January 29. 2019

Media Release: Friday, January 25, 2019, 4:30 p.m. Regional Municipality of Waterloo

Community Services Committee

Agenda

Tuesday, January 29, 2019

Approximately 10:45 a.m. Following Administration and Finance Committee

Regional Council Chamber

150 Frederick Street, Kitchener, Ontario

1. Declarations of Pecuniary Interest under the “Municipal Conflict Of Interest Act”

2. Delegations

2.1 Maria Kwiecinski re: Homelessness

Consent Agenda Items

Items on the Consent Agenda can be approved in one motion of Committee to save time. Prior to the motion being voted on, any member of Committee may request that one or more of the items be removed from the Consent Agenda and voted on separately.

3. Request to Remove Items from Consent Agenda

4. Motion to Approve Items or Receive for Information

Should you require an alternative format please contact the Regional Clerk at Tel.: 519-575-4400, TTY: 519-575-4605, or [email protected]

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4.1 CSD-HOU-19-02/COR-TRY-19-09, Capital Works Loan – Region of Waterloo Community Housing Inc.

Page 6 Recommendation:

That the Regional Municipality of Waterloo take the following action regarding a proposed inter-company loan agreement with Region of Waterloo Community Housing Inc. (ROWCHI) as outlined in report CSD-HOU-19-02/COR-TRY-19-09 dated January 29, 2019:

a) Execute an agreement with ROWCHI, a community housing provider wholly owned by the Region of Waterloo, for an interest free loan to assist with urgent capital needs in an amount not to exceed $185,000 and such other documentation as may be required to secure the loan, with the form of the loan agreement and other documentation to be satisfactory to the Region’s Chief Financial Officer and the Regional Solicitor;

b) Require the loan to be secured by a mortgage registered on title in a form satisfactory to the Regional Solicitor for 199 Elmridge Drive, Kitchener as described in report CSD-HOU-19-02/COR-TRY-19-09 with consent obtained from the respective mortgagee for ROWCHI Inc. regarding the mortgage registrations.

4.2 PHE-HPI-19-01, Quarterly Charged/Closed Food Premises Report (Information) Page 12 4.3 PDL-CUL-19-02, Doors Open Waterloo Region 2018 Page 19 Regular Agenda

5. Reports – Public Health and Emergency Services

5.1 PHE-PSV-19-02, Paramedic Services Master Plan Implementation Update (Information) (Staff Presentation) Page 25

6. Reports – Community Services

6.1 CSD-HOU-19-03, Reaching Home: Canada’s Homelessness Strategy

Page 36

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Recommendation:

That the Regional Municipality of Waterloo approve the following actions with regards to the federal Reaching Home: Canada’s Homelessness Strategy (RH), as outlined in report CSD-HOU-19-04, dated January 29, 2019:

a) Authorize the Commissioner, Community Services, to execute such agreements and documentation necessary with the Government of Canada or a Ministry or agency thereof, upon terms and conditions acceptable to the Regional Solicitor, as may be required to advance funding for the program;

b) Authorize the Commissioner, Community Services, to determine local RH funding allocations, with recommendations from the Community Advisory Board (CAB), and execute agreements in a form satisfactory to the Regional Solicitor, to ensure funding for this program is fully utilized; and;

c) Endorse the CAB recommendation that the Regional Municipality of Waterloo continue to serve in the role of Community Entity for the period April 1, 2019 to March 31, 2024.

6.2 CSD-CHS-19-01, Potential Impacts of Bill 66 on Child Care and Early Years Programs

Page 45 Recommendation: That the Regional Municipality of Waterloo submits this report, CSD-CHS-19-01, dated January 29, 2019 to the Ministry of Education as feedback regarding the Province’s proposed amendments, as part of the Restoring Ontario’s Competitiveness Act (Bill 66), to the Child Care and Early Years Act, 2014.

6.3 CSD-DES-19-01/PHE-19-01, Social Planning Council of Cambridge and North Dumfries Request for Funding of 2020 Region Wide Community Trends Report

Page 49

Recommendation:

That the Regional Municipality of Waterloo take no action in regards to the funding request for the development of a region-wide Community Trends Report for 2020, made by the Social Planning Council of Cambridge and North Dumfries, as outlined in report CSD-DES-19-01/PHE-19-01 dated January 29, 2019.

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7. Reports – Corporate Services

7.1 COR-TRY-19-10, Regional Development Charge Grants for Affordable Housing Projects and Habitat for Humanity

Page 72

Recommendation:

That the Regional Municipality of Waterloo take the following actions with respect to Regional Development Charge grants for Council-approved Affordable Rental Housing projects and Habitat for Humanity projects as described in Report COR- TRY-19-10 dated January 29, 2019:

a) Establish a policy for the term of Council that a grant be provided to cover the cost of Regional Development Charges for housing built as a Habitat for Humanity project, to be funded from the Delivering Opportunities for Ontario Renters (DOOR) funds; and

b) Establish a policy for the term of Council that a grant be provided to cover the cost of Regional Development Charges for Council-approved Affordable Rental Housing projects, to be funded from Delivering Opportunities for Ontario Renters (DOOR) funds

8. Information/Correspondence

8.1 Council Enquiries and Requests for Information Tracking List Page 77

9. Other Business

10. Next Meeting – Tuesday, February 19, 2019

11. Motion to go into Closed Session

That a closed meeting of Planning and Works and Administration and Finance Committees be held on Tuesday, January 29, 2019 immediately following the Community Services Committee in the Waterloo County Room in accordance with Section 239 of the “Municipal Act, 2001”, for the purposes of considering the following subject matters:

a) proposed or pending litigation and receiving of advice subject to solicitor- client privilege related to a mater before an administrative tribunal

b) receiving of advice subject to solicitor-client privilege related to proposed or pending acquisition of land in the City of Kitchener

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c) labour relations related to union negotiations

d) labour relations related to union negotiations

e) personal matters about identifiable individuals

12. Adjourn

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Report: CSD-HOU-19-02 / COR-TRY-19-09 Region of Waterloo Community Services Housing Services Corporate Services Treasury Services

To: Chair Elizabeth Clarke and Members of the Community Services Committee

Date: January 29, 2019 File Code: L04-20

Subject: Capital Works Loan – Region of Waterloo Community Housing Inc.

Recommendation:

Summary:

Report CR-RS-14-066/P-14-085/F-14-093 described the restructuring that allowed the transfer of two community housing properties owned by a non-profit corporation to Region of Waterloo Community Housing Inc. (ROWCHI), a Region owned corporation

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that held no assets, for their continued use as community housing. The properties are located at 86 Elgin St. Cambridge and 199 Elmridge Dr. Kitchener. The restructuring was completed on January 1, 2015 and the properties have been owned by ROWCHI since that time.

Report CSD-HOU-15-17/COR-TRY-15-74 dated August 11, 2015 described a previous interest free loan to ROWCHI in the amount of $180,000 to complete specific capital works. A recent Building Condition Audit (BCA) Report has confirmed that the roofs on 4 of the housing blocks at 199 Elmridge are in very poor condition with shingles that are past their useful life expectancy. In addition, the eavestroughs and downspouts on all 7 blocks, as well as some signage and furnishings for the complex are recommended for replacement in 2019. Additional funding is necessary to complete the work that has been identified as high priority on the BCA for 2019. Delaying the completion of these items could lead to more costly repairs in the future. The estimated cost of the recommended work is $244,000. Currently, the capital reserve for this corporation, which is wholly owned by the Region, is underfunded and has a balance of approximately $59,000. The mortgage on 199 Elmridge expires in October 2020, and the associated savings will allow the corporation to accumulate funds to create financial capacity to address items such as repayment of the loans and future capital work.

Report:

At its meeting of August 22, 2014 Regional Council approved the transfer of two community housing properties (LaCapanna Homes (Non Profit) Inc. and LaCapanna II Homes (Non Profit) Inc.) to the Region of Waterloo Community Housing Inc. (ROWCHI). The properties are located at 86 Elgin St. Cambridge and 199 Elmridge Dr. Kitchener. This action was taken after the Boards of each of the providers requested the Region to assist with the transfer of the properties to either ROWCHI or another housing provider.

The transfer to ROWCHI was completed on January 1, 2015 at which point the ROWCHI Board assumed all governance activities for the properties. In August 2015 Regional Council approved an interest free loan in the amount of $180,000 to ROWCHI to complete capital work.

Over the past three years a great deal of work has been completed to assess the physical status of the building as well as the general operation and tenant relations at the two sites. These favorable changes include:

Financial

• a 30% reduction ($26,100 per annum) to administrative costs which includes audit, property management and paralegal fees. • a 48% reduction ($12,000 per annum) to the waste removal contract.

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• Tenant turnovers, vacancy loss and bad debt expenses have decreased by 58% ($30,818 per annum) when compared to the costs incurred under the previous property management.

Property Maintenance

• Enhancements include new water heaters, upgraded fire separation between units and common area painting at 86 Elgin. • Furnaces in the townhomes at 199 Elmridge have been replaced, while roofing was completed on three of the seven blocks. • Youth Force performed all unit inspections at both locations, assisted in the BCAs and provided cleanup of each property.

