the corporation of the county of wellington social

The Corporation of the County of WellingtonSocial Services Committee

Agenda

January 11, 20171:00 pm

County Administration CentreGuthrie Room

Members: Warden Dennis Lever; Councillors Anderson (Chair), Black, Davidson, L. White, Mayor Cam Guthrie

Pages

1. Call to Order

2. Declaration of Pecuniary Interest

3. Webster Place Construction Project - Status Report #5 3 - 3

4. 2017 Budget - Social Services 4 - 29

5. Housing

5.1 Affordable and Social Housing Strategy Presentation 30 - 62

Ms. Eden Grodzinski, JPMC Consulting

5.2 Promoting Affordable Housing Act 63 - 64

5.3 Social Infrastructure Fund - Investment in Affordable Housing Update 65 - 65

5.4 Social Infrastructure Fund - Social Housing Improvement ProgrammeUpdate

66 - 66

5.5 Social Housing Electricity Efficiency Programme Update 67 - 68

6. Children's Early Years Division

6.1 Guelph Montessori School - Notice of Termination 69 - 70

6.2 Little Folks Montessori - Request for Purchase of Service Agreement 71 - 73

6.3 Capital Request / Rockwood and Erin - Verbal Update

7. Ontario Works

7.1 20,000 Homes Campaign Update 74 - 75

7.2 Child Support Exemption and Family Support Unit Transition Plan 76 - 77

7.3 Ontario Works Statistics 78 - 79

8. Closed Meeting

9. Rise and Report

10. Adjournment

Next meeting date February 8, 2017 or at the call of the Chair.

2

COMMITTEE REPORT

To: Chair and Members of the Social Services Committee

From: Kevin Mulholland, Construction & Property Manager

Date: Wednesday, January 11, 2017

Subject: Webster Place Construction Project - Status Report #5

Work completed to

date

- Masonry contractor has continued the brick installation

- Misc. steel installation has continued

- Spray foam installation has begun

- Steel stud installation has continued

- Window installation has continued

- M&E rough ins have continued

- Wood roof framing is complete

Work to be completed

in the next month

- Masonry contractor will continue brick installation

- Misc. steel installation will continue

- Spray foam installation will continue

- Steel stud installation will be completed

- Precast floor topping will get installed

- Elevator installation is scheduled to begin

- Roofing will begin

- Insulation & drywall will begin

- M&E rough ins will continue

- Window installation will be completed

Status of construction

schedule

- Completion is currently scheduled for late May/early June, 2017

C.O.’s approved since

last meeting

5

Total change orders

approved to date

16

Net value of C.O.’s

approved to date

$253,646.70

Recommendation:

That the Webster Place Construction Project Status Report be received for information. Respectfully submitted,

Kevin Mulholland Construction & Property Manager

3

COMMITTEE REPORT


From: Ken DeHart, County Treasurer


Subject: 2017 Budget – Social Services

Background:

The 2017 budget package for Social Services is respectfully submitted for the Committee’s consideration. Attachments: a. Programme information page b. Proposed 2017 Operating Budget c. Proposed 2017-2021 Programme Budgets d. Proposed 2017-2021 Capital Budget e. Explanation of major budget items f. User fees and charges

Overall Budget Impact The following table provides a comparison of the 2017 tax levy impacts for the City and County relative to the approved 2016 budget.

COUNTY OF WELLINGTON

2017 SOCIAL SERVICES NET BUDGET COMPARISON - OPERATING & CAPITAL

(all figures in $000s)

Approved 2016

County Budget

2016 Budget

Projections

for 2017

Proposed 2017

County Budget

% Change from

2016 Projections

for 2017

% Change from

2016 Approved

Budget

City Tax Levy Requirement

Social Housing 17,546$ 17,724$ 17,520$ -1.2% -0.1%

Ontario Works 3,387$ 3,085$ 3,076$ -0.3% -9.2%

Children's Early Years 2,882$ 2,924$ 2,824$ -3.4% -2.0%

Total 23,815$ 23,733$ 23,420$ -1.3% -1.7%

County Tax Levy Requirement

Social Housing 4,515$ 4,619$ 4,845$ 4.9% 7.3%

Ontario Works 1,601$ 1,544$ 1,581$ 2.4% -1.2%

Child Care Services 950$ 988$ 1,015$ 2.7% 6.8%

Affordable Housing 500$ 500$ 500$ 0.0% 0.0%

Total 7,566$ 7,651$ 7,941$ 3.8% 5.0%

4

The tax impact of the overall 2017 Social Services Budget is an increase of 5% for the County and a 1.7% decrease for the City. There are also a number of future challenges which could have significant budget impacts in the medium and longer term including:

End of operating agreements for Social Housing providers

Responsibility for the Ontario Early Years and Family Centres

Future Affordable Housing capital opportunities

State of the local economy

Recommendation:

That the attached 2017 Operating Budget and 2017-2021 Capital Budget for Social Services be approved and forwarded to the Administration, Finance and Human Resources Committee. Respectfully submitted,

Ken DeHart, CPA, CGA County Treasurer

5

Programme Overview

Programme/Service: Social Housing

Department: Social Services

Governance: Social Services Commi ee

Programme Descrip on

Administra on and management of 1189 County‐owned social housing units for low income tenants

Administra on and funding of 1565 non‐profit and co‐opera ve housing units owned by 21 non‐profit housing corpora ons for low and moderate income tenants

Administra on of approximately 419 housing units under rent supplement agreements with landlords to reduce rents for low income tenants

Coordinated Access ‐ maintaining the Centralized Wai ng List for social housing access

Administra on of Home Ownership agreements

Community Homelessness Preven on Ini a ve – Several homelessness programmes including rent bank, emergency energy funds, housing stability programme, emergency shelter payments, and agency grants are provided.

Housing and Homelessness Plan – local community plan with strategic direc ons to support municipal and community outcomes in social/affordable housing and homelessness.

As Consolidated Municipal Service Manager, the County delivers these services in a specific geographic area which includes both the County of Wellington and the City of Guelph. The net municipal cost is appor oned to the County and City based on the prior residence of the tenant.

2017 Budget Highlights

Wellington Housing Corpora on assumed ownership of the property located at 440 King Street in Mount Forest as of January 1, 2017. Opera ng and capital costs have been updated to reflect the costs an cipated to operate the project in compliance with all health and safety requirements and to maintain the property in a sa sfactory manner.

The budget includes the addi on of a Homelessness System Coordinator (0.8 FTE). Addi onal provincial funding is being used to offset the cost

The 2017‐2021 capital budget invests $15 million in facility improvements at County owned units. The County’s por on is funded through the Housing Capital Reserve and the City por on of capital funding is based on the average prior year residence of tenants in county owned buildings.

The Social Housing Improvement Programme (SHIP) is a capital retrofit programme that aims to improve and preserve the quality of social housing. An evalua on process will be used to allocate funds to the social housing providers based on the highest priority of need.

Staff Complement

(Full me equivalents)

2016

2017

Social Housing 41.4 42.2

Total 41.4 42.2

Current employee count: 59

6


2017 OPERATING BUDGET

Programme/Service: Social Housing



2016 2016 2017 $ Change % Change

Prelim Actuals Budget Budget Budget Budget

Revenue ($26,418,506) ($27,924,400) ($28,412,400) ($488,000) 1.7%

Grants & Subsidies $6,883,909 $7,425,500 $7,695,900 $270,400 3.6%

Municipal Recoveries $14,175,507 $15,249,700 $15,417,300 $167,600 1.1%

Licenses, Permits and Rents $5,292,942 $5,200,000 $5,250,000 $50,000 1.0%

User Fees & Charges $66,148 $49,200 $49,200 $ ‐ ‐

Total Revenue $26,418,506 $27,924,400 $28,412,400 $488,000 1.7%

Expenditure $29,107,177 $30,939,300 $31,757,400 $818,100 2.6%

Salaries, Wages and Benefits $3,330,512 $3,618,100 $3,788,700 $170,600 4.7%

Supplies, Material & Equipment $297,780 $366,400 $393,400 $27,000 7.4%

Purchased Services $6,104,047 $7,025,800 $7,359,700 $333,900 4.8%

Social Assistance $17,405,765 $17,962,000 $18,170,000 $208,000 1.2%

Transfer Payments $1,015,068 $1,015,100 $1,015,100 $ ‐ ‐

Insurance & Financial $279,651 $283,400 $307,500 $24,100 8.5%

Internal Charges $674,354 $668,500 $723,000 $54,500 8.2%

Total Expenditure $29,107,177 $30,939,300 $31,757,400 $818,100 2.6%

Net Opera ng Cost/(Revenue) $2,688,671 $3,014,900 $3,345,000 $330,100 10.9%

Transfers

Transfer from Reserves $ ‐ $ ‐ ($12,000) ($12,000) ‐

Transfer to Reserves $1,500,000 $1,500,000 $1,512,000 $12,000 0.8%

Total Transfers $1,500,000 $1,500,000 $1,500,000 $ ‐ ‐

NET COST / (REVENUE) $4,188,671 $4,514,900 $4,845,000 $330,100 7.3%

7


2017-2021 Budget ForecastSOCIAL HOUSING

(all figures in $000's)

# of 2016 2017 2018 2019 2020 2021units

Programme ExpendituresTenant Subsidies: -Non Profit and Coop Housing 1,530 12,325$ 12,090$ 12,150$ 12,211$ 12,272$ 12,334$ -County Owned Social Housing 1,189 12,886$ 12,923$ 13,327$ 13,799$ 13,953$ 14,380$ -Rent Subsidies 419 2,020$ 2,221$ 2,225$ 2,229$ 2,233$ 2,237$ Wellington Housing Corporation 35 326$ 330$ 313$ 316$ 320$ Community Homelessness Prevention Initiative 3,976$ 4,091$ 4,321$ 4,404$ 4,490$ 4,577$ Administration 2,684$ 2,908$ 3,030$ 3,164$ 3,311$ 3,462$ Transfer to Reserves 1,500$ 1,512$ 1,512$ 1,512$ 1,512$ 1,512$

Total Programme Expenditures 35,392$ 36,071$ 36,896$ 37,633$ 38,087$ 38,821$ yr/yr % change 0.7% 1.9% 2.3% 2.0% 1.2% 1.9%

Programme FundingCounty Owned Social Housing Rent 5,200$ 5,250$ 5,250$ 5,250$ 5,250$ 5,250$ Federal Subsidy 3,156$ 3,098$ 3,006$ 2,875$ 2,508$ 2,369$ Provincial Subsidy 4,172$ 4,599$ 4,939$ 5,293$ 5,363$ 5,363$ Recoveries 49$ 49$ 49$ 49$ 49$ 49$ Reserve Transfers 753$ 709$ 734$ 759$ 784$ 784$

Total Programme Revenue 13,330$ 13,705$ 13,978$ 14,226$ 13,954$ 13,815$ yr/yr % change -3.3% 2.8% 2.0% 1.8% -1.9% -1.0%

Municipal Property Taxes 22,061$ 22,366$ 22,918$ 23,407$ 24,133$ 25,007$ yr/yr % change 3.2% 1.4% 2.5% 2.1% 3.1% 3.6%

City of Guelph 17,547$ 17,520$ 17,781$ 18,139$ 18,678$ 19,314$ County of Wellington 4,514$ 4,845$ 5,136$ 5,268$ 5,455$ 5,692$

Staffing Levels 2016 2017# of Full Time Equivalent positions 41.4 42.2

8


2017‐2021 CAPITAL BUDGET

Programme/Service: Social Housing Services



Gross Project Costs (Uninflated $000's) Source

of Financing

Subsidy &

Project Descrip on 2017 2018 2019 2020 2021 Total Recoveries Reserves

Social Housing Housing Services Capital Improvements $2,800 $2,900 $3,000 $3,100 $3,200 $15,000 $11,295 $3705 Social Housing Improvement Programme $1,200 $1,200 $2,400 $2,400 Wellington Housing Corpora on 440 King Street E. Mount Forest $80 $195 $214 $144 $49 $682 $682 Total $4,080 $4,295 $3,214 $3,244 $3,249 $18,082 $13,695 $4,387

