and opportunities for continuous improvement in governance Board Governance, Capacity: · OCH had great success in attracting and identifying top-notch community members during the last campaign · There is an attrition forecast and recruitment plan ready to be implemented when needed- expected late 2016 · Multi-year governance learning plan in its second year to support members in their critical roles Governance Structures, Roles and Responsibilities: · The Terms of Reference for all Committees have been modernized to give clear focus to committee work · Governance newsletter implemented · Working Group concept being advanced in 2016 Delivering Strategic, Risk-Based Business Intelligence at the Governance Level · OCH is committed to providing Committees and the Board with strategic, risk- based analysis and this will be an investment in 2016 · Committee and Board agendas are being more carefully developed to ensure strategic discussion and decision-making · OCH is committed to providing Committees and the Board with strategic, risk- based analysis and this will be an investment in 2016