Tenant Relations

• The Kinbridge Community now has an after-school youth program available Monday through Friday in the community room at 86 Elgin which provides a safe, supported fun space for youth in the area to use. The program is funded by the Ministry of Tourism, Culture and Sport has been well received by the tenants. The space was also recommended to receive furniture and equipment (technology) upgrades in collaboration with the Region of Waterloo’s Economic Development office as part of the Smart Cities plan. • An evening barbecue held in the summer at both 86 Elgin and 199 Elmridge were both well attended.

1.0 Region of Waterloo Community Housing Inc.

Region of Waterloo Community Housing Inc. (ROWCHI) is a community housing provider owned by the Region of Waterloo. ROWCHI Assets include 199 Elmridge, Kitchener and 86 Elgin, Cambridge, prior to January 1, 2015 the corporation held no assets.

The current Board of the ROWCHI is represented by three officers: the Commissioner, Community Services, Douglas Bartholomew-Saunders, the Director, Community Planning in Development and Legislative Services, Michele Sergi and the Chief Financial Officer, Craig Dyer. The Board and Regional staff are reviewing governance structures, including Board membership.

2.0 Description of the Property

This property, formerly La Capanna Homes, is a 40-unit townhouse and 10-unit apartment rental property located at 199 Elmridge Drive in the City of Kitchener. The property was built in 1984 with funds from a federal housing program administered by Canada Mortgage and Housing Corporation. The funding provided by this program is secured by a thirty-five year mortgage that expires on October 1, 2020. The operating 2890528 Page 3 of 6 9 January 29, 2019 Report: CSD-HOU-19-02/COR-TRY-19-09 9

agreement expires at the same time after which time the property will not be subject to any further restrictions concerning transfer or the amount of rent that may be charged.

3.0 Building Condition Audits (BCA) and 2019 Capital Projects

In 2018 Housing Services completed BCAs on all community housing properties. Facilities Management and the contracted Property Management have reviewed and support the BCA findings for this property. The 2018 BCA’s indicate that over the next twenty years, the Elmridge Drive property could require $765,000 in capital work. This estimated cost is subject to and is dependent on the ongoing and preventative maintenance work performed annually at the property.

The 2018 BCA identifies urgent work as the roofs on 4 of the housing blocks at 199 Elmridge are in very poor condition with shingles that are past their useful life expectancy. In addition, the eavestroughs and downspouts on all 7 blocks, as well as some signage and furnishings for the complex are recommended for replacement in 2019. The current balance of the capital reserve fund is $59,000 based on the draft 2018 financial statements (subject to change pending the year end audit process). The balance of the capital reserve fund is insufficient to complete the urgent work being recommended in this report. The ROWCHI Board has approved the capital work (199 Elmridge - 4 of the housing blocks, the eavestroughs and downspouts on all 7 blocks, as well as some signage and furnishings) with an upset limit of $244,000. The capital work will be funded by the $185,000 Regional loan, if approved, and $59,000 from the ROWCHI capital reserve.

At its meeting held December 10, 2018, the ROWCHI Board approved a request to be made to the Region of Waterloo for a capital loan in the amount of $185,000 to assist in the funding of urgent capital work. It is anticipated that this loan in combination with capital reserve funds will be sufficient to meet the capital needs of the ROWCHI properties for at least the next 5 years. The total amount on loan by the Region to ROWCHI would be $365,000.

The loan would be registered on title of the property and repayment of the loan could commence when the provider has a sufficient accumulated operating surplus ($15,000 or $300 per unit) and has established a healthy capital reserve fund (i.e. sufficient funds to address capital repairs scheduled for completion in a Building Condition Audit within the next five year period). These requirements are standard conditions that have been applied to the previous housing provider loans in order to ensure financial stability.

4.0 Previous Capital Loans

The Region has provided interest free capital loans to housing providers in the past. A summary of these loans amounts and purposes is provided in Attachment 1.

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Quality of Life Indicators: The capital work that will be completed with these funds is an important part of improving the quality of life for community housing tenants and members. It will enhance Emotional Well-Being (e.g., having safe and affordable housing positively impacts daily functioning and how they feel about their life).

Corporate Strategic Plan:

This report addresses the Region’s Corporate Strategic Plan 2015-2018, Focus Area 4: Healthy, Safe and Inclusive Communities and 5.4 Ensure Regional programs and services are efficient, effective and provide value for money.

Financial Implications:

ROWCHI currently has a capital reserve fund balance of $59,000 which is not sufficient to cover the costs of the necessary capital repairs. The estimated cost for the recommended capital work is $244,000. This work will be funded by the Regional loan of $185,000, if approved, and $59,000 from the ROWCHI capital reserve. As ROWCHI is wholly owned by the Region, and this proposed inter-company loan would be provided from the Region’s overall cash flow.

Other Departmental Considerations:

Corporate Services (Facilities and Fleet Management) reviewed the Building Condition Audits and agree with the recommended 2018 expenditures. If approved, Planning, Development and Legislative Services (Legal Services) will be required to register the loan on title.

Attachments: Attachment 1 – Loans Provided to Community Housing Providers

Prepared By: Jennifer Murdoch-Martin, Manager, Housing Programs

Shauna Calder, Manager, Finance

Approved By: Douglas Bartholomew-Saunders, Commissioner, Community Services

Craig Dyer, Commissioner, Corporate Services/Chief Financial Officer

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Attachment 1 – Loans Provided to Community Housing Providers

The Regional Municipality of Waterloo Current Loans provided to Community Housing Providers # of Maximum Loan Interest Principal Outstanding Year Units Approval Balance Charged Repaid Balance Region K-W Multigroup Homes Inc. ** 2014 60 46,000 46,000 2,626 48,626 - ROWCHI 2015 50 180,000 180,000 180,000

Provincial Revolving Loan (interest free) New Generation Cooperative Homes Inc. 2007 30 200,000 199,999 199,999 Cambridge Non Profit Housing Corporation 2009 387 218,000 218,000 218,000 Fairview Mennonite Homes Inc. (Section 95) 2009 49 375,000 375,000 375,000 Fairview Mennonite Homes Inc. (Section 26) 2009 123 234,104 234,104 234,104 Hellenic Community of K-W and Suburbs Housing Inc. 2009 50 771,000 770,869 770,869 Highland Homes Cooperative Inc. 2009 74 35,000 35,000 35,000 Kitchener Housing Inc. 2009 683 309,597 309,597 309,597 K-W Multigroup Homes Inc. 2009 60 450,000 442,072 135,622 306,450 K-W Urban Native Wigwam Project 2009 38 135,000 108,652 108,652 Millflow Charitable Foundation 2009 50 215,000 215,000 215,000 Sand Hills Cooperative Homes Inc. 2014 81 500,000 497,371 497,371 Seven Maples Housing Cooperative Inc. 2014 18 200,000 82,080 82,080

1643 3,642,701 3,487,744 - 135,622 3,352,122 Provincial Transfer (interest free) Changemakers Cooperative Homes (Kitchener) Inc. Pre 2000 79 162,798 162,798 162,798 Victoria Park Community Homes Inc. (Paulander) Pre 2000 50 236,345 236,345 236,345 Victoria Park Community Homes Inc. (Tuerr) Pre 2000 50 450,000 450,000 450,000 -

179 849,143 849,143 - 450,000 399,143

TOTAL 1,882$ 4,537,844 $ 4,382,887 $ 2,626 $ 634,248 $ 3,751,265

** The K-W Multigroup loan was a short term financing arrangement approved in 2014.

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Report: PHE-HPI-19-01 Region of Waterloo Public Health and Emergency Services Health Protection and Investigation

To: Chair Elizabeth Clarke and Members of the Community Services Committee Date: January 29, 2019 File Code: P10-30 Subject: Quarterly Charged/Closed Food Premises Report

Recommendation: For information

Summary: This report is a summary of food premises enforcement activities conducted by Public Health Inspectors, in Public Health, for the fourth quarter of 2018.

Food premises enforcement activities have been reported to Community Services Committee as per Committee request on a quarterly basis since 2007, in order to enhance transparency and access to information.

The information in this report aligns with what is posted on our online disclosure website of food premises inspection results established in 2004, which was first enhanced in 2007 and further updated in 2014, named “Check It! We Inspect it” (checkit.regionofwaterloo.ca)

Food premises inspection results are readily accessible to the public, online or by contacting Public Health directly, as part of the ongoing commitment to transparency and timely customer service.

Report: During the fourth quarter of 2018 there were 23 charges issued to 15 food premises under the Ontario Food Premises Regulation 493, and 1 premises was ordered to close, under the Health Protection and Promotion Act. (See Table 1: Food Safety Enforcement Activity).

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Food premises charges and closures can be viewed on the Check it! We Inspect it! Website. Public Health Inspection Reports are available on the website for two years. Charges and closures are posted on the Enforcement Actions page, for 6 months from the date of the charge or closure. Every food premises charged has the right to a trial and every food premises ordered closed under the Health Protection and Promotion Act has the right to an appeal to the Health Services Appeal and Review Board.