Source of Funding by Year

Recoveries $2,100 $2,200 $2,300 $2,300 $2,400 $11,300

Subsidy $1,200 $1,200 $2,400

Reserves $780 $895 $914 $944 $849 $4,382

Total Financing $4,080 $4,295 $3,214 $3,244 $3,249 $18,082

9

Social Housing 2017-2021 Major Capital Projects ($000's) LOCATION 2017 2018 2019 2020 2021

GUELPH OH-1 A18C, MOHAWK/DELAWARE

Driveway Resurfacing 86

Siding Replacement 100

Vinyl Window Replacement 335

LOCATION TOTAL - 435 - - 86

GUELPH OH-2/4 A27C, 263 SPEEDVALE

Parking Lot Resurfacing 200

Roof Replacement Design/Construction 25

Aluminum Window Replacement 10

LOCATION TOTAL 200 - - - 35

GUELPH OH-3 A19C, ALGONQUIN/FERNDALE

Site Improvements 220 345 255

Shingle Replacement 210


Vinyl Window Replacement 15 422

LOCATION TOTAL - 220 345 270 821

GUELPH OH-5 A20C, APPLEWOOD/SUNESET


Vinyl Window Replacement 20 596

LOCATION TOTAL - 20 846 - -

GUELPH OH-7 A22C, 576 WOOLWICH

Kitchen Cupboard Replacement 8

Elevator Retrofit 5 175

MUA Replacement 160

Patio Door Replacement 240

LOCATION TOTAL 245 175 - - 168

GUELPH OH-8 A15C, 232 DELHI/33 MARLBOROUGH

Kitchen Cupboard Replacement 20 440

Roof Replacement 33 Marl 20 556

MUA Replacement 332

Mansard Siding Replacement 100

Aluminum Window Replacement 340

Replace Watermain 33 Marl 200

Balcony Repairs/Waterproofing/Railings 250

LOCATION TOTAL 532 20 690 360 656

GUELPH OH-9 AO7C, WILLOW/DAWSON

Shingle Replacement 10

Siding Replacement 25 377

LOCATION TOTAL - - 25 377 10

10

Social Housing 2017-2021 Major Capital Projects ($000's) LOCATION 2017 2018 2019 2020 2021

GUELPH OH-12 A17C, 229 DUBLIN Kitchen Cupboard Replacement 6 LOCATION TOTAL - - - - 6

GUELPH OH-13 A03C, 387 WATERLOO Kitchen Cupboard Replacement 286 Parking Lot Resurfacing 200 MUA Replacement 10 110 LOCATION TOTAL - - 10 396 200

GUELPH OH-14 A12C, HADATI/MOUNTFORD Kitchen Cupboard Replacement 100 Driveway Resurfacing 45 Siding Replacement 95 Vinyl Window Replacement 250

LOCATION TOTAL 445 45 - - -

GUELPH OH-15 A04C, 130 GRANGE Kitchen Cupboard Replacement 20 288 Elevator Retrofit 8 175 Parking Lot Resurfacing 89 LOCATION TOTAL 8 195 288 - 89

GUELPH OH-16 A06C, 411 WATERLOO Kitchen Cupboard Replacement 156 MUA Replacement 5 110 Mansard Siding Replacement 90 LOCATION TOTAL 5 200 - 156 -

GUELPH OH-17 A31C, 32 HADATI Site Improvements 150 Parking Lot Resurfacing 10 100 MUA Replacement 10 140

LOCATION TOTAL 10 250 10 140 -

ARTHUR OH-1 Edward St. A25C Concrete Walkways/patios 75 Parking Lot Resurfacing 40 LOCATION TOTAL 115 - - - -

ARTHUR OH-3 FREDERICK ST. A10C Concrete Walkways/patios 50 Kitchen Cupboard Replacements 29

LOCATION TOTAL - 50 - - 29

ELORA OH-1 A09C, 221 Mary Street Kitchen Cupboard Replacement 20 106 Parking Lot Resurfacing 60 LOCATION TOTAL - - - 80 106

11

Social Housing 2017-2021 Major Capital Projects ($000's) LOCATION 2017 2018 2019 2020 2021 ERIN OH-1 A23C, 22 Church Parking Lot Resurfacing 15 Aluminum Window Replacement 49 LOCATION TOTAL 15 - - - 49 ERIN OH-2 A05C, 14 Centre Kitchen Cupboard Replacement 5 90 Shingle Replacement 87 MUA Replacement 50 Siding Replacement 30 LOCATION TOTAL 5 140 - 117 - FERGUS OH-1 A21C, Edinburgh Ave. Site Improvements 110 Parking Lot Resurfacing 25 Shingle Replacement 90 Siding Replacement 110 LOCATION TOTAL 225 110 - - - FERGUS OH-2 A26C 500 Ferrier Ct. Kitchen Cupboard Replacement 3 155 Aluminum Window Replacement 257 LOCATION TOTALS - - - 260 155 HARRISTON OH-1 ELIZABETH ST. A28C Parking Lot Resurfacing 10 Site Improvements 40 Aluminum Window Replacement 110 LOCATION TOTAL 160 - - - - HARRISTON OH-2 56 MILL ST. A13C Parking Lot Resurfacing 18 LOCATION TOTAL 18 - - - - MT. FOREST OH-2 A11C, 450 Albert St. Parking Lot Resurfacing 60 Balcony Repairs/Waterproofing/Railings 120 Remove Asbestos Ceiling In Corridor 10 150 LOCATION TOTAL 10 150 120 - 60 PALMERSTON OH-1 DERBY ST. A14C Parking Lot Resurfacing 20 LOCATION TOTAL - 20 - - - PALMERSTON OH-2 A16C, 212 Whites Rd. Site Improvements 75 LOCATION TOTAL 75 - - - - PALMERSTON FP1/63 A02E Siding Replacement 60 Vinyl Window Replacement 5 120 LOCATION TOTAL - 5 180 - - Total County Locations 623 475 300 457 429 Total Guelph Locations 1,445 1,560 2,214 1,699 2,071 Social Housing Building Retrofits 733 865 486 944 700 Grand Total 2,800 2,900 3,000 3,100 3,200 12

COUNTY OF WELLINGTON 2017 Budget – Social Services

Explanation of Significant Budget items Social Housing ‐ Operating

The budget includes the addition of a full time Homelessness System Coordinator with a start date of March 1, 2017. The cost of this position is offset by additional provincial funding under the CHPI programme. Additional staff changes are FTE and cost neutral. These changes include the removal of the Housing Special Projects Manager from the budget, the addition of a full time Accounting Analyst position, as well as several changes in responsibilities among staff.

Payments to non‐profit and co‐op housing providers reflect the new index figures released by the province in the fall. This budget line represents a 1.9% decrease relative to the 2016 budget. The largest reason for this decrease is the removal of Mount Forest Non Profit ($145,000) from this budget area due to the transfer of this property to Wellington Housing Corporation as of January 1, 2017. Other changes related to end of operating agreements and updated contingency estimates have also contributed to the savings.

Staff have incorporated an increase of $140,000 to the utility line ($105,000 hydro and $35,000 gas) to better reflect the significantly higher costs being experienced across the province.

Rent revenue at the County owned social housing units has been increased by $50,000 to better reflect actual rents collected in 2016.

The budget estimates a City tax levy requirement for housing in the amount of $15.42 million. This is an increase of 1.1% over the 2016 requirement of $15.25 million. The County tax levy requirement is $4.85 million. This is an increase of 7.3% over the 2016 requirement.

Social Housing ‐ Capital

Capital spending on County owned social housing units totals $15 million over the five year forecast. The County’s portion ($3.7 million) is funded through the Housing Capital Reserve and the City portion ($11.3 million) of capital funding is based on the average prior year residence of tenants in county owned buildings.

The Social Housing Improvement Programme (SHIP) is a capital retrofit programme that aims to improve and preserve the quality of social housing. As the Service Manager, the County will evaluate and approve funding allocations to the social housing providers based on the highest priority of need. The programme will span two years and is fully funded by the Province.

Wellington Housing Corporation – Operating

Wellington Housing Corporation assumed ownership of the property located at 440 King Street in Mount Forest as of January 1, 2017. The budget for this property has been removed from the non‐profit budget line and has been reflected separately in the budget documents.

The operating budget has been updated to reflect the costs anticipated to operate the project in compliance with all health and safety requirements and maintain the building in a satisfactory manner.

County costs in 2017 are projected to be $299,000. Wellington Housing Corporation – Capital

Projected capital costs over the five year plan total $682,000 for repairs that have been identified in the recently completed Building Conditions Audit (BCA). These costs will be funded using a capital reserve set up by Wellington Housing Corporation.

13

Programme Overview

Programme/Service: Affordable Housing




Under the Affordable Housing Programme the County provides the following services in both Guelph and Wellington:

New Rental Housing – administer capital incen ves to mul ‐residen al owners to build and operate new rental housing for moderate income households available at affordable market rents

This budget specifically reflects opera ng costs and revenues associated with County‐owned affordable housing projects including:

Fergusson Place, a 55‐unit rental housing project in Fergus

Webster Place, a 55‐unit rental housing project in Fergus

182 George Street, a 10‐unit rental housing project in the village of Arthur

250 Daly Street, an 11‐unit rental housing project to be located in Palmerston

An annual contribu on to the Housing Development Reserve Fund


Opera ng Budget: The County’s contribu on to the Housing Development Reserve Fund remains at $500,000 in 2017

The opera ng budget for Webster Place and 250 Daly Street, Palmerston have been built into the 5‐year plan with expected occupancy in July 2017 and January 2018, respec vely

The addi on of a full me Custodian to be cost split between Fergusson Place and Webster Place. The cost of the posi on is offset by the removal of the cleaning contract.

Capital Budget: $3.2 million for the construc on of 11 affordable housing units in Palmerston

Facility improvements at 165 and 169 Gordon Street in Fergus and 182 George St in Arthur.

Staff Complement


2016

2017

Affordable Housing 0.1 0.6

Total 0.1 0.6


14



Programme/Service: Affordable Housing



2016 2016 2017 $ Change % Change


Revenue ($770,287) ($788,600) ($1,053,400) ($264,800) 33.6%

Grants & Subsidies $197,680 $205,700 $205,200 ($500) (0.2%)

Licenses, Permits and Rents $571,867 $582,900 $848,200 $265,300 45.5%

User Fees & Charges $740 $ ‐ $ ‐ $ ‐ ‐

Total Revenue $770,287 $788,600 $1,053,400 $264,800 33.6%

Expenditure $723,365 $765,800 $984,100 $218,300 28.5%

Salaries, Wages and Benefits $1,349 $3,800 $44,500 $40,700 1,071.1%


Purchased Services $378,035 $403,200 $559,300 $156,100 38.7%


Minor Capital Expenses $2,224 $ ‐ $ ‐ $ ‐ ‐

Debt Charges $301,059 $302,000 $300,500 ($1,500) (0.5%)

Total Expenditure $723,365 $765,800 $984,100 $218,300 28.5%

Net Opera ng Cost/(Revenue) ($46,922) ($22,800) ($69,300) ($46,500) 203.9%

Transfers

Transfer to Reserves $500,000 $522,800 $569,300 $46,500 8.9%

Total Transfers $500,000 $522,800 $569,300 $46,500 8.9%

NET COST / (REVENUE) $453,078 $500,000 $500,000 $ ‐ ‐

15


2017-2021 Budget ForecastAFFORDABLE HOUSING


# of 2016 2017 2018 2019 2020 2021units

Programme ExpendituresFergusson Place 55 684$ 691$ 698$ 707$ 716$ 709$ Webster Place 55 -$ 257$ 523$ 533$ 544$ 555$ 182 George Street (Arthur) 10 105$ 106$ 108$ 111$ 113$ 115$ Palmerston 11 -$ -$ 103$ 106$ 108$ 110$ Reserve Transfer 500$ 500$ 500$ 500$ 500$ 500$

