2019 Pride Festival Proposals Page 1 of 18
Kingston Pride Inc. – 2019 Pride Festival Proposals
Table of Contents Assessment ................................................................................................................... 2
Festival Director Proposal ............................................................................................ 3
Proposal ...................................................................................................................... 3
Festival Director Terms of Reference and Posting Details .......................................... 3
General Responsibilities: ............................................................................................. 3
Desired Professional Qualifications: ............................................................................ 4
Actual Job Responsibilities: ......................................................................................... 5
Recommendation:........................................................................................................ 5
Considerations: ............................................................................................................ 5
Funding Model: ............................................................................................................ 6
Amplifying Information: ................................................................................................ 6
Copy of email from Doug Kerr (Pride Canada) August 25, 2018 ............................. 6
Telecon Highlights: Charles MacDougall, Executive Director Moncton, NB 30 Aug
18 ............................................................................................................................. 7
Employee Hiring Process ............................................................................................ 8
HR payroll process ...................................................................................................... 8
Payroll deductions: CPP, EI and income tax ............................................................ 8
How to calculate payroll deductions ......................................................................... 9
Employee benefits and taxation ............................................................................... 9
Getting ready to set up our payroll ......................................................................... 10
Frequency of payroll ............................................................................................... 10
Payroll scheduling options ..................................................................................... 10
Processing of payroll .............................................................................................. 10
Employee data required to process payroll ............................................................ 11
Parade Route and Fair Venue Proposals .................................................................. 13
Background ............................................................................................................... 13
Proposals ................................................................................................................... 13
2019 Pride Festival Proposals Page 2 of 18
Fair Venue ............................................................................................................. 13
Parade Route ......................................................................................................... 13
Comparison: .............................................................................................................. 14
Fair Venue ............................................................................................................. 14
Parade Route ......................................................................................................... 16
Attachments: ............................................................................................................... 18
Useful Links/References ............................................................................................. 18
Assessment Based on current climates within Canada and nationwide initiatives at all levels of
government, Kingston Pride Inc., much like most Pride organizations across the country
is experiencing, has the potential for, a sustained period of growth and expansion. To
this end, the following document intends to articulate necessary aspects of expansion,
and proposal for employment of staff in advance of Kingston Pride Inc. Annual Pride
Festival for Kingston and the Islands 2019.
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Festival Director Proposal
Proposal To hire a Festival Director to oversee the 2019 Kingston Pride Festival. The term of
employment will be up to but not greater than 6 months.
Festival Director Terms of Reference and Posting Details The Festival Director is the key management leader of Kingston Pride Inc. The Festival
Director is responsible for overseeing the administration, programs and planning of the
festival. Other key duties include fundraising, marketing, and community outreach. The
position reports directly to the Board of Directors.
General Responsibilities: 1) Board Governance: Works with board in order to fulfill the organization mission.
Responsible for leading Kingston Pride Inc. in a manner that supports and guides
the organization’s mission as defined by the Board of Directors.
Responsible for communicating effectively with the Board and providing, in a
timely and accurate manner, all information necessary for the Board to function
properly and to make informed decisions.
2) Financial Performance and Viability: Develops resources sufficient to ensure the
financial health of the organization.
Responsible for the fiscal integrity of Kingston Pride Inc., to include submission to
the Board of a proposed annual budget and monthly financial statements, which
accurately reflect the financial condition of the organization.
Responsible for fiscal management that generally anticipates operating within the
approved budget, ensures maximum resource utilization, and maintenance of the
organization in a positive financial position.
Responsible for fundraising and developing other resources necessary to support
Kingston Pride Inc.’s mission.
3) Organization Mission and Strategy: Works with board and staff to ensure that the
mission is fulfilled through events and programs, strategic planning and community
outreach.
Responsible for contributing to the implementation of Kingston Pride Inc.’s
programs that carry out the organization’s mission.
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Responsible for contributing to strategic planning to ensure that Kingston Pride
Inc. can successfully fulfill its Mission into the future.
Responsible for the enhancement of Kingston Pride Inc.’s image by being active
and visible in the community and by working closely with other professional, civic
and private organizations.
4) Organization Operations: Oversees and implements appropriate resources to
ensure the operations of the organization are appropriate.
Responsible for effective administration of Kingston Pride Inc.`s operations.
Responsible for assisting in recruitment and training of willing, competent,
qualified volunteers.
With Board approval on a case by case basis, responsible for signing all notes,
agreements, and other instruments made and entered into and on behalf of the
organization.