Ontario Public Health Standards:

The goal of the Food Safety program as outlined in the Ontario Public Health Standards is to prevent or reduce the burden of food-borne illness. Conducting routine inspections, complaint investigations, following up on suspect food-borne illnesses, and balancing education and enforcement for operators to achieve compliance with legislative requirements in food premises are among the activities that Public Health administers to reduce the burden of food-borne illness.

Under the Health Protection and Promotion Act, Region of Waterloo Council serves as Waterloo Region’s Board of Health. Boards of Health are expected to adhere to the Ontario Public Health Standards, which outline the expectations for providing public health programs and services. This report provides information related to compliance with the Food Safety Protocol of the Ontario Public Health Standards.

Corporate Strategic Plan:

Healthy, Safe and Inclusive Communities: Promote and support healthy living and prevent disease and injury.

Financial Implications:

Food premises enforcement activities are completed by Public Health Inspectors funded within Region of Waterloo Public Health’s existing base budgets for Public Health Mandatory Programs; the budgets are established by Regional Council (as the Board of Health) and are funded up to 75% by the province with the remainder funded by the local tax levy. The province provides an additional allocation of $59,100 in 100% base funding for enhanced food safety initiatives locally; this enables a larger number of inspections and re-inspections of permanent, seasonal or temporary food premises than would be accomplished within the cost shared budget.

Other Department Consultations/Concurrence:

Nil

Attachments:

Table 1: Food Safety Enforcement Activity 2905130 Page 2 of 7 14 14 January 29, 2019 Report: PHE-HPI-19-01

Prepared By: Aldo Franco, Manager, Food Safety, Recreational Water, Small Drinking Water Systems, Private Well Water

Approved By: Dr. Hsiu-Li Wang, Acting Medical Officer of Health Anne Schlorff, Acting Commissioner

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Table 1: Food Safety Enforcement Activity Closures

Name Of Establishment Reason for the Order Date of Order Status

1. Mother's Pizza Parlour Maintain the food premise in an unsanitary and Spaghetti House manner creating conditions deemed to be a October 26 Re- opened November 2 4391 King ST E, health hazard KITCHENER

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Charges

Name Of Establishment Date of Charges Charge Total Charge 1. STAR WOK CHINESE One Provincial Offence Notice issued on RESTAURANT October 2. 1. Fail to protect food from contamination $580 94 Bridgeport Rd E, or adulteration. $580 WATERLOO

2. ROLLING PEPPER Three Provincial Offence Notices issued 1. Fail to protect against harbouring of $1740 4-2 King ST N, on October 5. pest. $580 WATERLOO 2. Food Premise maintained in manner adversely affecting sanitary operation. $580 3. Store potentially hazardous foods at internal temperature between 4°C and 60°C. $580 3. HOFFMAN MINI-MART One Provincial Offence Notice issued on 1. Sanitize utensils using an agent for $75 124 Hoffman ST, October 3. which a test reagent is not readily KITCHENER available. $75

4. TASTE AT THE TANNERY One Provincial Offence Notice issued on 1. Food premise is not maintained with $75 R30-121 Charles St W, October 4. clean floors in food-handling room. KITCHENER $75

5. MOTHER'S PIZZA One Provincial Offence Notice issued on 1. Food Premise maintained in manner $580 PARLOUR AND October 4. adversely affecting sanitary operation. SPAGHETTI HOUSE $580 4391 King ST E, KITCHENER

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Name Of Establishment Date of Charges Charge Total Charge 6. YUMMY CHONGQUING Two Provincial Offence Notices issued 1. Fail to protect against harbouring of $1160 6A-150 University Ave W, on October 9. pest. $580 WATERLOO 2. Food Premise maintained in manner adversely affecting sanitary operation. $580 7. TITO'S 2 FOR 1 PIZZA Two Provincial Offence Notices issued 1. Fail to protect food from contamination $1160 165 Fisher Mills Rd, on November 5. or adulteration. $580 CAMBRIDGE 2. Food Premise maintained in manner adversely affecting sanitary operation. $580 8. PHOENIX CUISINE One Provincial Offence Notice issued on 1. Food premise is not maintained with $75 11-851 Fischer Hallman November 14. clean floors in food-handling room. Rd, KITCHENER $75 9. GREEN GARDEN One Provincial Offence Notice issued on 1. Food Premise maintained in manner $580 RESTAURANT November 26. adversely affecting sanitary operation. 28 Northumberland ST, $580 AYR

10. CITY PIZZA Two Provincial Offence Notices issued 1. Use handwashing station other than $655 1170 Fischer-Hallman Rd, on December 4. for handwashing of employees. $75 KITCHENER 2. Fail to protect food from contamination or adulteration. $580

11. SADAQUAT HALAL FOOD One Provincial Offence Notice issued on 1. Food premise maintained in manner $575 MARKET December 5. adversely affecting sanitary operation. B-427 Belmont Ave W, $575 KITCHENER

12. WATERLOO CENTRAL Two Provincial Offence Notices issued 1. Offer for sale potentially hazardous $1160 SUPERMARKET on December 7. food at internal temperature between

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Name Of Establishment Date of Charges Charge Total Charge 140 University Ave W, 4Cand 60C. $580 WATERLOO 2. Food Premise maintained in manner adversely affecting sanitary operation. $580 13. OMEGA FAMILY One Provincial Offence Notice issued on 1. Fail to protect food from contamination $580 RESTAURANT December 7. or adulteration. $580 685 Fischer-Hallman RD, KITCHENER

14. CHICAGO PUB AND One Provincial Offence Notice issued on 1. Maintain potentially hazardous food at $575 BILLIARDS December 12. internal temperature between 4C and 9-725 Ottawa St S, 60C. $575 KITCHENER

15. CHEN'S RESTUARANT Three Provincial Offence Notices issued 1. Food Premise maintained in manner $1740 19-170 University Ave W, on December 17. adversely affecting sanitary operation. WATERLOO $580 2. Fail to protect food from contamination or adulteration. $580 3. Maintain potentially hazardous food at internal temperature between 4C and 60C. $580

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Report: PDL-CUL-19-02 Region of Waterloo

Planning, Development and Legislative Services

Cultural Services

To: Chair Elizabeth Clarke and Members of the Community Services Committee

Date: January 29, 2019 File Code: D25-01

Subject: Doors Open Waterloo Region 2018

Recommendation:

For information.

Summary:

Doors Open Waterloo Region celebrated its 16th year in 2018, welcoming over 12,300 visitors to 34 sites of architectural, historical, social and/or technological significance. This free event is an important opportunity for the residents of our region to experience the places that help to shape the character and authenticity of where we live. Planning for this year’s event, to be held Saturday September 21, 2019, is underway and the theme for 2019 will be “Water”. The Consulting contract for 2019 will be awarded to the same Doors Open Waterloo Region Coordinators who have effectively and efficiently provided these specialized services to the Region for the past 16 years.

Report:

The year 2018 marked the 16th anniversary of Doors Open Waterloo Region (DOWR). The event is part of a province-wide initiative of the Ontario Heritage Trust to celebrate community heritage, which attracts more than 575,000 visitors to more than 1,200 sites annually. Of the 45 Doors Open events that take place in communities across Ontario, Waterloo Region is consistently ranked near the top for number of visitors and number of participating sites.

The aim of DOWR is to facilitate the understanding and enjoyment of local architecture and built heritage; to celebrate the community's history; and to build relationships

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between building owners, the business community, the cities and townships, the heritage community, and community volunteers. This free event allows visitors access to properties that are either not usually open to the public, or would normally charge an entrance fee.

Doors Open Waterloo Region (DOWR) was held on Saturday, September 15, 2018. Thirty-four locations throughout Waterloo Region opened their doors to over 12,300 visitors. Since the first Doors Open Waterloo Region event in 2003, there has been an average of 11,164 site visits annually, which indicates the sustained popularity of the event.

The theme for the 2018 Doors Open Waterloo Region event was “Places, Patterns + Plans”, and focussed on urban planning and land use, infrastructure and engineering, public spaces, transportation and architecture. Theme related sites included: adaptively reused industrial sites, post-secondary educational institutions, farms, municipal infrastructure and services and businesses connected to the planning and building of this region. The participating sites included many first-time participants, as well as a good number of popular sites from past years.

In a collaborative attempt in 2018, to increase attendance and to develop further ties with the local tech sector, DOWR partnered with Startup Open House (www.startupopenhouse.com). Startup Open House is a series of free drop-in events at technology sites in Waterloo Region, Ottawa, Montreal, Toronto, Quebec, Calgary and Vancouver. The event is geared toward students, job seekers, investors, and curious neighbours. It was an excellent complement to run concurrently with DOWR.

Programming Highlights from Doors Open Waterloo Region 2018:

• Kick-off Event: In 2018, Doors Open Waterloo Region was preceded by a kick-off event for the first time. On Friday, September 14, “A Place for All Seasons” celebrated thirty years of the Friends of the Governor's House and Gaol, sixteen years of continuous Doors Open participation for the Waterloo County Gaol and Governor’s House, and a new installation of four rehabilitated and decorated original Gaol cell doors within the site’s Four Season Garden. This event was co-sponsored by the Region of Waterloo, The Friends of the Governor's House and Gaol, and the Ontario Heritage Trust. As a result, lasting connections were made between Ontario Heritage Trust staff and our local heritage organizations.