Total Programme Expenditures 1,289$ 1,553$ 1,933$ 1,956$ 1,980$ 1,989$ yr/yr % change 0.8% 20.5% 24.5% 1.2% 1.2% 0.4%

Programme FundingAffordable Housing Rent 583$ 848$ 1,230$ 1,254$ 1,279$ 1,304$ Provincial Subsidy 206$ 205$ 203$ 202$ 201$ 185$

Total Programme Revenue 789$ 1,053$ 1,433$ 1,456$ 1,480$ 1,489$ yr/yr % change 1.3% 33.6% 36.1% 1.6% 1.7% 0.6%

Municipal Property Taxes 500$ 500$ 500$ 500$ 500$ 500$ yr/yr % change 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

16



Programme/Service: Affordable Housing Services



Gross Project Cost (Uninflated $000's) Sources

of Financing

Subsidy &


Affordable Housing

Palmerston Affordable Housing $3,200 $3,200 $1,500 $1,700

182 George St Building Retrofits $10 $14 $25 $5 $37 $91 $91

169 Gordon Building Retrofits $30 $30 $30 $30 $30 $150 $150

165 Gordon Building Retrofits $63 $10 $30 $16 $10 $129 $129

Total $3,303 $54 $85 $51 $77 $3,570 $1,500 $2,070


Subsidy $1,500 $1,500

Reserves $1,803 $54 $85 $51 $77 $2,070

Total Financing $3,303 $54 $85 $51 $77 $3,570

17


2017 Budget – Social Services Explanation of Significant Budget items

Affordable Housing ‐ Operating

A full time Custodian has been added to the budget starting July 1, 2017 with the costs split between Fergusson Place and Webster Place. The cost is almost completely offset by the removal of the existing cleaning contract.

The operating budget for Webster Place assumes occupancy for July 2017.

The budget includes the new Palmerston Affordable Housing building and assumes occupancy starting in January 2018. This building is expected to operate close to break even.

The combined operations of the affordable housing building are expected to generate surplus of approximately $69,000 which will be transferred to the Affordable Housing Reserve in 2017.

From 2018‐2023 annual surpluses of affordable housing projects are expected to be in excess of $150,000 due to a full‐year of operation of Webster Place (which is mortgage‐free). A portion of the projected annual surplus ($50,000) will be transferred to the Green Initiatives Reserve to refund savings generated by the hydro co‐generation project at Webster Place. Any remaining surplus will be transferred to the Affordable Housing Reserve.

The County’s contribution to the Housing Development Reserve Fund remains at $500,000 for 2017

Affordable Housing – Capital

In order to ensure that the County is able to fully utilize available provincial funding, the capital plan includes $3.2 million for the construction of 11 affordable housing units in Palmerston.

Facility improvements at 165 and 169 Gordon Street in Fergus and 182 George St in Arthur total $370,000 over the five‐years. These projects will be funded through the Housing Capital Reserve.

18

Programme Overview

Programme/Service: Ontario Works




Ontario Works provides temporary financial assistance to residents in need while they are ac vely assisted in becoming employed and achieving self reliance. Income assistance includes allowances for basic needs, shelter as well as other benefits prescribed in the regula ons to those applicants who meet mandatory eligibility requirements. Employment supports include the development of par cipa on plans, counseling, life skills programmes, training and placements.

The Cost Recovery Division is primarily responsible for programme accountability. These services include eligibility review, assis ng in the pursuit of family support, overpayment recovery and client appeal processes.

Employment Resource Centre: Offers a wide range of employment services including access to computers, local job pos ngs, photocopying, public telephones and material on employment related topics.

Employment and Life Skills Workshops are delivered to all members of the public on numerous employment and life skills topics facilitated by professional staff.

Immigrant Se lement Services: Assists newcomers in our community in gaining access to the economic, social, health, cultural, educa onal, and recrea onal services that they require.

Grant funding to local agencies or collabora ve groups to address important social issues such as domes c violence, substance misuse, elder abuse and poverty.

As Consolidated Municipal Service Manager, the County delivers these services in a specific geographic area which includes both the County of Wellington and the City of Guelph. The net municipal cost is appor oned to the County and City based on the residence of the recipient.


The municipal cost share of Ontario Works falls to 2.8% (from 5.8%) in 2017.

Budget es mates for 2017 reflect a 2.5% adjustment for projected caseload increase, as well as a 2% adjustment for rate increase.

The budget includes the removal of two temporary case workers hired in 2016 to assist with ongoing provincial SAMS so ware issues.

Expansion of the County rural transporta on programme for low income individuals to make medical, social services, employment and legal appointments.

The 2017‐2021 capital budget includes facility improvements at the administra ve offices in Guelph and Fergus. A provision of $1 million is included in 2018 to renovate the third floor of 129 Wyndham St. to move towards an integrated intake and consolida on of Social Services in downtown Guelph.

Staff Complement


2016

2017

Ontario Works 70.8 68.8

Total 70.8 68.8

Current Employee Count: 77 19






2016 2016 2017 $ Change % Change


Revenue ($23,062,576) ($24,528,500) ($26,335,100) ($1,806,600) 7.4%

Grants & Subsidies $20,186,168 $21,082,100 $23,220,600 $2,138,500 10.1%

Municipal Recoveries $2,814,385 $3,387,300 $3,075,500 ($311,800) (9.2%)

Other Revenue $55,378 $49,000 $28,000 ($21,000) (42.9%)

Internal Recoveries $6,645 $10,100 $11,000 $900 8.9%

Total Revenue $23,062,576 $24,528,500 $26,335,100 $1,806,600 7.4%

Expenditure $26,060,499 $26,129,600 $27,916,000 $1,786,400 6.8%

Salaries, Wages and Benefits $5,770,470 $6,210,100 $6,203,900 ($6,200) (0.1%)

Supplies, Material & Equipment $140,886 $185,000 $165,200 ($19,800) (10.7%)

Purchased Services $449,842 $419,800 $468,200 $48,400 11.5%

Social Assistance $18,353,310 $17,973,000 $19,629,100 $1,656,100 9.2%

Transfer Payments $24,829 $24,800 $24,800 $ ‐ ‐


Internal Charges $1,242,412 $1,245,600 $1,344,400 $98,800 7.9%

Total Expenditure $26,060,499 $26,129,600 $27,916,000 $1,786,400 6.8%

Net Opera ng Cost/(Revenue) $2,997,923 $1,601,100 $1,580,900 ($20,200) (1.3%)

Transfers

Total Transfers $ ‐ $ ‐ $ ‐ $ ‐ ‐

NET COST / (REVENUE) $2,997,923 $1,601,100 $1,580,900 ($20,200) (1.3%)

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2017-2021 Budget ForecastONTARIO WORKS


2016 2017 2018 2019 2020 2021

Programme ExpenditureIncome Support 17,178$ 18,768$ 19,478$ 20,218$ 20,987$ 21,788$ Ontario Works Administration & Support 7,973$ 8,102$ 8,345$ 8,564$ 8,818$ 9,080$ Immigrant Settlement Services 342$ 350$ 357$ 367$ 378$ 389$ Addiction Services Initiative 131$ 134$ 137$ 139$ 144$ 148$ Funding for Agencies 505$ 562$ 580$ 583$ 586$ 589$

Total Programme Expenditure 26,130$ 27,916$ 28,897$ 29,871$ 30,913$ 31,994$

yr/yr % change 3.4% 0$ 0$ 0$ 0$ 0$

Programme FundingProvincial Subsidy 20,756$ 22,877$ 24,198$ 25,027$ 25,920$ 26,839$ Federal Subsidy 326$ 344$ 344$ 344$ 344$ 344$ Other 59$ 39$ 39$ 39$ 39$ 39$

Total Programme Revenue 21,141$ 23,260$ 24,581$ 25,410$ 26,303$ 27,222$

yr/yr % change 6.1% 0$ 0$ 0$ 0$ 0$

Municipal Property Taxes 4,989$ 4,656$ 4,317$ 4,461$ 4,610$ 4,772$

City of Guelph 3,387$ 3,076$ 2,779$ 2,881$ 2,987$ 3,102$ County of Wellington 1,601$ 1,581$ 1,537$ 1,580$ 1,624$ 1,670$


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Gross Project Cost (Uninflated $000's) Sources of Financing

Subsidy &


Fergus OW Exterior Cladding $60 $60 $60

129 Wyndham Exterior Stone Work $30 $30 $24 $6

Fergus OW Roo op HVAC $25 $25 $25

129 Wyndham: Elevator $25 $25 $20 $5

129 Wyndham 3rd Floor Renova on $1,000 $1,000 $800 $200

Total $85 $1,055 $1,140 $844 $296


Recoveries $844 $844

Subsidy

Current Revenues

Reserves $85 $211 $296

Federal Gas Tax

Development Charges

Growth Related Debenture

Debenture

Total Financing $85 $1,055 $1,140

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COUNTY OF WELLINGTON 2017 Budget – Social Services

Explanation of Significant Budget items Ontario Works ‐ Operating

The 2017 budget allows for a caseload increase of 2.5% and a cost increase of 2% over 2016 projected year end actuals.

In 2017 the municipal cost share for Ontario Works falls to 2.8% (from 5.8%) as a result of the continuation of the provincial upload. Net savings resulting from the upload are projected at $521,000 ($413,000 City and $108,000 County). Beginning in 2018 the upload will be complete.

Staffing levels in 2017 have decreased due to the removal of two temporary caseworker positions that were required to deal with staffing pressures created by ongoing SAMS provincial software issues.

Staff have not yet received notification from the province of the administration funding that will be allocated to the County for the new two‐year funding cycle beginning in 2017. Estimates based on caseload have been used in budget preparation.

An allocation of $75,400 has been included in the budget for the expansion of the County rural transportation programme for 10 months in 2017. The allocation has been increased in future years to account for a full year of funding.

The projected County tax levy requirement for 2017 is $1.58 million, a 1.2% decrease from 2016. The City tax levy requirement is projected to be $3.08 million, a 9.2% decrease from 2016.

Ontario Works – Capital

The five‐year capital plan includes facility improvements at 129 Wyndham St and the Fergus Ontario Works office.

In 2018, a capital budget provision of $1 million is included to renovate the third floor of 129 Wyndham St (currently apartments) to move towards an integrated intake and consolidation of Social Services programmes in downtown Guelph.

The County’s portion is $296,000 and is fully funded from Reserve and includes 100% of the Fergus office projects. The City’s funding contribution for capital works is $844,000.

User Fees User fees for 2017 were approved by Council in November 2016, and can be adjusted at any time through an amendment to the by‐law.

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2017 User Fees and Charges




Descrip on 2016 fee 2017 fee % change HST (add/incl/na)

Photocopies (> 50 / month) $0.05/ page $0.05/ page 0% Incl.

Fax jobs (in province, > 50 / month) $0.05/ page $0.05/ page 0% Incl.

Fax jobs (out of province) $0.50/ page $0.50/ page 0% Incl.

Printed material (> 50 /month) $0.05/ page $0.05/ page 0% Incl.

Interpreter Services $24.50 / hour $24.50 / hour 0% Incl.

Interpreter Services Charged to External Organiza ons

$30 / hour + mileage

$30 / hour + mileage

0% Incl.

Note:

Authority to impose fees and charges is set out in Part XII of the Municipal Act, S.O. 2001, c. 25 and in by‐law #5418‐15 of the Corpora on of the County of Wellington.

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Programme Overview

Programme/Service: Children’s Early Years Division




Children’s Early Years Management: Planning and overall management of the children’s early years delivery system for the service delivery area. Provision of General Opera ng Grants, Special Needs Resource Programmes, Community Grants, Capacity Building, and Wage Enhancement Grants.

Child Care Subsidies: Provides financial assistance to eligible families to pay for child care spaces at a licensed child care programme with which the County of Wellington has a purchase of service agreement.

Private Home Child Care: Through our licensed home child care programme, providers are contracted throughout the County and the City to provide more flexible child care op ons, especially for those families preferring a home environment or working irregular hours.

Special Needs Intake: Intake and screening using standardized developmental assessments to ensure consistent access to specialized support services for children with special needs who meet the criteria established under the Day Nurseries Act.

The County of Wellington operates three licensed child care centres: Willowdale Child Care and Learning Centre (licenced capacity of 32 spaces); Mount Forest Child Care and Learning Centre (licenced capacity of 32 spaces) and Palmerston Child Care and Learning Centre (licenced capacity of 13 spaces). All centres offer inclusive child care programming with specialized support to children iden fied with or at risk of developmental delays.


A full‐year of the provincial Wage Enhancement Grant alloca on. As a result, there are addi onal funds included grants and subsidies offset by matching expenses under social assistance.

One‐ me provincial funding ($87,700) has been provided to assist with planning for the implementa on of the Ontario Early Years and Family Centres

Parent fee revenue at all three directly operated child care centres have been increased to reflect the fees that are expected to be collected in 2017

Staffing adjustments include the annualiza on of the Manager of Children’s Early Years Community Services posi on (0.3 FTE) approved in 2016

Staff Complement


2016

2017

Child Care Services 20.7 21.0

Child Care Centres 31.5 31.5

Total 52.2 52.5


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Programme/Service: Children's Early Years Division



2016 2016 2017 $ Change % Change


Revenue ($16,092,430) ($16,660,200) ($17,389,200) ($729,000) 4.4%

Grants & Subsidies $13,193,646 $13,144,800 $13,873,600 $728,800 5.5%

Municipal Recoveries $2,115,941 $2,882,400 $2,823,700 ($58,700) (2.0%)

User Fees & Charges $434,698 $278,100 $337,000 $58,900 21.2%

Internal Recoveries $348,145 $354,900 $354,900 $ ‐ ‐

Total Revenue $16,092,430 $16,660,200 $17,389,200 $729,000 4.4%

Expenditure $16,839,755 $17,610,300 $18,403,700 $793,400 4.5%

Salaries, Wages and Benefits $3,819,028 $4,078,500 $4,225,100 $146,600 3.6%


Purchased Services $266,464 $485,000 $439,900 ($45,100) (9.3%)

Social Assistance $11,593,637 $11,632,900 $12,385,500 $752,600 6.5%


Minor Capital Expenses $ ‐ $154,800 $28,600 ($126,200) (81.5%)

Internal Charges $937,277 $985,000 $1,029,600 $44,600 4.5%

Total Expenditure $16,839,755 $17,610,300 $18,403,700 $793,400 4.5%

Net Opera ng Cost/(Revenue) $747,325 $950,100 $1,014,500 $64,400 6.8%

Transfers

Transfer to Capital $17,200 $ ‐ $ ‐ $ ‐ ‐

Total Transfers $17,200 $ ‐ $ ‐ $ ‐ ‐

NET COST / (REVENUE) $764,525 $950,100 $1,014,500 $64,400 6.8%

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2017-2021 Budget ForecastCHILDREN'S EARLY YEARS


# of 2016 2017 2018 2019 2020 2021spaces

Programme ExpenditureSubsidized Child Care Spaces 735 4,019$ 4,089$ 4,161$ 4,235$ 4,310$ 4,387$ Subsidized Child Care Operations 4,325$ 4,325$ 4,325$ 4,325$ 4,325$ 4,325$ Support for Children with Special Needs 928 2,260$ 2,262$ 2,263$ 2,263$ 2,264$ 2,265$ Child Care Administration and Planning 2,342$ 2,327$ 2,415$ 2,512$ 2,619$ 2,729$ Directly Operated Child Care Programmes 77 3,053$ 3,230$ 3,300$ 3,383$ 3,484$ 3,587$ Transfer Payments to Agencies 1,535$ 2,090$ 2,090$ 2,090$ 2,090$ 2,090$ Municipal Funding for Agencies 77$ 80$ 77$ 77$ 77$ 77$

Total Programme Expenditure 17,610$ 18,404$ 18,631$ 18,885$ 19,168$ 19,460$

yr/yr % change 14.6% 4.5% 1.2% 1.4% 1.5% 1.5%

Programme FundingProvincial Subsidy 13,145$ 13,874$ 13,787$ 13,787$ 13,787$ 13,786$ Recoveries 355$ 355$ 355$ 355$ 355$ 355$ County Operated Child Care Centre Fees 278$ 337$ 337$ 337$ 337$ 337$

Total Programme Revenue 13,778$ 14,566$ 14,479$ 14,479$ 14,479$ 14,478$

yr/yr % change 17.5% 5.7% -0.6% 0.0% 0.0% 0.0%

Municipal Property Taxes 3,832$ 3,838$ 4,151$ 4,406$ 4,689$ 4,982$

City of Guelph 2,882$ 2,824$ 3,052$ 3,226$ 3,417$ 3,614$ County of Wellington 950$ 1,015$ 1,099$ 1,180$ 1,272$ 1,368$


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2017 Budget – Social Services Explanation of Significant Budget items

Children’s Early Years ‐ Operating

The 2017 budget includes a full‐year of the provincial Wage Enhancement Grant allocation. As a result there are additional funds included in the grants and subsidies line offset by matching expenses under social assistance.

Provincial funding allocations for 2017 have not yet been received. The budget assumes the 2017 allocation will be the same as the 2016 funding allocation.

One time funding in the amount of $87,700 has been included in the administration budget. These funds are to assist with planning for the implementation of the Ontario Early Years and Family Centres. No additional costs have been added to the budget as a result of this funding.

Parent fee revenue at all three directly operated child care centres have been adjusted to reflect the fees that are expected to be collected in 2017. The largest increase has been experienced at Willowdale Child Care and Learning Centre contributing to lower projected cost for the City.

The salary and benefits line includes the annualization of the Manager of Children’s Early Years Community Services.

The projected tax levy requirement in 2017 for the City is $2.8 million, which is 2% lower than the 2016 budget. For the County, the 2017 projected tax levy requirement is $1.0 million, or 6.8% higher than the 2016 budget.

Children’s Early Years ‐ Capital

No capital items are included in the forecast. User Fees User fees for 2017 were approved by Council in October 2016, and can be adjusted at any time through an amendment to the by‐law.

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2017 User Fees and Charges Programme/Service: Children’s Early Years Division



Descrip on 2016 fee 2017 fee % change HST (add/incl/na)

Willowdale Child Care Centre

1. Infant ‐ full day Per Day $65.50 $66.80 2.0% N/A

2. Infant ‐ weekly Per Day $54.65 $55.75 2.0% N/A

3. Infant ‐ half day with lunch Per Day $35.55 $36.25 2.0% N/A

4. Infant ‐ half day with no lunch Per Day $32.80 $33.45 2.0% N/A

1. Toddlers ‐ full day Per Day $48.40 $49.35 2.0% N/A

2. Toddlers ‐ weekly Per Day $44.20 $45.10 2.0% N/A

3. Toddlers ‐ half day with lunch Per Day $30.15 $30.75 2.0% N/A

4. Toddlers ‐ half day no lunch Per Day $25.90 $26.45 2.1% N/A

5. Preschool ‐ full day Per Day $42.90 $43.75 2.0% N/A

6. Preschool ‐ weekly Per Day $38.85 $39.65 2.1% N/A

7. Preschool ‐ half day with lunch Per Day $24.95 $25.45 2.0% N/A

8. Preschool ‐ half day no lunch Per Day $21.75 $22.20 2.1% N/A

Mount Forest Child Care Centre

1. Infant ‐ full day Per Day $65.50 $66.80 2.0% N/A

2. Infant ‐ weekly Per Day $54.65 $55.75 2.0% N/A

3. Infant ‐ half day with lunch Per Day $35.55 $36.25 2.0% N/A

4. Infant ‐ half day with no lunch Per Day $32.80 $33.45 2.0% N/A

















Palmerston Child Care and Learning Centre

Note:

1. Authority to impose fees and charges is set out in Part XII of the Municipal Act, S.O. 2001, c. 25 and in by‐law #5366‐13 of the Corpora on of the County of Wellington.

2. Parent Fees: parents will pay the lesser of the calculated affordable parent fee as determined by the income test (Reg. 262 ‐ Day Nurseries Act) or the daily/weekly user fee listed in the above schedule.

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COMMITTEE REPORT HS-17-05


From: Ryan Pettipiere Director of Housing Date: Wednesday, January 11, 2017

Subject: Affordable and Social Housing Strategy

Background:

In November of 2013 County Council approved the 10 Year Housing and Homelessness Plan (HHP) for Guelph Wellington, “A Place to Call Home”. The HHP includes eight goals and a number of actions which together provide a road-map for achieving the desired community vision, that “Everyone in Guelph Wellington can find and maintain an appropriate, safe and affordable place to call home.” In May of 2015 through Report HS-15-03 approval from Social Services Committee was obtained to proceed with the engagement of a consultant for the purposes of developing a Social and Affordable Housing Strategy (the Strategy). The intent of this work is to further identify more specific implementation strategies needed to be developed in order to effectively move forward on related actions and goals of the 10 Year HHP. Additionally the Strategy will now coordinate and align with the Homelessness Strategy currently in implementation in the Ontario Works Division while informing provincially required 5 year update reporting on the HHP.

Strategy Overview: The development of the Strategy took place between September of 2015 and 2016 and consisted of a broad scan of current literature, surveys of landlords, community focus groups and several cross functional staff planning sessions. The results of these efforts produced the following document outlining strategic initiatives under each of the 8 broad goals of the larger 10 year HHP. These include initiatives to:

Help low income households close the gap between their incomes and housing expenses

Provide a range of supports to assist people at risk of homelessness remain housed

Offer a comprehensive range of supportive housing options

Increase the supply and mix of affordable housing options

Reduce the length of time and number of people that experience homelessness

Promote practices that make the housing and homelessness system more accessible

Preserve the existing social and affordable rental housing stock

Seize opportunities to turn research into action It is important to note that the successful implementation of many of the strategies under these goals will be dependent on sustainable funding from higher orders of government as well as continued collaboration with our community partners with strong leadership from the County.

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On an annual basis a progress report will be provided to Committee and Council, as well as the community, on our progress to date in achieving these goals.

The development of the Social and Affordable Housing Strategy will serve as a guide to action for the next 2 years. The strategy has adopted the relevant goals and actions of the approved HHP and addresses them through more defined steps to improve outcomes, specific approaches and practices.

Financial Impacts: No additional financial resources are being requested for the implementation of this strategy. Where possible, funding from the existing budget for Housing Services will be directed towards achieving the outcomes put forward in the Strategy. Implementation of new strategies will need to be supported through additional investments from federal and provincial levels of government or through reallocation of existing resources were appropriate.

Recommendation:

That the Report #HS-17-05 and the attached Affordable and Social Housing Implementation Strategy be approved. Respectfully submitted,

Ryan Pettipiere Director of Housing

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AFFORDABLE AND SOCIAL HOUSING IMPLEMENTATION STRATEGY

2017-2018

A Companion Piece to A Place To Call Home – The 10-Year Housing & Homelessness Plan

For Guelph Wellington

January, 2017

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2

TABLE OF CONTENTS

TABLE OF CONTENTS .............................................................................................. 2

INTRODUCTION ...................................................................................................... 3

Purpose ............................................................................................................... 3

Process................................................................................................................ 3

Policy Developments ............................................................................................. 4

ENVIRONMENTAL SCAN ........................................................................................... 5

Creating New Affordable Rental Housing Units ........................................................ 5

Regenerating the Social Housing Stock ................................................................... 8

Providing Supports for Vulnerable Tenants ........................................................... 10

Aging in Place .................................................................................................... 11

STRATEGIC INITIATIVES: 2017-2018 ...................................................................... 13

FUTURE CONSIDERATIONS .................................................................................... 16

CONCLUSION ........................................................................................................ 17

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INTRODUCTION As the Consolidated Municipal Service Manager (“Service Manager”) for the Town of Minto, Township of Wellington North, Township of Mapleton, Township of Centre Wellington, Town of Erin, Township of Guelph/Eramosa, Township of Puslinch, and City of Guelph, the County of Wellington is responsible for: “establishing, funding, and administering provincially mandated affordable and social housing programs.” [Housing Services Act, 2011, c. 6, Sched. 1, s. 13 (1)] In 2013 the Service Manager, in collaboration with key community partners, created a 10-year Housing and Homelessness Plan called: “A Place to Call Home – A 10-year Housing and Homelessness Plan for Guelph Wellington.” This Plan sets out eight strategic goals to reduce homelessness and improve housing outcomes in the community, in accordance with the Ontario Housing Policy Statement and the Housing Services Act, 2011. It is based on the vision that:

Everyone in Guelph Wellington can find and maintain an appropriate, safe and affordable place to call home.