• Talks: Every year Doors Open Waterloo Region arranges and hosts free talks, delivered by volunteer experts. The talks are staged at participating sites during the event and speak to the broader Doors Open mandate of engaging with and interpreting our built environment. All seven of the 2018 talks saw full attendance, and were titled: 2865544 Page 2 of 6

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o What is a city? Interpreting change in the urban landscape o Designing our neighbourhoods: Trends and influences over 150 years o Carnegie libraries: A legacy of form and function o Who was Charlie Voelker? The birth of Waterloo’s suburban neighborhoods o Renewal and transformation: The modernization of Martin Luther University College (formerly Waterloo Lutheran Seminary) o Brubacher House: Historic icon on an ultra-modern campus o The gift to be simple: The religious and secular art of Nancy Lou Patterson

• Art Exhibition: Memories of Utopia, a collaboration of Doors Open Waterloo Region, Laird Robertson of NEO Architecture Inc., and visual artists Heather Kocsis, Michelle Purchase, Brian Douglas, Joe Martz and Melissa Doherty, was created especially for Doors Open Waterloo Region 2018. The exhibition opened the day of the event. The exhibition was mounted at NEO Architecture Inc., exploring architecture and built environments through different media: painting, sculpture, printmaking, and photography. The exhibition was visited by 230 people on September 15.

• Hands-on Activities: Every year, Doors Open Waterloo Region seeks to enhance the experiences of visitors and hosts alike by encouraging participating sites to offer hands-on activities related to their sites. This deepens visitor appreciation for the diversity of Waterloo Region. Just a few of the Doors Open Waterloo Region 2018 offerings included art activities, skilled trades workshops, scavenger hunts, bell ringing, market gardening, and interactive artifact exhibits

Doors Open By the Numbers:

• Doors Open Ontario has reported that 92% of Ontario’s population lives within a municipality that has participated in Doors Open, and that the province-wide program stimulates an estimated annual contribution of $5 million to local economies; • 50,000 copies of the printed Doors Open Waterloo Region Map and Guide were distributed across the region; • The Doors Open Waterloo Region web page tallied over 10,000 views with over 35,000 views of the digital Google Map of event sites; • 261 Visitor Surveys were submitted providing helpful information including: o 75% of visitors rated Doors Open Waterloo Region as ‘Excellent’ and an additional 23% rated the event as ‘Good’; o 16% of visitors were from outside Waterloo Region, travelling as far as 2865544 Page 3 of 6

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Lewiston NY, Massachusetts, London (ON) and Toronto; o 37.5% of visitors were participating for the first time in Doors Open Waterloo Region. o Most visitors (40%) found out about the 2018 event through a newspaper/magazine article.

Feedback:

When for comments about the event, visitor responses included:

• “A good cross section of Waterloo Region” • “Great way to get to know the neighbourhood” • “Please have more days for it! Saturday alone is not enough for just Kitchener. I want to see Cambridge and Waterloo.....so much goodness to see, not enough time” • “I never thought I’d be so excited about cement and engineering but @rideion’s tour of the King Street Grade Separation was riveting! Thanks @doorsopenwr for providing this opportunity”

Media Coverage:

The local Doors Open event was promoted province-wide through the Doors Open Ontario brochure, which has a circulation of 1 million copies annually, most of which are inserted in community newspapers, and received outstanding media attention, being featured in the local print media as well as on radio and television. In addition to the five purchased advertisements in the Waterloo Region Record, the event received in-kind promotion through Regional and Area Municipal partners such as: intranet distribution; e-newsletters, website coverage and social media coverage, digital sign and digital screen listings and in recreation guides. Targeted news releases, public service announcements and digital media kits were sent to television, radio, online news, and daily and weekly and specialty print media in Waterloo Region, and Southwestern Ontario. This campaign resulted in:

• CTV Kitchener News feature that aired in the days leading up to the event • More than 21 print or blog articles (Waterloo Region Record, Cambridge Times, Waterloo Chronicle, Kitchener Post, Woolwich Observer, London Free Press, Vancouver Sun, Regina Leader-Post, Brantford Expositor, Kingston Whig- Standard, Stratford Beacon-Harold) and 3 live radio interviews (CBC K-W, 570 News and CKWR); • Coverage on dozens of websites including: Guelph Mercury-Tribune; KW Now; Toronto.com; Found Locally; Ontario Travel/Attractions Ontario; Westjet; Explore 2865544 Page 4 of 6

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Waterloo Region; Canadian Architect; Architectural Conservancy of Ontario (North Waterloo); Canadian Interiors; University of Waterloo, Wilfrid Laurier University among many many more.

Next Steps:

Planning for this year’s event, to be held Saturday September 21, 2019, is underway and the chosen theme is “Water”. The event coordinators will continue to work with participating sites to be well prepared to accommodate large numbers of visitors, specifically focusing on signage and controlling the size of tour groups, and the reconsideration of hosting the event over two days instead of one.

The Region will procure consulting services to co-ordinate Doors Open Waterloo Region in 2019 through the annually renewed budget of under $50,000. The consultants selected have provided these specialized consulting services to the Region for the past 16 years, and have a proven record of accomplishment for efficient and effective service.

Area Municipal Consultation/Coordination: Area Municipal staff is consulted each year concerning the selection of sites. Area Municipalities also promote the event through various channels.

Corporate Strategic Plan: Doors Open Waterloo Region supports Strategic Objective 1.3, Enhance arts, culture and heritage opportunities to enrich the lives of residents and attract talent and visitors.

Financial Implications: Doors Open is funded by the Region of Waterloo through the Planning, Development and Legislative Services Operating Budget and coordinated by Photographic Memory, a Waterloo-based heritage event management company. Media sponsorships are an important contribution to publicizing the event and in-kind contributions by The Record, the City of Waterloo, the City of Kitchener, Woolwich Township and the City of Cambridge are gratefully acknowledged.

Total funding by the Region in 2018 was approximately $49,900 including $5,500 in paid advertising. Additional in-kind sponsorship by local businesses and media sponsors is estimated at a value of $63,900.

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Other Department Consultations/Concurrence: Nil.

Attachments:

Nil.

Prepared By: Bridget Coady, Cultural Heritage Principal Planner

Approved By: Rod Regier, Commissioner, Planning, Development and Legislative Services

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Report: PHE-PSV-19-02 Region of Waterloo Public Health and Emergency Services Paramedic Services

To: Chair Elizabeth Clarke and Members of the Community Services Committee

Date: January 29, 2019 File Code: P05-12

Subject: Paramedic Services Master Plan Implementation Update

Recommendation:

For information

Summary: To provide context for the 2019 Paramedic Services Budget Issue Paper, this report is intended to provide an update on progress on the Paramedic Services Master Plan implementation as well as updates to performance data, specifically: a) Response Time performance b) Unit Utilization and contributing factors c) Hospital Offload delay d) Paramedic Services Peer Comparison update

The 2017-2027 10-year Paramedic Services Master Plan recommended: • Near-term strategies for effective deployment of Paramedic Services • Near-term implementation of required resourcing to attain a 35% unit utilization target • Resourcing forecasts to maintain 35% unit utilization (UU) to year 2027 and beyond. • Additional support staff in the areas of logistics, performance standards and supervision to enable our transition from an “efforts based” Paramedic Service to a “performance based” one.

Overall, Regional Council has approved budget increases in 2017 and 2018 (following approval of the Master Plan in 2016) that are in alignment with the 10-year Master Plan

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recommendations. The investments have resulted in slight improvements in response times in the context of significant growth in call volumes; however, during the same period, the service has experienced an increase in hospital off-load delay and has seen minimal progress on improving unit utilization.

Report:

This report is intended to provide an update on progress on the Paramedic Services Master Plan implementation as well as updates to specific performance data.

The 10-year Master Plan had recommended:

• Near-term strategies for effective deployment of Paramedic Services • Near-term implementation of resources and associated support staff to attain a 35% unit utilization target • Resourcing forecasts to maintain 35% unit utilization to year 2027 and beyond. • Additional support staff in the areas of logistics, performance standards and supervision to enable our transition from an “efforts based” Paramedic Service to a “performance based” one.

Regional Council has approved budget increases in the 2017 and 2018 budget cycles (following approval of the Master Plan in 2016) that are in alignment with the 10 year Master Plan recommendations. As a result, the Service has been able to slightly improve response times in the context of significant growth in call volumes; however, during the same period, the service has experienced an increase in hospital off-load delay and has seen minimal progress on improving unit utilization.

The additional resources added by year include:

2016 • 2- 12 hour units added to deployment - 10 FTE paramedics • Realignment of deployment plan to call distribution • 1 FTE Operations Supervisor 2017 • 3- 12 hour units added to deployment – 15 FTE paramedics • 1 FTE Support and Logistics personnel to ensure that vehicles are ready and available and in compliance with MOHLTC requirements. • 2 FTE Operations Supervisor • 1 FTE Operations Manager – Special project with North Deployment station • 12 FTE Community Liaison Officer – PAD Coordination and Community Relations

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• 1 FTE Regulatory and Compliance Officer – Ambulance Service Review and adherence to regulatory standards

2018 • • 2 – 12 hour units added to deployment – 10 FTE paramedics • Data Analyst position – performance metrics, trending analysis and forecasting • 1 FTE Operations Supervisor • 1 FTE Training Coordinator – training of staff and returning staff from leaves • 1 FTE Labour Relations advisor • 0.5 FTE Return to work specialist (HR) - yet to be implemented in 2019 • 2 FTE Logistic and Support personnel to ensure that vehicles are ready and available and in compliance with MOHLTC requirements.