In the fall of 2015, an external consultant (Eden Grodzinski of JPMC) was retained by the Service Manager to facilitate the development of an implementation strategy with respect to the affordable and social housing elements of the 10-year Plan, reflecting current realities, new research developments and promising practices.

Purpose The objective of this report is to outline specific strategies to address affordable and social housing in Guelph and Wellington between 2017 and 2018. It is predicated on the assumption that new investments in affordable and social housing are forthcoming from upper levels of government, as outlined in the 2016 provincial and federal budgets. It also builds upon the Homelessness Strategy and other municipal and community plans, such as the City of Guelph’s Affordable Housing Strategy.

Process The development of this Affordable and Social Housing Strategy took place between September of 2015 and 2016, and consisted of: a broad scan of the literature; a survey of private sector landlords and housing providers; facilitation of four community focus groups, attended by 56 community stakeholders; and several planning sessions and meetings involving over 30 staff representatives from the County’s Housing, Ontario Works, Planning, Finance, and Economic Development divisions.

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http://www.wellington.ca/en/socialservices/resources/Ontario_Works/Five_Year_Homelessness_Strategy.pdf

4

Policy Developments Concurrent to this planning process, the Government of Canada and Province of Ontario announced new and improved funding opportunities for affordable and social housing, through the 2016 federal and provincial budget statements. This includes new investments for seniors and victims of domestic violence, increases in supportive housing, energy retrofits and renovations to existing social housing, and supports for the construction of new affordable housing. In 2016, the Province of Ontario released a “Long-Term Affordable Housing Strategy Update” (LTAHS) and a new “Policy Statement: Service Manager Housing and Homelessness Plans,” and tabled the “Promoting Affordable Housing Act, 2016.” The LTAHS Update brings a renewed vision for the future of affordable housing in Ontario, associated with achieving two overarching outcomes:

Decreasing the number of people who are homeless

Increasing the number of families and individuals achieving housing stability The Policy Statement provides new directions about local housing and homelessness plans, which the Service Manager must comply with by January 1, 2019. These directions include, but are not limited to:

Developing strategic plans, which include short and long-term housing targets Preventing and reducing homelessness, through approaches that adopt a

Housing First philosophy

Demonstrating a commitment to working in collaboration with partners across service systems

Engaging with Indigenous organizations and communities Addressing the needs and diversity of unique demographic groups, such as:

seniors, Indigenous peoples, individuals with disabilities, children and youth, LGBTQ youth, women, immigrants and refugees, persons released from custody or under community services, youth transitioning from the child welfare system, and Franco-Ontarians

Supporting non-profit housing corporations and co-operatives in the delivery of affordable housing

Identifying and encouraging actions for municipalities and planning boards Improving the energy efficiency and climate resilience of social and affordable

housing stock The Promoting Affordable Housing Act would amend the Planning Act, the Development Charges Act, the Housing Services Act and the Residential Tenancies Act. It is intended to improve access to affordable and adequate housing. It would increase the supply of affordable housing through tools such as inclusionary zoning, and modernize social housing by giving Service Managers more flexibility in administering and delivering programs.

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In addition, the federal government is currently working on the development of a National Housing Strategy. As the details of new legislation and funding programs are released, the prioritization and timelines of the strategies outlined in this document may need to be revisited and modified.

ENVIRONMENTAL SCAN This section of the report provides a summary of emerging opportunities and risks within the social and affordable housing environment in Ontario. These issues have been synthesized from an in-depth review of an assortment of housing and homelessness plans, recent policy documents and research reports on supportive, social and affordable housing, as well as conversations held with staff, other Service Managers, and community stakeholders. The lessons learned from this process have been grouped into the four themes, and are described in detail below:

1) Creating new affordable rental housing units 2) Regenerating the social housing stock 3) Providing supports for vulnerable tenants 4) Aging in place

Creating New Affordable Rental Housing Units The availability and cost of housing are primary factors that individuals and businesses take into account when initially choosing and remaining in a community. Communities that provide a range of housing options for a variety of household incomes are generally healthier and more economically competitive. In recent decades, development in Guelph and Wellington has focused on homeownership opportunities, versus purpose-built rental housing. According to the Federation of Canadian Municipalities, ownership has become out of reach for many workers, despite low interest rates.1 The most current statistics indicate that 19% of homeowners in Guelph and Wellington spent over 30% of their annual income on housing costs (40% of renters) in 2011.2 With increasing housing prices, lagging household incomes, and rising levels of

1 Pomeroy, S. (2015). Built to last: strengthening the foundations of Housing in Canada. Ottawa, ON: Federation of Canadian Municipalities.

2 Statistics Canada (2013). National Household Survey (NHS) Profile. 2011 National Household Survey. Statistics Canada Catalogue no. 99-004-XWE. Released September 11, 2013.

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consumer debt, the number of homeowners spending above the affordability threshold is expected to rise. In addition, the average market rates for rental housing is increasing. For instance, the private market rental rates in the Guelph CMA3 increased 8% between 2011 and 2014. This is above the Consumer Price Index (CPI) rate of inflation for Ontario which was 5% during this time period.4 Affordable rental housing is widely recognized as a vital contributor to a productive labour market, as it enables households to more easily relocate to pursue job opportunities. It is also beneficial for young people starting their careers, new immigrants, recent graduates, and workers in entry-level positions who cannot afford a down payment to purchase a home. Nevertheless, finding rental accommodations in Guelph and Wellington is extremely challenging, as rental vacancy rates are amongst the lowest in Canada (see Figure 1 below). Figure 1: Rental Vacancy Rates, October 2015

Source: Canada Mortgage and Housing Corporation, Rental Market Survey, October 2015

To help offset the costs of developing affordable rental units, the federal and provincial governments have been providing incentives through various affordable housing rental programmes. Since 2005, 172 new units have been built in Guelph and 65 in Wellington County under these programmes. A further 55 units are currently being constructed in Fergus, with occupancy expected to take place in May 2017.

3 The CMA (Census Metropolitan Area) of Guelph includes the City of Guelph and the Townships of Guelph-Eramosa and Puslinch.

4 City of Guelph Planning, Urban Design and Building Services (2015). Affordable Housing Strategy: The Current State of Housing In the City of Guelph. Guelph, ON: Author.

0%

1%

2%

3%

4%

5%

Bachelor 1 bedroom 2 bedroom Total

Centre Wellington Guelph Ontario Canada

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7

Table 1: Number of New Affordable Housing Units, which have received funding

under various Federal-Provincial Affordable Housing Rental Programmes, 2005-2016

Guelph Wellington County

Number constructed since 2005 172 65

Number in development -- 55

Total 172 120 Source: County of Wellington, Housing Services, 2016

The challenge is that the projects which have received funding under various federal-provincial affordable housing rental programmes are typically required to set rents at 80% of average market rent (AMR). As illustrated in Tables 2, low-income households (e.g. minimum wage workers, social assistance recipients) require even lower rental rates.5

Table 2: Primary Rental Market Statistics for County of Wellington and City of Guelph, October 2015

Bachelor 1-Bedroom 2-Bedroom

Average Market Rents (AMR) $670 $885 $1,015

“Affordable” Rent (80% AMR) $536 $708 $812

Minimum annual renter household income required to afford a unit at

AMR

$26,800 $35,400 $40,600

Minimum annual renter household

income required to afford a unit at 80% AMR

$21,440 $28,320 $32,480

Source: Ministry of Housing 2016 Allowable Rent tables – AHP and IAH programmes. Based on data collected in the Canada Mortgage and Housing Corporation, Rental Market Survey, October 2015 Minimum annual rental household income calculated by author, based on AMR as of October 2015, and CMHC’s affordability threshold of 30% before-tax income.

In order to address the need for additional rental assistance, the Housing Services division established the Community Agency Supported Unit (CASU) programme. This programme provides rent support funding to agencies that provide safe, appropriate housing, as well as support services for clients with complex housing needs. It is funded through Investment in Affordable Housing in Ontario Programme (IAH). Michael House Pregnancy Care Centre is the first community agency to participate in this programme, and Housing Services staff is looking forward to expanding this rent support model to other organizations.

5 Data comes from CMHC’s annual Rental Market Survey, which is now conducted annually, and

provides a summary of average market rents and vacancy rates of privately owned structures containing three or more units. At this time, primary rental market statistics are only available for

Guelph CMA and Centre Wellington.

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Moving forward, the Service Manager is encouraged to continue leveraging the newly released IAH funds and Seniors Fund to increase the supply of affordable rental units in the community. When combined with rent support funding programmes like CASU, these units can support greater housing stability for low- and moderate-income households and help reduce the risk of homelessness in the community. In addition, the Service Manager is encouraged to continue working with area municipalities to strategically target housing investments in association with area-led Community Improvement Projects. The creation of new affordable rental units will not only help support the visions in Guelph and Wellington’s 10-year Plan and Ontario’s LTAHS Update, but will also help support local Economic Development and Official Plans.

Regenerating the Social Housing Stock The need for low cost affordable rental housing is evident in the continuing demand for subsidized housing units in Guelph and Wellington. As of June 20, 2016, there were 1,455 applicants on the centralized wait list, which equates to 2% of all households in the Service Manager’s area. Between July 1, 2015 and June 30, 2016, 288 applicants were housed; there were also 1,105 new applicants, and 77 applications were reactivated.

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Figure 2: Number of Households on the Centralized Waiting List, 2013-2016

Source: County of Wellington, Housing Services, 2016

While the demand for subsidized housing remains strong, the supply of 2,754 permanent social housing units (2,238 in Guelph and 516 in Wellington) has remained static since 1995. To complicate matters, many of the social housing properties are now 30 to 50 years old. The Service Manager continues to ensure that the units under its stewardship are maintained in good quality - Wellington Housing Corporation (1,189 units) and Guelph Non-Profit Housing Corporation (512 units). However, some of the non-profit organizations and co-operatives that own/manage other social housing units have delayed cyclical replacements due to cost pressures and insufficient reserves. The unintended consequences of these delayed repairs are mounting safety and structural issues. Over the coming years, the Service Manager faces a number of challenges with respect to maintaining these aging, but important community assets. This involves:

Extending the useful life of aging buildings in need of significant capital renewal (e.g. roofs, elevators, parking garages, appliances, boilers, etc.)

Altering or retrofitting units to accommodate changing demographics, lifestyle needs, and technologies (e.g. scooters)

Upgrading buildings to meet the evolving standards for safety, environmental quality, and accessibility

Revitalizing or disposing of single-detached units and apartment buildings without elevators that are no longer cost-effective to operate

Transitioning to end of operating agreements, which impacts 246 federally funded units within the social housing stock

Previously, social housing providers were not eligible for government funding for renovations and retrofits. The new Social Housing Improvement Program (SHIP) and Social Housing Electrical Efficiency Program (SHEEP) have been established to help

0

200

400

600

800

1000

1200

1400

1600

2013 Q3

2013 Q4

2014 Q1

2014 Q2

2014 Q3

2014 Q4

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2015 Q3

2015 Q4

2016 Q1

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support social housing providers in making safety, structural and energy efficiency upgrades to existing units. By leveraging these funds, the Service Manager will be able to help support local non-profit housing corporations and co-operatives with regenerating the existing social housing stock.

Providing Supports for Vulnerable Tenants

Housing Vulnerability refers to anyone who needs additional support – for any reason – to maintain a successful tenancy. Tenants may be, or may become, vulnerable because of a mental or physical illness or disability, an addiction, trauma, dislocation, isolation, experience of violence or a history of homelessness or institutionalization. A tenant’s need for support may be episodic or increase or decrease over time, and may be exacerbated by the absence of support or a reluctance to accept support when offered.6

Historical policies of mental health de-institutionalization in Ontario, combined with a shortage of supportive housing units for individuals with mental health and addictions, and a lack of second stage housing units for victims of domestic violence in Guelph and Wellington, have resulted in a large proportion of vulnerable tenants living in social housing. As of June 30, 2016, 45% of tenants residing in Wellington Housing Corporation, and 40% of tenants in Guelph Non-Profit Housing Corporation receive Ontario Disability Support Pension (ODSP) or Ontario Works (OW). The consequences of unsupported tenancies include, but are not limited to:

Social isolation Poor mental and physical health outcomes Damages to units After-hours emergencies and hospitalizations

Behavioural issues, which may result in neighbour conflicts Clutter/hoarding Fire code violations Pest infestations Poor money management - financial loss, rent arrears Vulnerability to exploitation Illegal activities - increased police presence, safety issues, impact on

marketability of units

Evictions Poor quality of life for the social housing community as a whole

In recognition of the growing number of vulnerable tenants living in social housing, the Service Manager created a new staff role in 2013, known as the Housing Community Support Worker (HCSW). The HCSW endeavours to build positive relations with tenants and community service providers, and to help tenants overcome challenges in their day-

6 ONHPA (2015). Strengthening Social Housing Communities. Toronto, ON: Author.

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to-day living. As needed, tenants are referred to appropriate community agencies for mental health and other support services. The Service Manager currently employs two HCSWs, each of whom carries a caseload between 60 and 70 tenants. The HCSW service is well utilized and valued. However, HCSW supports are currently only available to tenants residing in Wellington Housing Corporation and Guelph Non-Profit Housing Corporation. There is interest among other housing providers and community agencies to expand this service to other social housing properties in the service area. The Service Manager is encouraged to continue to collaborate and establish partnerships with other community partner agencies to improve the coordination of supports available to vulnerable tenants.

Aging in Place The number of older adults living on low and moderate incomes is forecasted to grow in the coming years, as the proportion of the labour force with workplace pension plans has declined. People are also living longer than ever before, and therefore need more personal savings to carry them through the retirement years. The Ontario Ministry of Finance has indicated that over 35% of households are unlikely to have an adequate retirement income to maintain their current standard of living.7 Due to the aging population, the demand for subsidized housing among low-income older adult households is expected to grow over the next decade. Service Managers across the province are already reporting an increasing number of older adults applying for social housing. In Guelph and Wellington, older adults (age 55+) accounted for 33% of applicants on the centralized waiting list as of June 30, 2016. In comparison, older adults represent 26% of the general population.8 “Aging in place” approaches have been adopted by the Province of Ontario, and have become popular with older adults who want to remain in their homes and maintain their independence. The private sector is responding to these needs by offering innovative solutions; however, private retirement homes and fee-for-service in-home supports are out of reach for many low-income seniors. In the Guelph CMA, the vacancy rate for local retirement residences in the private market is 11.4%, and the average rental rate for these units is $3,348 per month (includes meals), far above the average rental rates in the regional market area (October 2015).9 Older adults with low incomes are more likely to have complex health issues and support needs. They are more likely to live alone, particularly those residing in social housing. The absence of informal caregivers can contribute to poor health outcomes, increased

7 ONPHA (2016). Aging in Place in Social Housing. FocusON, Volume 6. Toronto, ON: ONHPA.

8 Statistics Canada (2012). Wellington, Ontario (Code 3523) and Ontario (Code 35) (table). Census Profile. 2011 Census. Ottawa, ON: Statistics Canada Catalogue no. 98-316-XWE. Released

October 24, 2012.

9 CMHC (2015). Housing Market Information Portal.

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safety concerns (e.g. falls and injuries), complaints from neighbours, and vulnerability to

exploitation (e.g. elder abuse). As outlined above, the consequences of unsupported tenancies impact not only vulnerable tenants, but also their communities, landlords, and the costs of health care and other public services.10 Some of the older adults living on low incomes can be characterized as “house rich and cash poor.” Although they have a lot of equity in their home, they have very little disposable income. Like other seniors, these homeowners would like to remain in their homes for as long as possible, yet they struggle to pay for food and ongoing housing costs, such as property taxes, utilities, maintenance and repairs. Yet, these seniors may not qualify for financial assistance programmes offered by the Service Manager because of the value of their assets. This situation is particularly challenging for recent widows/widowers who are adjusting to living alone, and/or changes in their financial situation. In summary, aging in place approaches have unintended consequences for individuals living in poverty. It is therefore recommended that, in addition to leveraging the new Seniors Fund, the Service Manager continue to collaborate and establish partnerships with other community services to ensure that the housing support needs of low-income older adults are being met.

10 ONPHA (2016). Aging in Place in Social Housing. FocusON, Volume 6. Toronto, ON: ONHPA.

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STRATEGIC INITIATIVES: 2017-2018 The 10-year Plan for Guelph Wellington contains eight goals for addressing affordable housing and homelessness in the community. The strategies outlined here provide more specifics about how the corresponding goals with respect to supportive, social and affordable housing will be achieved over the next three years. It is important to note that the implementation of many of these strategies is dependent on funding from upper levels of government. As the details of new legislation and policy requirements are released, the timing of specific strategies outlined in this strategy may need to be revisited and modified.

Goal 1 To help low-income households close the gap between their incomes and housing expenses

2017-18 Through the 20K Homes Campaign, pilot a Landlord Incentive Programme for participants of rent subsidy programs (e.g. reserve fund for damages/repairs/rent arrears; lump sum rental payments to assist with major repair/renovation projects; mediation services; linkages to after-hours emergency tenant support; education and training; etc.)

Review and where possible streamline and revise existing policies for the Housing Allowance and Portable Housing Benefit Programmes to address community needs and gaps (e.g. in situ without impacting placement on CWL, access to new housing stock, victims of domestic violence who do not qualify for special priority status, seniors on fixed incomes who are at/slightly above cut-off levels, etc.)

How to read the charts Please note that the strategies are not presented in order of importance, but rather have been sorted according to the eight goals in the 10-year Plan. Many of the strategies are inter-related (i.e. help to achieve more than one recommendation in the 10-year plan). For ease of reading, the strategies have been grouped under the most applicable goal.

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Goal 2 To provide a range of supports to assist people at risk of homelessness to remain housed

2017-18 Evaluate the Community Justice Initiative Woolwich Street Pilot Project

To review the scope of the Housing Community Support Worker (HCSW) Program to encompass other housing providers and subsidized tenancies in the private market

Work with other community partners to explore the opportunities to expedite access to mental health assessment and counselling supports and services for vulnerable tenants, when a tenancy is in immediate jeopardy

Review and revise existing eviction prevention policies and practices, to ensure they are grounded in a success-based housing approach. Work with other non-profit housing corporations and co-operatives in delivering a harmonized approach to eviction prevention

Investigate opportunities to expand the CAD programme to help better address the housing needs for the most vulnerable individuals and families in our community

Goal 3 To offer a comprehensive range of supportive housing options for residents with complex needs due to aging, disabilities, mental health issues and addictions

2017-18 Continue to collaborate with the Waterloo Wellington LHIN’s Supportive Housing Working Group and local service providers on identified priorities.

Work with the WWLHIN and other community partners on finding sustainable and long-term funding for successful programmes like the CHAPS-EMS programme and the Victoria Order of Nurses Senior Support Worker programme

Pilot a Community Renewal Project at 261/263 Speedvale Ave., Guelph, which would provide on-site housing supports for vulnerable tenants, through partnerships with community service providers. Renovate to accommodate programming needs, community gatherings and office space for community partners

Goal 4 To increase the supply and mix of affordable housing options for low- to moderate-income households

2017-18 Issue an Affordable Rental Housing Expression of Interest on a consistent basis to generate a list of suitable affordable housing development proposals, in preparation of future funding opportunities from the federal and/or provincial governments

Leverage the new federal-provincial Investments in Affordable Housing Programme (IAH) to increase the mix and supply of affordable housing options in the community

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Goal 4 To increase the supply and mix of affordable housing options for low- to moderate-income households

Complete construction of Webster Place, which will provide 55 new affordable rental units for older adults in the Township of Centre Wellington

Create and make available online affordable rental housing development resources (e.g. affordable housing development workshops, local development guide/incentives toolkit and resource list)

In collaboration with local planning and building departments: o Explore the feasibility of creating an inventory of public

land/assets and brownfield properties that could be make available through long-term leases or favourable sale prices in exchange for affordable rental housing projects

o Identify conditions in current planning regulations, municipal services and by-laws (not including those related to health and safety) that could encourage and/or impede the development of new affordable housing units (e.g. parking requirements, density bonuses, bus routes, etc.)

Goal 5 To reduce the length of time and number of people that experience homelessness

2017-18 Refer to the County of Wellington’s Homelessness Strategy – A 5-year plan to reduce homelessness in Guelph Wellington, 2014-2018

Goal 6 To promote practices that make the housing and homelessness support system more accessible and welcoming

2017-18 Create an interactive online site for the Housing Help Centre (i.e. youth friendly, accessible by mobile devices, etc.) which will increase access for clients throughout the region

Explore the feasibility of adopting a common assessment tool (e.g. VI-SPDAT) for applicants on the centralized waiting list, in order to assess housing support needs, and as needed, offer appropriate referrals to other community health and social services, to help promote successful tenancies

Explore opportunities to improve the centralized waiting list processes and practises ensuring accuracy, retention and efficiency.

Goal 7 To preserve the existing social and affordable rental housing stock

2017-18 Leverage the new federal-provincial Social Housing Improvement Program (SHIP) and Social Housing Electrical Efficiency Program (SHEEP) to address high priority safety and structural repairs, and energy efficiency upgrades

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http://www.wellington.ca/en/socialservices/resources/Ontario_Works/Five_Year_Homelessness_Strategy.pdf

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Goal 7 To preserve the existing social and affordable rental housing stock

Continue to work with individual providers to develop individual transition plans to address impacts to the social housing portfolio resulting from end of operating agreements

Conduct building condition assessments (BCA’s) of all social housing stock located in Guelph and Wellington, to determine the state of the major building components and to establish an up-to-date list of priority projects for future investment

Develop a business case for regenerating the County’s public housing stock, which takes into consideration options for sale, redevelopment of units. Reinvest in new development opportunities that better meet community needs

Explore opportunities to collaborate with other non-profit housing corporations and co-operatives and share information about procurement best practices (e.g. opportunities for joint tendering, common list of approved vendors, etc.)

Goal 8 To seize opportunities to turn research knowledge into action

2017-18 In collaboration with community partners, continue to host community forums and workshops, which enhance the knowledge, skills and capacity of municipal staff, community service providers, property managers, etc. Examples of topics could include: capital asset management, universal design, trauma informed care, eviction prevention, affordable housing development workshops, etc.

Monitor the outcomes of Housing Development Corporations being established across Canada, and examine the benefits and costs of establishing a comparable model in Guelph and Wellington

Expand social media presence to engage the community in local, provincial and national housing related matters

FUTURE CONSIDERATIONS The following is a list of innovative ideas that were raised during the stakeholder consultations. They have been excluded from the strategies described above because they fall outside the timeframe of this strategy and involve more strategic partnerships. They have been included here, however, as they have potential to reduce homelessness and improve housing outcomes in the community. Community partners are encouraged to continue working on these ideas and concepts.