Since 2015, response volumes have increased by 23% and patients transported from scene to hospital emergency departments have increased by 16% (See Appendix A). This notwithstanding, response times to medical emergencies have improved overall by 6% due to resourcing levels being increased by seven 12-hr ambulance shifts as well as refinements made to deployment strategies over the same time frame.

Waterloo Region has adopted a Unit Utilization target of 35% through the Master Plan for its Paramedic Service – meaning, it has established a target of likely 65% availability for the next call. To date, the Service’s unit utilization rates ranges between 41-42% system wide, translating into likely 58-59% availability of an ambulance for the next call (see Appendix D).

Two key factors have contributed to an absence of improvement in Unit Utilization:

• Increasing response volumes, driven mainly by increasing population growth (mostly seniors). Response volumes are increasing faster than anticipated in the Master Plan, and are running about 1.5 to 2 years growth in advance (see Appendix B). • Increasing hospital Emergency Department (ED) offload delays (see Appendix C).

Offload delay is defined as offload hours in excess of 30 minutes. Over the last 3 years, Emergency Department offload delay incidents increased by 230%, and offload delay hours have more than doubled, from 3,594 hours in 2015 to 8,060 hours in 2018. (See Appendix C)

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Off-load delay is driven largely by health system capacity issues, and is being experienced by services across the Province. Senior management of Paramedic Services and the Region are engaging hospital executives to jointly and actively work on addressing the offload issue in our local hospitals. To that end, discussions at the hospital CEO level have been initiated by the Region’s CAO. Addressing offload delay will not be an overnight fix and may take considerable time, before benefits are fully realized.

Regional Council’s investments in additional resourcing have reduced the difference in resourcing levels between Region of Waterloo Paramedic Services and its Paramedic Service peers. Region of Waterloo Paramedic Services currently operates with approximately 20% fewer paramedics, which is an improvement from 30% fewer paramedics in 2016; and with approximately 10% fewer ambulances, an improvement from 15% fewer ambulances in 2016. (see Appendix E NOTE: Percentages (%) in the chart are round to the nearest 5 %)

Next Steps

APEXPro Consulting has been re-engaged to assist Paramedic Services in the coming months to revisit the current Master Plan projections as well as make any necessary adjustments to future forecast models to ensure they are reflecting accurate trending. They will also assist Paramedic Services in tackling the issue of offload delays with the hospitals, including examining best practices and solutions in other jurisdictions, to identify actions to reduce the impact of offload on the Service’s ability to respond.

The 2019 Budget Issues Papers currently before Regional Council include a request for additional Paramedic Services resources.

Approval is being requested for a 12-hour ambulance per the Master Plan recommendation for 2019, plus a second 12-hour ambulance to address response volumes which are escalating more rapidly than anticipated by the Master Plan and to help advance unit utilization to the desired 35% target.

Addition of both 12-hour ambulances requested in the budget issue paper would enable the Service to address the growing call volumes while it works with the hospitals to address off-load delay. Off-load delay will take time to resolve. Future improvements in off-load delay may allow us to defer adding additional ambulances in future years.

Corporate Strategic Plan:

Healthy, Safe and Inclusive Communities 4.5 Enhance community safety and crime prevention.

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Responsive and Engaging Government Services 5.4 Ensure Regional programs and services are efficient, effective and provide value for money.

Financial Implications:

Over the past several years the Region has made significant investments in Paramedic Services in order to implement the Paramedic Services Master Plan and improve several key performance measures. Below is a summary of the annual approved operating budget and Regional tax levy, as well as capital program additions and FTE additions approved by Council over the past 3 years.

History of Budget Increases for Paramedic Services 2016-2018 ($millions)

2016 2017 2018

Gross Operating Expenditures $26.6 $29.9 $33.9

Net property tax levy $13.0 $14.8 $16.5

Addition to capital program $0.6 $18.7 $1.1

Staffing Additions (FTE) 10.5 23.0 16.0

In order to continue with the implementation of the Master Plan and address escalating response volumes, the 2019 Paramedic Services Budget Issue Paper proposes the addition of 2 – 12 hour ambulances as well as the required staff and equipment to operate the ambulances. A summary of the preliminary 2019 base operating budget as well as the proposed 2019 Budget Issue Paper is as follows:

Proposed 2019 Budget for Paramedic Services ($millions)

2019 Proposed Total Paramedic Services 2018 2019 2019 base Budget Proposed final base budget Issue 2019 budget budget increase Paper increase

Gross operating $33.9 $35.1 $1.2 $1.0 $2.2

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expenditure

Net property tax levy $16.5 $17.0 $0.5 $0.5 $1.0

Addition to capital $0.7 $0.7 program

Staffing Additions(FTE) 12 12

The Paramedic Services Operating Budget is funded 50% by the Province (through the Ministry of Health and Long Term Care) and 50% by Regional property taxes. The new provincial government has not yet indicated its intended level of funding for 2019. While provincial funding is not available for capital expenditure, the Province does provide 50/50 funding for the related amortization costs. The Region also recovers a small % of growth related capital costs through regional development charges.

Other Department Consultations/Concurrence:

Finance Department

Attachments

Nil

Prepared By: Stephen Van Valkenburg, Chief Paramedic Services

Approved By: Dr Hsiu-Li Wang, Acting Medical Officer of Health Anne Schlorff, Acting Commissioner

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Appendix A – 3-Year Response Trends

From 2015 to 2018, response volumes have increased by 23% and patients transported from scene to hospital ER have increased by 16%. This notwithstanding, response times to medical emergencies have improved by 6% overall - this, because RoW Paramedic Services resourcing levels were increased by seven 12-hr ambulance shifts and refinements have been made in aligning deployment of resources to call patterns

+2-12 hr +3-12 hr +2-12 hour ambulances ambulances ambulance

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Appendix B – Response Volumes: Projected vs Actual Response volumes are running approximately 1.5 to 2 years in advance of expected growth. This increase is driven mainly by population growth, in particular growth in the seniors’ population.

2018 Response Volumes Currently 8.6 % higher than Master Plan Projections

Master Plan Forecasted Current

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Appendix C – Offload Delay Offload delay is defined as offload hours in excess of 30 minutes. From 2016 to 2018, ER offload delay incidents increased by 230%, from 4,573 in 2016 to 10,540 in 2018; and offload delay hours have increased by 375%, from 2,151 hours in 2016 to 8,060 hours in 2018.

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Appendix D – Additional Resourcing Timeline and Corresponding UU

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Appendix E – Current Paramedic Services Resourcing

Regional Council’s commitments to additional resource investments over the last 3 years have reduced the difference in resourcing levels between RoW Paramedic Services and their Paramedic Service peers. ROWPS currently operates with approximately 20% fewer paramedics (up from 30% fewer in 2016); and with approximately 10% fewer ambulances (up from 15% fewer in 2016).

(NOTE: Percentages shown above are rounded to the nearest 5%)

EMS PEERS WATERLOO (MEDIAN) PARAMEDICS PER 100,000 POP'N 49 2018 38 -20% 47 2016 34 -30% PEAK AMB'S PER 100,000 POP'N 4.0 2018 3.7 -10% 3.9 2016 3.3 -15%

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Report: CSD-HOU-19-03 Region of Waterloo Community Services Housing Services

To: Chair Elizabeth Clarke and Members of the Community Services Committee

Date: January 29, 2019 File Code: S13-20

Subject: Reaching Home: Canada’s Homelessness Strategy

Recommendation: That the Regional Municipality of Waterloo approve the following actions with regards to the federal Reaching Home: Canada’s Homelessness Strategy (RH), as outlined in report CSD-HOU-19-03, dated January 29, 2019:

c) Endorse the CAB recommendation that the Regional Municipality of Waterloo continue to serve in the role of Community Entity for the period April 1, 2019 to March 31, 2024.

Summary: Funding under the federal 2014-2019 Homelessness Partnering Strategy (HPS) ends March 31, 2019. Reaching Home: Canada’s Homelessness Strategy (RH) is a 10-year program that will replace the HPS on April 1, 2019. On December 24, 2018, the Region was informed of its allocation for the first five years of RH (2019-2024).

This report seeks approval for the Region to continue to serve as the Community Entity (CE) for RH funding and, in its capacity as such, enter into Agreements with the Federal

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Government of Canada for the period April 1, 2019 to March 31, 2024. It also seeks approval for the Region to enter into Agreements with Lutherwood for the period April 1, 2019 to March 31, 2021, subject to receipt of federal RH funding. This would allow for a continuation of existing investments in the redesigned Prioritized Access to Housing Support (PATHS) and Portable Home-Based Support (HBS) Teams that were launched April 1, 2018. It also allows for increased capacity through the PATHS Team to support people to transition from homelessness into affordable housing options with appropriate levels of support. Policy direction for the PATHS and HBS Teams meets the required outcomes of RH specific to coordinated access and ending chronic homelessness.

The Region of Waterloo is already in compliance with new RH requirements to implement coordinated access and the Homeless Individuals and Families Information System (HIFIS 4) by March 31, 2021. Region Staff are participating in several federal RH committees to support implementation of RH directives in other communities across Canada.

The preliminary 2019 Housing Operating Budget was amended to reflect an increase of $109,750 in Federal funding at the Budget Committee meeting held on January 16, 2019.

Report:

1.0 Background on Federal Investments in Homelessness 2001-2019 In 2000, the Federal Government announced the National Homelessness Initiative (NHI), including the Supporting Communities Partnership Initiative (SCPI), in response to the growing issue of homelessness across Canada. Council approved the Region’s participation as the CE to administer SCPI Phase I, Phase II, the Extension Year and the Regional Homelessness Fund between 2001 and 2007 (SS-01-061 [2001-2003], SS-03-073 [2003-2006] and SS-06-014 [2007]). In its role as CE, the Region is responsible for managing funded projects and for implementation of a Community Plan including regular reporting requirements. The NHI ended March 31, 2007.

On April 1, 2007, NHI was replaced by the Homelessness Partnering Strategy (HPS). HPS resembled the former NHI and the former SCPI. Council approved the Region’s continued participation as the CE for HPS from 2007 through 2019 (SS-07-008 [2007- 2009], SS-09-013 [2009-2011], SS-11-012 [2011-2014] and CSD-HOU-14-19 [2014- 2019]).

Since its initiation, it has been a requirement of Federal Government homelessness funding that a Community Advisory Board (CAB) be established to provide input and recommendations regarding local implementation. The CAB is comprised of various sector representatives involved in the area of homelessness to housing stability. A list of current CAB members is included in Appendix A.

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2.0 Reaching Home: Canada’s Homelessness Strategy 2019-2028 In 2018, as part of the National Housing Strategy, the Government of Canada announced a total investment of $2.2 billion for homelessness over 10 years through the launch of Reaching Home: Canada’s Homelessness Strategy (RH), the new federal program that replaces HPS on April 1, 2019. RH is a community-based program focused on preventing and reducing homelessness across Canada. Similar to HPS, it provides funding to communities to support their efforts in addressing local needs and specific homelessness priorities. However, RH also identifies new expectations for adopting a systems-based approach to ending homelessness, one that shifts away from emergency responses and focuses instead on longer-term solutions.

Under RH, communities will be required to demonstrate progress and tangible actions to improve their homelessness response by reporting publicly on results in an annual Community Progress Report, beginning in 2020/21(e.g., overall number of people experiencing homelessness and by priority populations, number of people prevented from experiencing homelessness). Communities will set their own targets for each outcome, with the exception of chronic homelessness where the target will be set at 50 percent reduction by 2027/28.

In addition, RH designated communities will be required to implement coordinated access and the Homeless Individuals and Families Information System (HIFIS) or similar database by March 31, 2022. The Region of Waterloo is already in compliance with these new requirements, given the work of the Housing Stability System Redesign over the last number of years (CSD-HOU-18-24). Region Staff are participating in several federal RH committees to support implementation of RH directives in other communities across Canada (e.g., HIFIS Working Group and Coordinated Access Working Group).

3.0 RH Allocations to the Region of Waterloo On December 24, 2018, the Government of Canada confirmed the amount of Waterloo Region’s allocation for the first five years of RH (2019-2024). The previous investment received from April 2014 to March 2019 was $2,871,734 under HPS (the final annual allocation was $809,041). This amount has now increased by $1,791,411 to $4,663,145 for the next five years. Below is a summary of annual RH allocations from the federal government:

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Reaching Home Increase from Funding Year (Apr. 2019 - Mar. 2024) Previous Year 2019/20 (Year 1) 809,041 146,333 2020/21 (Year 2) 809,041 0 2021/22 (Year 3) 1,015,021 205,980 2022/23 (Year 4) 1,015,021 0 2023/24 (Year 5) 1,015,021 0 $4,663,145 $352,813

The annual increase in funding for 2019/2020 is $146,833. A copy of the email correspondence outlining the 2014-2019 Regional RH allocation received from the Federal Government is included in Appendix B. As required, the Region will submit all necessary application materials for RH in January 2019.

4.0 RH Allocations to Service Providers The Region held a meeting with the CAB on January 17, 2019 to discuss and provide recommendations on the continued role of the Region as CE and funding direction for the additional RH funding allocated to the Region for 2019/20 and 2020/21. At this meeting, the CAB endorsed recommendations that the Region continue in the role as CE, to continue the existing funding allocations and that the additional allocation of $146,333 in 2019/20 be allocated to rent assistance administered through the PATHS Team, as further described below:

1) Prioritized Access to Housing Support (PATHS) Team RH defines coordinated access as a process where providers “work together to assess, triage and prioritize individuals for services in a consistent manner” (RH Application December 2018). In Waterloo Region, the coordinated access process specific to homelessness is called Prioritized Access to Housing Support (PATHS). The PATHS Framework was approved by Council in 2017 (CSD-HOU- 17-27) and Lutherwood was confirmed as the delivery agent for this service in 2018 (CSD-HOU-18-09/COR-TRY-18-24).

The PATHS Team receives funding through the Regional Homelessness to Housing Stability Strategy fund. Investments through RH beginning from April 1, 2019 will allow for no service gaps in the program and help to address pressures related to the lack of affordable housing. Funding used to help PATHS participants with rent assistance is nearly depleted. The RH initial increase of $146,333 for 2019/2020 will be targeted toward PATHS rent assistance, bridging the gap between the rent that people can afford on social assistance and actual cost of housing. This funding could support approximately 15 households to receive rent supports.

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2) Portable Home-Based Support (HBS) Team In Waterloo Region, access to housing support for people experiencing homelessness is coordinated through PATHS. The Portable Home-Based Support Program (HBS) helps people with greater depth of need to recover from homelessness and stay housed. HBS clients live in market rent units across the community and receive regular in-home visits from a support worker who also helps with brokering additional services from other community systems (e.g., mental health and addictions). A new HBS Framework was approved by Council in 2017 (CSD-HOU-17-26) and Lutherwood was recommended as the delivery agent for this service in 2018 (CSD-HOU-18-10/COR-TRY-18-25).

HBS is currently funded by the Provincial Home for Good and the former HPS funds. Continued investment through RH will allow for no service gaps in the program and further the community’s goals with ending chronic homelessness.

The overall Reaching Home allocation for 2019/2020 is as follows:

PATHS Team administration and staff $275,000 *Rent Assistance $146,333 HBS Team administration and staff $288,302 ROW Administration $99,406 Total $809,041 *New allocation in 2019/2020

Similar to HPS, RH will require a Community Plan. Further details about this requirement are not yet known. Allocations for the second increase of $205,980 beginning April 1, 2022 will be identified through the RH Community Plan. The RH Community Plan and this additional allocation will be the subject of a future report to Council.

Quality of Life Indicators: Addressing homelessness aligns with Economic Well-Being (e.g., increased access to affordable housing); Social Inclusion and Equity (e.g., housing support positively impacts participants’ sense of belonging and community participation); Physical and Emotional Well-Being (e.g., housing support positively impacts participants’ daily functioning and how they feel about their life) and Relationships (e.g., through access to housing stability workers that provide support).

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Corporate Strategic Plan: This report addresses the Region’s Corporate Strategic Plan 2015-2018, Focus Area 4: Healthy, Safe and Inclusive Communities and specifically Strategic Objective 4.3.1 to “Implement the Homelessness to Housing Stability Strategy”.

Financial Implications: Programs under the Reaching Home: Canada’s Homelessness Strategy are 100 percent federally funded. The increased funding of $146,333 is in addition the current allocation of $662,708 and will total $809,041 for 2019/20. At Budget Committee on January 16, 2019 the 2019 Housing Services operating budget was increased by the prorated amount of $109,750 (75 percent of $146,333) gross and will be funded entirely by RH grants.

Other Department Consultations/Concurrence: Finance was consulted on this report.