Establish a social purpose enterprise, which could provide cleaning and light housekeeping services to businesses, non-profit organizations and private individuals (on a sliding scale rate), while giving opportunities to those that need help in securing employment. Services could include: de-cluttering, bed bug preparation, pet care, landscaping and lawn care, painting, grocery shopping assistance, etc.

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Create an intentional neighbours initiative in priority neighbourhoods/buildings, to help reduce social isolation and connect seniors living alone and other vulnerable tenants with social/recreation activities and other community services (i.e. tenants/students would receive reduced rental rates in exchange for providing intentional friendships)

Establish a financial literacy program that provides a range of services, from one-to-one budgeting assistance to a full trusteeship programs for clients who need ongoing help managing their finances

Establish a second stage housing program for victims of domestic violence

Pilot a home sharing program for seniors and individuals with disabilities who are capable of independent living (i.e. a matching service that helps link “hosts” with extra private spaces in their homes or apartments with appropriate adults “guests,” who in exchange for help with household tasks receive reduced rental rates)

Develop an aging in place strategy to address the housing needs of older adults

living in poverty. This could include, but is not limited to: o Accessibility modifications and retrofits (e.g. grab bars, walk-in showers,

scooter storage, etc.) o Alternative housing approaches (e.g. home sharing, co-housing, etc.) o Affordable community support and respite services o Intentional neighbours o Universal design o Transportation solutions

CONCLUSION In conclusion, this report provides guidance and direction to the Service Manager to support the implementation of the social and affordable housing aspects of the 10-year Plan between 2017 and 2018. This implementation strategy will benefit from various funding opportunities for affordable and social housing, recently released by upper levels of government. This includes new and improved funding for seniors housing; a portable housing benefit for victims of domestic violence; support for energy retrofits and regeneration of existing units; and incentives for the development of new affordable units. By leveraging these investments, and working in collaboration with other community services and housing providers, the Service Manager will continue to realize the vision and goals in the 10-year Plan.

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Housing Strategy, 2017-18

A Companion Piece to A Place to Call Home: The 10-year Housing & Homelessness Plan for Guelph Wellington

Presentation to Social Services Committee

January 11, 2017

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Purpose

10-year Plan - where the community wants to be in 2024 Issue identification Vision and goal setting

This project – how we are going to get there Tangible actions to be carried out between 2017-18 Takes into consideration new funding/policy developments Aligns with County’s Homelessness Strategy, 20K Homes and

other community plans Informs provincially required 5 year update on the HHP

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Process

Took place between September of 2015 and 2016, and consisted of: Broad scan of the literature Survey of private sector landlords and housing

providers Facilitation of four focus groups, attended by 56

community stakeholders Several cross functional staff planning sessions

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New policy and funding directions

Federal

• New funding for social infrastructure • IAH • SHIP

• National Housing Strategy (in development)

Provincial

• Promoting Affordable Housing Act • Updated policy directions for 10-year Plans • LTAHS Update • New funding – SHEEP, survivors of domestic violence portable housing benefit

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Emerging Needs

Creating more affordable rental units

Regenerating the social

housing stock

Providing supports for vulnerable

tenants

Helping older adults to

successfully age in place

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Rental Market Issues

Housing costs are on the rise Rental market is a vital contributor to local economic

development plans Low vacancy rates = limited options, even if you can afford

market rents Most new rental housing comes from secondary market

(e.g. condos, accessory apartments) Little purpose-built rental stock is being created without

government incentives Low income tenants need additional rental assistance

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Regenerating existing stock

Demand for social housing continues to grow

Some housing providers have delayed cyclical replacements due to cost pressures

Need to renovate and retrofit buildings to: Address major safety and lifecycle repairs (roofs, elevators,

boilers) Enhance energy efficiencies Introduce universal design principles - improve accessibility,

accommodate changing demographics and technologies (scooters)

Help transition to end of operating agreements

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More vulnerable tenants

“Housing Vulnerability refers to anyone who needs additional support – for any reason – to maintain a successful tenancy. Tenants may be, or may become, vulnerable because of a mental or physical illness or disability, an addiction, trauma, dislocation, isolation, experience of violence or a history of homelessness or institutionalization. A tenant’s need for support may be episodic or increase or decrease over time, and may be exacerbated by the absence of support or a reluctance to accept support when offered.”

(ONHPA, Strengthening Social Housing Communities, 2015)

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Consequences of unsupported tenancies Social isolation

Poor mental and physical health outcomes

Risk of falls and other injuries

After-hours emergencies and hospitalizations

Behavioural issues/ complaints from neighbours

Clutter/hoarding

Fire

Pest infestations

Poor money management (financial loss; rent arrears)

Vulnerable to exploitation (elder abuse, illegal activities)

Poor quality of life for social housing community as a whole

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Aging in Place

Aging population + inadequate pension savings = lots of older adults with limited incomes on centralized waiting list

Social housing residents are aging too; many are living alone

Trend towards “aging in place”

Lots of private ($$) services available, but out of reach for older adults with limited incomes

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Housing Strategy Overview

Help low income households close the gap between their incomes and housing expenses

Provide a range of supports to assist people at risk of homelessness remain housed

Offer a comprehensive range of supportive housing options

Increase the supply and mix of affordable housing options

Promote practices that make the housing and homelessness system more accessible

Preserve the existing social and affordable rental housing stock

Seize opportunities to turn research into action

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Other considerations

Some interesting solutions proposed, but beyond scope of the Service Manager

Excluded from the strategy at this time

Listed in report to encourage community partners to continue working on these ideas and concepts, as they have potential to reduce homelessness and improve housing outcomes in the community

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Thank you for your time today!

If you have additional questions, feel free to contact me:

Eden Grodzinski 519-830-7254 [email protected]

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mailto:[email protected]



From: Ryan Pettipiere, Director of Housing Date: Wednesday, January 11, 2017

Subject: Promoting Affordable Housing Act

Background:

In March of 2016 Ontario announced its update to the Long Term Affordable Housing Strategy. The update focuses on making housing programmes more people-centred and coordinated, and provides municipalities with flexibility to meet local needs. Promoting more affordable housing is part of the provincial plan to create jobs, grow the economy and help people in their everyday lives. The Promoting Affordable Housing Act, 2016 as part of the updated Long Term Affordable Housing Strategy was passed as legislation in December of 2016 and amends the Planning Act, the Development Charges Act, 1997, the Housing Services Act, 2011 and the Residential Tenancies Act, 2006 with the aim of modernizing the social housing system.

Overview: Key elements of the amendments to existing Acts consist of the following:

Giving municipalities the option to implement inclusionary zoning.

Making secondary suites such as above-garage apartments or basement units in new homes less costly to build, by exempting them from development charges.

Giving local Service Managers more choice in how they deliver and administer social housing programmes and services to reduce wait lists and make it easier for people in Ontario to access a range of housing options.

Encouraging more inclusive communities and strengthening tenant rights by preventing unnecessary evictions from social housing and creating more mixed-income housing.

Gathering data about homelessness in Ontario by requiring Service Managers to conduct local enumeration of those who are homeless in their communities.

Giving Service Managers more direct control for the transfer and sale of social housing projects.

Giving local Service Managers more flexibility in determining service level standards through inclusion of alternate forms of financial housing assistance.

Overall many of these changes are viewed as positives and allow for increased ability at the Service Manager level to develop and administer social and affordable housing. There are however areas of concern such as, the potential download of costs to municipalities, enforcement of maintenance standards and imposed inclusionary zoning.

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Staff will continue to monitor information released regarding these changes and look for opportunities to utilize the increased flexibilities provided by these legislative amendments to further the goals of our 10 year Housing and Homelessness Plan.

Recommendation:

That the Report # HS-17-01 be received for information. Respectfully submitted,


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Subject: Social Infrastructure Fund – IAH Update

Background:

In follow up to the report brought forward to Social Services Committee on September 7th, 2016 this report provides an update on progress and current status of the Social Infrastructure (SIF) fund administration specific to the Investment in Affordable (IAH) Housing component. The SIF IAH allocation provided to the County of Wellington through the government of Canada and the Province of Ontario for 2016 – 2017 is in the amount of $2,271,000. Update: Plans for the allocation of the above funding have been submitted to the province of Ontario through a Programme Delivery and Fiscal Plan and provincial approval of this plan has been confirmed. This includes an amount of $1,500,000 to subsidize the development of 11 new affordable housing units for families in Palmerston at 250 Daly St. with the remaining amount allocated to create approximately 32 housing allowances to help individuals close the gap between their incomes and local market rental housing costs. Contribution Agreements have been completed for the SIF IAH and it is expected that construction of all projects will commence in April of 2017 in order to meet the requirements of the programme. The housing allowances have been available for distribution and uptake as of January 1st, 2017.

Recommendation:

That the Report # HS-17-02 Social Infrastructure Fund – IAH Update confirms approval of the 2016-2017 SIF IAH allocation. Respectfully submitted,


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Subject: Social Infrastructure Fund – SHIP Update 2017

Background:

In follow up to the report brought forward to Social Services Committee on November 9th, 2016 this report provides an update on progress and current status of the Social Housing Improvement Programme (SHIP). The SHIP is a capital programme intended to improve and preserve the quality of social housing in the province and ensure its long term physical sustainability. The allocation provided to the County of Wellington through the government of Canada and the Province of Ontario under this programme is in the amount of $2,402,700.

Update: Staff have been working with social housing providers to receive project proposals meeting the guidelines and intentions of the SHIP for the improvement and renovation of the local social housing stock since the summer of 2016. Project proposal requests were submitted in an amount that exceeded the allocation provided to the County of Wellington by more than double. As a result staff undertook an evaluation exercise to select projects for approval based on criteria of Health and Safety, Major Building Component, Building Condition Assessment and Energy Efficiency. This process has resulted in the award of funding to 19 much needed renovation and retrofit projects to social housing in the Service Manager area. Contribution Agreements have been completed with individual social housing providers for selected projects and it is expected that construction of all projects will commence in the Spring of 2017 in order to meet the requirements of the programme while fully utilizing the funding allocation.

Recommendation:

That the Report # HS-17-03 Social Infrastructure Fund SHIP update Report be received for information. Respectfully submitted,


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Subject: Social Housing Electricity Efficiency Programme (SHEEP) Update

Background:

In follow up to the Social Housing Electricity Efficiency Programme (SHEEP) brought to Social Services Committee on June 8, 2016 this report brings forward an update on progress.

As part of its new Climate Change Strategy Ontario has invested $10 million from the Green Investment Fund into social housing retrofits to take advantage of the economic opportunities in clean technologies, improve energy efficiency and reduce greenhouse gas emissions.

As an eligible social housing service manager the County of Wellington was invited to submit an expression of interest to the province for available funding. Based on this submission the County was awarded an amount of $115,219 under the SHEEP.

Update:

Based on the eligibility requirements of the SHEEP initiative only two housing providers in our Service Manager area were eligible to receive this funding. These providers were the New Hope Housing Corporation located in Arthur and the Royal City Housing Co-operative in the City of Guelph.

Based on a comprehensive third party energy audit completed at each of the eligible properties the recommendation to install Air Source Heat Pumps was provided as the highest rated option in terms of percentage of potential savings for investment at approximately 50%. This option although creating the potential for the highest level of savings for tenants at these properties, is also approximately $78,000 over the allotted funding provided through the SHEEP. Staff have been working with providers involved and recommend facilitating the funding shortfall by combining this work with that of the Social Housing Improvement Programme (SHIP). The difference in funding of approximately $78,000 could be covered by the SHIP to ensure the method of greatest potential savings for tenants in these properties is invested in. Combining the funding and approved projects between these two allocations could allow for more efficient use of the funds and maximize the savings opportunity to pass onto tenants at these locations.