Attachments Appendix A CAB Membership

Appendix B Correspondence from Service Canada

Prepared By: Angela Pye, Manager, Housing Services

Approved By: Douglas Bartholomew-Saunders, Commissioner, Community Services

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Appendix A CAB Membership List

Name Agency Sector Sherri McDermid Lutherwood Service Provider (CAB Co-Chair) Ann Crawford Region of Waterloo, Housing Regional Government (CAB Co-Chair) Services Angela Pye Region of Waterloo, Housing Regional Government Services Jessica Bondy House of Friendship Service Provider Donna Dubie KW Urban Native Wigwam Project Service Provider; Aboriginal Lynn Macaulay HHUG Community Group Lynn Perry Cambridge Shelter Corporation Service Provider Linda Terry Social Planning Council of Social Planning Council Cambridge and North Dumfries Joe Mancini K-W Working Centre for the Service provider Unemployed Blair Philippi Waterloo Wellington Local Health Health Integration Network Deb Schlichter Region of Waterloo, Housing Regional Government Services Christiane Sadeler Waterloo Region Crime Prevention Regional Government; Council Crime Prevention Elizabeth Clarke YW K-W Service Provider Nancy Bird United Way Waterloo Region Funder Communities Judith Binder Canada Mortgage and Housing Housing Corporation Lisa Voll-Leggo Thresholds Mental Health; Housing Suzi Gursoy Participant Action Group Lived Experience Charles Nichols Homelessness Awareness Week Lived Experience John Halbländer Service Canada Federal Government

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Appendix B Service Canada Email Correspondence

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Report: CSD-CHS-19-01 Region of Waterloo Community Services Children’s Services To: Chair Elizabeth Clarke and Members of the Community Services Committee Date: January 29, 2019 File Code: S04-20 Subject: Potential Impacts of Bill 66 on Child Care and Early Years Programs

Recommendation: That the Regional Municipality of Waterloo submits this report, CSD-CHS-19-01, dated January 29, 2019 to the Ministry of Education as feedback regarding the Province’s proposed amendments, as part of the Restoring Ontario’s Competitiveness Act (Bill 66), to the Child Care and Early Years Act, 2014.

Summary: A memo was released on December 6, 2018 summarizing four proposed amendments to the Child Care and Early Years Act, 2014 (CCEYA) as part of the Restoring Ontario’s Competitiveness Act (Bill 66). This report summarizes the proposed amendments related to the CCEYA and identifies potential impacts. See PDL-LEG-19-04 and PDL-CPL-19-01/PDL-LEG-19-03 (dated January 8, 2019) for a summary of other potential impacts of Bill 66. Two of the proposed amendments focus on changing age ratios in both licensed and unlicensed home child care. Staff is most concerned about these two proposed amendments. Staff is concerned these changes may negatively impact the safety and quality of care for young children in Waterloo Region. Further analysis of local home child care ratios and trends is needed to determine what, if any, impact to the number of licensed child care spaces the proposed changes will have. Two amendments (related to authorized recreation and skill-building programs and in-home child care) are not expected to have significant local impact due to the programs’ minimal use in Waterloo Region. Staff at the Region of Waterloo will continue to analyze potential impacts of policy changes and will provide CSD-CHS-19-01, dated January 29, 2019 as a formal submission to the Ministry of Education. The Region of Waterloo Home Child Care program will develop policies and procedures in response to any legislative changes that maintain quality and safety of licensed home child care. 2893922 v.2 Page 1 of 4 46 January 29, 2019 Report: CSD-CHS-19-01 46

Report: 1.0 Background A memo was released on December 6, 2019 by the Ministry of Education summarizing four proposed amendments to the Child Care and Early Years Act, 2014 (CCEYA) as part of the Restoring Ontario’s Competitiveness Act (Bill 66). The second reading of Bill 66 is set for February 19, 2019 and amendments will not be in effect until after Bill 66 is passed. The CCEYA came into effect in 2015 and sets provincial standards for licensed child care in areas such as staff/child ratios, physical environment, staff qualifications, and children’s health and wellbeing. The CCEYA is monitored and enforced by the Province. The proposed amendments are related to home child care (three amendments) and authorized recreation and skill building programs (one amendment). In Waterloo Region there are two licensed home child care agencies (Region of Waterloo Home Child Care Program and Wee Watch) and no authorized recreation and skill building programs related to the amendments. 2.0 Amendments Related to Home Child Care Ages & Ratios Two of the proposed amendments identified in Bill 66 are changes to age restrictions regarding ratios and maximum number of children being cared for in home child care settings (both licensed and unlicensed). Proposal 1: Lowering the age at which home child care providers must count their own children towards the maximum allowable number of children in care, from 6 to 4 years old. Proposal 2: Increasing the number of young children that home child care providers can have in their care, from two under 2 years old to three under 2 years old. Safety of children and quality of the child care are the most important considerations in determining age ratios in home child care. The CCEYA currently allows a licensed home child care provider to care for a maximum of six children under age 13 (maximum for unlicensed providers is five). The provider’s own children under age 6 are included in the maximum – with a number of exceptions related to if their 4 or 5 year-old(s) are attending full-day kindergarten. The maximum number of children applies regardless of the number of adults in the home. The proposed amendments could allow some caregivers to care for more children, given their 4 and 5 year-old children would no longer count toward the total. If the legislation is passed, however, licensed home child care agencies, including the Region of Waterloo Home Child Care Program, would continue to have discretion to set their own program policies regarding ratios and placements of children. Further analysis of local home child care ratios and trends is needed to determine what, if any, impact to the number of licensed child care spaces the proposed changes will have.

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Home child care providers are independent operators and decide how many children and of what age they will accept within the regulations. Staff is concerned that both of these changes may negatively impact safety and/or quality of the home child care program through increasing the number of children and/or number of very young children (e.g., under age 2) under the care of one child care provider. There is also concern that the unlicensed home child care sector may become more attractive to caregivers if licensed home child care programs choose to impose stricter ratio guidelines than the CCEYA. 2.0 Amendment related to In-Home Child Care The third proposal is related to providing licensed home child care in a family’s own home. Proposal 3: Removing the restriction that a parent must receive financial assistance before in-home services can be provided for their child. The in-home model for providing licensed home child care in a family’s own home instead of the licensed caregiver’s home is not widespread in Waterloo Region or the Province. It has been only used been used in exceptional circumstances such as to meet the needs of medically fragile children or in families with multiple births (e.g., triplets). Current regulations restrict its use to families receiving child care fee subsidy. The proposal removes that requirement, so in-home licensed child care could be provided to families regardless of whether or not they receive subsidy. This proposed change is not expected to influence the use of this model locally. Complex considerations in areas such as liability, safety, and insurance limit the use of in-home licensed child care at this time. Further local research is needed to determine the demand for and feasibility of expanding the in-home model of licensed home child care in Waterloo Region.

3.0 Amendment related to Authorized Recreation and Skill Building Programs The fourth proposal adjusts the age categories for authorized recreational and skill building programs. Proposal 4: Reducing the age requirement for authorized recreational and skill building programs that serve children after school from 6 to 4 years old. Authorized recreation and skill building programs currently serve children ages 6-12 for up to three hours per day providing recreation programs after school. These programs are exempt from ratio or staffing qualifications that are required of licensed child care programs offering before and after school programs. This proposed changed is not expected to have any immediate local impact. There are currently no authorized recreation and skill building programs that provide before and after school care in Waterloo Region (CSD-CHS-16-25, dated September 13, 2016). Instead, before and after-school programs (licensed child care or school-board operated) are offered at over 95% of local elementary schools. 2893922 v.2 Page 3 of 4 48 January 29, 2019 Report: CSD-CHS-19-01 48

Significant concern about this proposal was expressed in conference calls with municipalities with authorized recreation and skill building programs in their communities. There is concern about the quality of programs for and safety of young children ages four and five when placed in settings with no guidelines around ratios and staffing qualifications.

4.0 Next Steps Staff will continue to engage with other municipal and home child care partners to build understanding of potential implications of changes and develop coordinated approaches to providing feedback will provide CSD-CHS-19-01, dated January 29, 2019 as a formal submission to the Ministry of Education. Region staff will continue to seek clarity and direction from Ministry of Education staff regarding policy changes. If the proposed changes are finalized, Region of Waterloo Home Child Care will evaluate options and develop a local approach to implementing changes. All policies and practices will continue to prioritize safe and quality child care for all children in the home.

Quality of Life Indicators: High quality, affordable and accessible licensed child care aligns with the following Quality of Life Indicators: economic well-being; social inclusion and equity; physical and emotional well-being; skills development; and relationships.

Corporate Strategic Plan: This report addresses the Region’s 2015-2018 Corporate Strategic Plan, Focus Area 4: Healthy, Safe and Inclusive Communities and Strategic Objective 4.1: Support early learning and development.

Financial Implications: Nil.

Other Department Consultations/Concurrence: If Bill 66 is passed, Legislative Services will be involved with any required modifications to service agreements.

Prepared By: Bethany Wagler-Mantle, Social Planning Associate, Children’s Services Roger Gilbert, Manager, Home Child Care, Children’s Services Barbara Cardow, Director, Children’s Services

Approved By: Douglas Bartholomew-Saunders, Commissioner, Community Services

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Report: CSD-DES-19-01/PHE-19-01 Region of Waterloo Community Services Public Health and Emergency Services

To: Chair Elizabeth Clarke and Members of the Community Services Committee

Date: January 29, 2019 File Code: F25-20

Subject: Social Planning Council of Cambridge and North Dumfries Request for Funding of 2020 Region Wide Community Trends Report

Recommendation

Report:

The Social Planning Council of Cambridge and North Dumfries received funding from the Region to produce Community Trends Reports for Cambridge and North Dumfries between 2008 and 2014. Discussions on the potential of expanding the scope of the report began in 2010/2011 and in 2015, with funding from the Region, the Social Planning Council completed a review of its Trends Report format in order to update the framework of the report, and to determine what would be required to create a report with content spanning all of Waterloo Region. Since 2015, no Regional funding has been provided for this report.

A request has been received from the Social Planning Council for $148,500 in funding to allow for the completion of a Region-wide Community Trends Report for 2020 (see Appendix 1). Specifically, this request proposes including information on each municipality in Waterloo Region in a future report, to ensure a comprehensive, regional approach to reporting community trends. Requested funding would be used for 2.5 staff positions within the Social Planning Council as well as the support costs for staff.

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the 2018 Community Trends Report to determine what benefits may exist from the potential expansion of this report. The review considered: a) The report’s quality and the extent to which information in the report was accurate and new, b) The report’s value to assist in future planning and decision making for Regional programs, and c) The report’s potential benefit to citizens and to community agencies. The review resulted in four main findings: First, the overall purpose, framework and methodology of the 2018 Community Trends report were not clearly presented. This limits the report’s value for citizens, community partners, and the Region, because it is difficult to draw conclusions based on the report’s select scope and content. Second, while it was determined that the report contains some unique local data that is of some value, the majority of content duplicates information already produced by the Region or by community agencies in Waterloo Region. For example, the Region recently published 10 Census Bulletins that provide diverse, recent community trend information on each area municipality in Waterloo Region (Available at: www.regionofwaterloo.ca/en/regional-government/census.aspx). Third, while there is a significant volume of information presented, the report provides limited synthesis to explain the data’s implications for citizens, or for planning and decision making. This further limits the report’s value for citizens, community partners, and the Region. Fourth, the proposed expanded scope would significantly overlap with already-funded work underway by Wellbeing Waterloo Region, Smart Waterloo Region and related initiatives (for example, forthcoming results of the Region-wide Community Wellbeing Survey and an interactive Community Trends Dashboard). While an expanded version of the report may provide some unique content, there is significant overlap between the Social Planning Council’s proposed project, and the aforementioned community initiatives that have already been funded and are currently underway. Reporting community trends is challenging work. Regional staff members commend the Social Planning Council for their work on the 2018 Community Trends report. However, after considering results of the review, Regional staff recommend taking no action on the funding requested for an expanded Community Trends Report for 2020. Staff also note that a number of community organizations have expressed support for the Social Planning Council’s request. Given that level of support, an alternate approach for the Social Planning Council to consider would be a collaborative funding partnership between the Social Planning Council and the organizations who would use the proposed Trends report for their various purposes. This would be similar to the recent approach to funding a joint citizen survey, in which 16 partner organizations (including the Region), contributed funding to support a joint survey, conducted by the Canadian Index of Wellbeing.

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Corporate Strategic Plan:

Nil

Financial Implications:

Nil

Other Department Consultations/Concurrence:

Staff from Planning, Development and Legislative Services and the CAO’s office were consulted in the Community Trends Report review, and in the preparation of this report.

Attachments

Appendix 1 – Social Planning Council of Cambridge and North Dumfries Request for Funding Letter

Prepared By: Ross Graham, Manager, Strategic and Quality Initiatives, Community Services Jessica Deming, Epidemiologist, Epidemiology and Health Analytics, Public Health and Emergency Services

Approved By: Douglas Bartholomew-Sanders, Commissioner, Community Services Dr. Hsiu-Li Wang, Acting Medical Officer of Health, Public Health and Emergency Services Anne Schlorff, Acting Commissioner, Public Health and Emergency Services

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Appendix 1

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Report: COR-TRY-19-10 Region of Waterloo Corporate Services Treasury Services

To: Chair Elizabeth Clarke and Members of the Community Services Committee

Date: January 29, 2019 File Code: F27-50

Subject: Regional Development Charge Grants for Affordable Housing Projects and Habitat for Humanity

Recommendation:

1) Establish a policy for the term of Council that a grant be provided to cover the cost of Regional Development Charges for housing built as a Habitat for Humanity project, to be funded from the Delivering Opportunities for Ontario Renters (DOOR) funds; and

2) Establish a policy for the term of Council that a grant be provided to cover the cost of Regional Development Charges for Council-approved Affordable Rental Housing projects, to be funded from Delivering Opportunities for Ontario Renters (DOOR) funds.

Summary: Nil

Report:

Since 2001, Regional Council has approved a policy for the term of Council allowing for a grant to be provided to Habitat for Humanity for the full value of Regional Development Charges (RDC) funded from the Housing Incentives Reserve. A summary of the grants provided over the past five terms of Council is shown below:

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Council Term RDC Grants Provided Habitat for Humanity Units

2001-2003 $ 58,794 9 Single Detached, 2 Semi-Detached

2004-2006 $ 65,140 5 Single Detached, 3 Townhouse

2007-2011 $124,900 19 Townhouse

2011-2014 $182,576 20 Townhouse, 2 Apartment

2015-2018 $328,760 22 Townhouse

The above noted grants were funded by Regional property taxes in the form of contributions to the Housing Incentives Reserve.

The Region has also historically provided grants to cover Regional Development Charges to support the development of Council approved Affordable Rental Housing projects in the Region. During the 2015-2018 term of Council a total of $940,300 in RDC grants was provided to the community through Regional property taxes in the form of contributions to the Housing Incentive Reserve.

Habitat for Humanity Request

Habitat for Humanity has submitted formal correspondence (attached as Appendix A) requesting that the Region provide a grant to cover the full cost of Regional Development Charges for Habitat for Humanity housing projects over the term of Council. The current building proposal for Habitat for Humanity includes the development of a minimum of 22 new units over the next 4 years, which would require a grant of $17,013 (2019 townhome rate) per unit, or $374,286 in total.

Recommended Policy for this Term of Council

It is recommended that the policy of providing a grant to cover the cost of Regional Development Charges for housing built as Habitat for Humanity projects and Affordable Housing Projects built in Waterloo Region be adopted for the current term of Council, to be funded from Developing Opportunities for Ontario Renters (DOOR) funds. In 2007, the Region received a DOOR funding allocation of $11.4 million from the Provincial government. This funding has the flexibility to be used to meet affordable housing needs identified as a priority within the community. To date the funding has been used to fund six new affordable rental projects (100 units), acquire land for future affordable housing developments and provide bridge funding to three non-profit providers to acquire sites and existing buildings, as the Province’s funding model would not allow these projects to proceed otherwise. There is approximately $2.64 million of uncommitted DOOR funds remaining.

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Sections 107 and 110 of the Municipal Act provide legislative authority for the Region to make the recommended grants both to non-profit housing providers, including Habitat for Humanity, and to qualifying for-profit affordable housing providers (by way of a municipal capital facilities by-law).

Corporate Strategic Plan:

This report supports the Corporate Strategic Plan objective to work collaboratively to increase the supply and range of affordable housing and reduce homelessness under Strategic Focus Area 4, Healthy and Inclusive Communities.

Financial Implications:

Funds set aside in previous years in the Housing Incentives Reserve are nearly fully utilized (approximately $145,000 remaining), and there is currently no ongoing budgeted reserve contribution. The current balance of uncommitted DOOR funds is approximately $2.64 million. Currently, there are three affordable housing proponents approved to construct approximately 91 units, of which 61 units would be eligible for RDC grants based on previous Council approved reports. The RDC grants for these proponents would be approximately $752,800 at this time. The total funds remaining in the Housing Incentive reserve (approximately $145,000) will be depleted in providing these Council approved grants. The remaining grants ($607,800) would be funded through the use of the DOOR funding.

The number of new Affordable Housing builds beyond these commitments remains unknown at this time. Staff await further details on new programs under the 10-year bi- lateral housing agreement signed between the federal and provincial government in April 2018 and federally-approved affordable rental housing projects under the National Housing Strategy which impact the number of new affordable units build in this term of Council.

Based on the projected number of Habitat for Humanity projects and Council approved Affordable Rental Housing projects, the proposed policy to provide a grant for the full cost of Regional Development Charges would require a minimum of $982,086 (based on current RDC rates) over the next four years. This would leave approximately $1.66 million in DOOR funding available for future Council approved affordable housing before this funding source is depleted.

The exact number of additional units that this will cover will depend on the mix between apartment and townhome units, but staff estimate that the $1.66 million will support grants for the full cost of Regional Development Charges for between 100 and 110 additional units. At such time as the DOOR funds are fully depleted, a report with a recommendation on future funding options for Regional Development Charge grants will be provided to Council for consideration.

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Other Department Consultations/Concurrence:

Community Services Department staff has been consulted in the preparation of this report.

Attachments:

Appendix A - Letter dated December 5, 2018 from Tracey Appleton, Chair of the Board of Directors and Karen Coviello, CEO, Habitat for Humanity Waterloo Region

Prepared By: Shauna Calder, Manager of Finance

Approved By: Craig Dyer, Commissioner, Corporate Services/Chief Financial Officer

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Appendix A

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Council Enquiries and Requests for Information Community Services Committee Meeting date Requestor Request Assigned Department Anticipated Response Date 30-Jan-18 CS Committee Provide a report looking at the Public Health and Late 2018 municipal costs for needle disposal and Emergency Services consideration of providing funding to area municipalities to offset these costs; and the options and costs for additional resources to improve needle disposal throughout Waterloo Region

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