Recommendation:

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http://www.ontario.ca/page/climate-change-strategy?_ga=1.191536236.775599123.1447098659

https://www.ontario.ca/page/green-investment-fund

https://www.ontario.ca/page/green-investment-fund

That the funding shortfall based on the Social Housing Electricity Efficiency Programme for the installation of Air Source Heat Pumps at New Hope and Royal City be funded through Social Housing Improvement Programme. Respectfully submitted,


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COMMITTEE REPORT


From: Luisa Artuso, Director of Children’s Early Years Division CC-17-01 Date: Wednesday, January 11, 2017

Subject: Guelph Montessori School – 845017 Ontario Inc.

Background:

Guelph Montessori School- 845017 Ontario Incorporated is a for-profit licensed operator located at 151 Waterloo Avenue in Guelph with a licensed capacity of 30 toddler and 24 preschool spaces. The operator was grandfathered a Purchase of Service Agreement for Wage Subsidy in 2007 and did not have a Purchase of Service Agreement for Fee Subsidy. This changed in January 2016 with the new Purchase of Service Agreement for the Wellington General Operating Grant (WGOG) which requires operators to equitably enroll children of families in receipt of fee subsidies and those who pay full fees in order to receive the operating grant. The WGOG agreement essentially includes a fee subsidy agreement to eliminate the need for two agreements.

Update: In an effort to effectively manage the fee subsidy budget allocation, staff completes a per diem rate schedule with each operator on annual basis. The process includes calculating an average market rate for each age and type of child care throughout the Wellington service delivery area. These calculations are made public to operators and are used to ensure some consistency in per diems paid to operators that is no greater than their individual public rates or 15% above the average market rate (inflated market rate). For Guelph Montessori School – 845017 Ontario Inc., the public rates they charge are significantly higher than the average market rate (up to 30%) so a cap was placed at the inflated rate. After much correspondence, which included reminders of the service agreement requirements, the operator has yet to submit a signed 2016 per diem fee schedule and has recently denied a family enrolment to subsidized child care. Subsequent to staff inquiry of the situation, the operator requested to be removed from the list of programmes that offer subsidized child care. As this contravenes the requirements of the Purchase of Service Agreement -WGOG, staff recommend that the operator be given notice of termination to their Purchase of Service Agreement -WGOG as of March 31, 2017. This will allow for the 60 day notice requirement and for the operator to retain their first quarter payment of WGOG to make provisions to their operating budget.

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Recommendation:

That staff be directed to provide the Guelph Montessori School – 845017 Ontario Inc. notice of termination to the Purchase of Service Agreement - Wellington General Operating Grant effective April 1, 2017 due to non-compliance of requirements. Respectfully submitted,

Luisa Artuso Director of Children’s Early Years Division

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COMMITTEE REPORT


From: Luisa Artuso, Director of Children’s Early Years Division CC-17-02 Date: Wednesday, January 11, 2017

Subject: Little Folks Montessori Inc. Request for Purchase of Service - Wellington General Operating Grant

Background:

Little Folks Montessori Inc. is a for-profit operator located at 577 Willow Road in Guelph. The centre has a licensed capacity of 8 toddler and 16 preschool full time child care spaces. The operator submitted a request to enter into a Purchase of Service Agreement for Wage and Fee Subsidies in 2014 which resulted in the application file being closed in January 2016 due to the programme not meeting the requirements of the County of Wellington.

Update: On November 3, 2016, the operator submitted a letter of intent to enter in a Purchase of Service Agreement for the Wellington General Operating Grant. Attachment: Letter dated November 3, 2016 from Saadie Jaleel, Supervisor/President, Little Folks Montessori Preschool.

Recommendation:

That the Warden and Clerk enter into an Agreement for the Wellington General Operating Grant with Little Folks Montessori Inc. located at 577 Willow Road in Guelph subject to the programme meeting the requirements of the County of Wellington by July 28, 2017. Respectfully submitted,

Luisa Artuso Director of Children’s Early Years Division

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COMMITTEE REPORT OW-17-01


From: Stuart Beumer, Director of Ontario Works Date: Wednesday, January 11, 2017

Subject: 20,000 Homes Campaign Update

Background:

The County of Wellington (the County) and the Guelph & Wellington Task Force for Poverty Elimination (PTF) are working in partnership to lead the local 20,000 Homes Campaign. At key intervals of the campaign reports and updates will be provided to the Social Services Committee and County Council. The 20,000 Homes Campaign is a national movement of communities working together to permanently house 20,000 of Canada’s most vulnerable homeless people by July 1, 2018. The campaign is driven by the Canadian Alliance to End Homelessness and is being led locally in over 28 communities across Canada. Additional information about the campaign can be found at the website www.gw20khomes.ca.

Campaign Results:

Following Registry Week, an effort in April of 2016 to complete a well-being and housing survey with those experiencing homelessness, the Campaign set a target of housing 30 of the most vulnerable individuals experiencing homelessness within six months. A By-name List has been used to track this progress throughout the Campaign and based on that information it was reported in November of 2016 that at least 37 individuals are now housed.

Current Campaign Priorities:

The Leadership Committee of the Campaign has established the following priorities for the next 6 month period of the campaign:

Establishing coordinated access to homeless services (common intake and assessment process)

Updating and utilizing the By-Name List on an ongoing basis

Establishing a Complex Needs Working Group between key service partners to appropriately match clients to assistance

Providing a bi-annual update and an annual report to the community related to the outcomes and work of the Campaign

Ongoing advocacy and awareness raising related to the need to end homelessness locally

Investments Needed to Meet Established Priorities:

The 20,000 Homes campaign is intended to bring the community together to improve the homeless serving system and ultimately end chronic homelessness locally. The work of the campaign has helped

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http://www.gw20khomes.ca/

us have a much better understanding of the problem and has pointed us in a number of positive directions around how to improve our responses. The County, as the Consolidated Municipal Service Manager responsible for Social Services, has a key role to play in leading the implementation of many of the service system improvements coming out of the work of the Campaign. As part of the proposed 2017 County budget, a new Homeless System Coordinator position has been included to carry forward many aspects of this work.

The PTF as a campaign partner also has a key role in bringing awareness to the issue, completing important research and reporting as part of the campaign, and convening partners together to advance the goals and work of the Campaign. The workload associated with the Campaign has created staffing pressures within the PTF. In 2016 additional staffing hours for the PTF were supported through one-time funding received through the Federal Homelessness Partnering Strategy (HPS) as part of the Federal Point in Time Count that was combined with the 20,000 Homes Registry Week. In order for the PTF to maintain their time commitment and important partnership role in the campaign, additional resources to support incremental staffing time (one day per week of the PTF Assistant Coordinator) and minor project related costs (printing, meeting costs, travel, etc.) are being proposed for 2017 and 2018 out of the existing, overall homelessness services budget.

Financial Implications:

In 2017 the additional proposed financial support to the PTF is $12,700 and in 2018 it is $11,900. In 2018 the 20,000 Homes Campaign ends and this additional financial support would no longer be required. Financial support to the PTF for 2017 and 2018 can be accommodated within the projected homelessness services budget.

Recommendations:

That, the Warden and Clerk be authorized to enter into a funding agreement with Wellington Dufferin Guelph Public Health, on behalf of the Guelph and Wellington Task Force for the Elimination of Poverty, for 2017 and 2018; and That the funding amounts of these agreements not exceed $12,700 for 2017 and $11,900 for 2018. Respectfully submitted,

Stuart Beumer Director of Ontario Works

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COMMITTEE REPORT OW-17-02


From: Stuart Beumer, Director of Ontario Works


Subject: Child Support Exemption and Family Support Unit Transition Plan

Background:

The provincial government has approved regulatory amendments to fully exempt child support and CPP Orphan Benefit payments as income under Ontario Works (OW) and Ontario Disability Support Program (ODSP) effective February 1, 2017 (OW) and January 1, 2017 (ODSP). In September of 2016, an overview of this change to social assistance was provided to the Social Services Committee. This report provides Committee with some further information and discusses the transition strategy underway within the OW division.

Impact of the Child Support Exemption:

Current OW legislation requires that sole support parents pursue child support as a condition of eligibility. Once this support is in place, it is deducted from their monthly Ontario Works payment. The Family Support Unit within OW provides assistance to sole support parents in pursuing this support and fulfilling their eligibility requirements for OW, including representing the County at court regarding funds owed to the County related to current programme requirements. The Family Support Unit is part of the Cost Recovery team within OW. In addition to performing duties related to the pursuit of child support, family support staff are also responsible for a number of other on-going functions related to programme integrity, including:

Administration of the Eligibility Verification Process

Completion of first level client appeals of decisions (Internal Reviews)

Backfilling of other duties related to the collection of overpayments and reimbursements owed to the

County

In addition to child support payments not being deducted from social assistance, the provincial changes also mean that clients will no longer be required to pursue child support as a condition of eligibility for social assistance. Families on social assistance that are receiving child support payments will now have an increased amount of money available to them to support their family. It also means that some families previously deemed ineligible for social assistance due to the amount of child support they received, will now be eligible to receive social assistance and this may increase the size of the caseload and the length of time that families remain on the OW programme.

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What is not affected by this legislative change is the County’s responsibility to defend past arrears (those accumulated up until January 31, 2017) owed to the County as well as the requirement to assist clients in the pursuit of spousal support as a condition of eligibility. The intention of the provincial change is to reduce poverty by increasing the incomes of low income families on social assistance. As a result, the OW office will continue to offer encouragement and support to clients in pursuing child support. Family Support staff within OW has significant training and expertise in this area that will be of significant benefit to interested clients. The County will also explore opportunities to broaden this support to other low income families receiving assistance through other divisions of Social Services as well as the ODSP and Wellington Dufferin Guelph Public Health programmes. The OW division will evaluate the impact of these changes throughout 2017 to better understand the impacts that they are having on staff workloads and on achieving the intended goal of increasing household income for low income families. The Province has indicated that there will be no changes to administrative funding received by Service Managers as a result of these changes. Furthermore, the Province has indicated that it is the responsibility of each Service Manager to determine a strategy related to assisting clients in the pursuit of Family Support and to share these plans with them in early 2017.

Financial Implications:

The changes to the exemption of child support payments will result in an increase to benefit payment costs starting in 2017, however due to the continued upload of Ontario Works benefit payments the vast majority of these increased benefit costs will be paid by the province (97.2%). The minor impact on municipally paid benefit costs in 2017 will end in 2018 when the province assumes payment of 100% of OW benefits.

The province has also indicated that there is no intention to change OW administrative funding allocations as a result of this legislative change.

Recommendation:

That report OW-17-02 Child Support Exemption and Family Support Unit Transition Plan be received for information. Respectfully submitted,

Stuart Beumer Director of Ontario Works

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County of Wellington - Ontario Works

2013-16 County / City Caseload

Total caseload2013 2014 2015 2016 Cases % Cases %

January 1,933 1,958 2,038 2,084 40 2.0% 46 2.3%February 1,997 1,992 2,096 2,100 16 0.8% 4 0.2%March 1,992 2,012 2,103 2,151 51 2.4% 48 2.3%April 1,992 2,041 2,112 2,155 4 0.2% 43 2.0%May 2,047 2,038 2,137 2,142 (13) -0.6% 5 0.2%June 2,012 2,017 2,121 2,136 (6) -0.3% 15 0.7%July 1,966 2,004 2,107 2,122 (14) -0.7% 15 0.7%August 1,989 2,013 2,073 2,124 2 0.1% 51 2.5%September 1,951 2,027 2,069 2,122 (2) -0.1% 53 2.6%October 1,883 2,044 2,053 2,046 (76) -3.6% (7) -0.3%November 1,886 1,969 2,025 2,035 (11) -0.5% 10 0.5%December 1,888 2,016 2,044 Total 23,536 24,131 24,978 23,217 Average 1,961 2,011 2,082 2,111 29 1.4%

Change From Previous Month

Change From Previous Year

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#DIV/0!

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ActualCaseload2016

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the corporation of the county of wellington social

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