Desired Professional Qualifications: A bachelor’s degree
Transparent and high integrity leadership
Five or more years senior nonprofit management experience
Solid, hands-on, budget management skills, including budget preparation,
analysis, decision-making and reporting
Strong organizational abilities including planning, delegating, program
development and task facilitation
Ability to convey a vision of Kingston Pride Inc.’s strategic future to board,
volunteers and donors
Knowledge of fundraising strategies and donor relations unique to nonprofit
sector
Skills to collaborate with and motivate board members and other volunteers
Strong written and oral communication skills
Ability to interface and engage diverse volunteer and donor groups
Demonstrated ability to oversee and collaborate with volunteers
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Strong public speaking ability
Experience with conflict resolution and teambuilding
Actual Job Responsibilities: 1. Planning and operation of annual budget (in collaboration with Treasurer).
2. Establishing employment and administrative policies and procedures for all
functions and for the day-to-day operation of the nonprofit.
3. Serving as Kingston Pride Inc.’s available spokesperson to the organization’s
membership, the media and the general public, referring as appropriate to the
board
4. Establish and maintain relationships with various organizations throughout
Kingston and the Islands and utilize those relationships to strategically enhance
Kingston Pride Inc.’s Mission.
5. Report to and work closely with the Board to seek their involvement in policy
decisions, fundraising and to increase the overall visibility of Kingston Pride Inc.
throughout Kingston and the Islands.
6. Supervise, collaborate with organization volunteers.
7. Strategic planning and implementation.
8. Oversee organization Board and committee meetings.
9. Oversee marketing and other communications efforts.
10. Review and approve contracts for services.
11. Other duties as assigned by the Board.
Recommendation: Salary be set at $37,000.00 annually (based on 37 ½ hrs/wk)(Statutory Holidays
off, 5 days’ vacation per annum)
Considerations: Based on formulas cost to Kingston Pride Inc. is approximately $52,000.00 or
$1080.00/wk
Annual review of salary, commensurate with fundraising ability and state of
accounts
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Employment commence January 15, 2019 (may commence earlier if funding
approved/received)
Estimate we need to identify 1/4 of annual salary prior to commencement of
employment with caveat to Director that continued employment contingent on
fundraising achieved with clear time gates e.g., commence employment January
15, 2019, must raise approx. $18,000.00 in first quarter
Based on research with WSIB, it is likely Kingston Pride Inc. would be assessed
as an Optional employer vice Compulsory, notwithstanding if compulsory rate
would be between 2.1 and 2.4% of salary (up to.$1250.00/yr)
Funding Model: Initial funding provided from current funds available, City of Kingston, Federal
Government, Corporate Sponsorship
See attached letter to MP Mark Gerretsen and His Worship, Bryan Paterson,
Mayor
Amplifying Information:
Copy of email from Doug Kerr (Pride Canada) August 25, 2018 Hi Robert:
This email is to introduce you to a few other Canadian Prides who have made the leap
from all volunteer to staff models in recent years: Moncton River of Pride/Rivère de
Fierté, Edmonton Pride, Calgary Pride and Halifax Pride are the three fairly recent ones.
I've cc-ed to Charles, the new staff (but longtime volunteer) at Moncton River of
Pride/Rivière de Fierté, Adam Reid, ED of Halifax Pride, Angela Bennett ED of
Edmonton Pride, and Parker Chapple, ED of Calgary Pride and their Board Chair,
Jason Kingsley. (Charles, Adam, Angela, Parker and Jason: Robert Tucker is from the
Board of Kingston Pride in Ontario and they are looking to move to a staffed model -
and at some point, it would be great if you could provide your thoughts and experiences
if you have any time around this.)
It's Pride Week in both Moncton and Calgary, so they likely are very busy right now, but
I'd follow-up in early Sept. with them.
I can also provide some thoughts and advice as you move through this and hopefully
we'll see you or your colleagues at the national Fierté Canada Pride conference in
Ottawa in February where I am sure this will be a topic of conversation as several
Prides are moving to staff models. - Doug
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Telecon Highlights: Charles MacDougall, Executive Director Moncton,
NB 30 Aug 18
Charles is an interim “Project Director”, hired by Moncton Pride in April of 2018
for a six month term. His employment is contingent on his performance and
fundraising in that period
Position once funding confirmed is intended to be full-time, with appropriate
competition (As incumbent he is likely candidate). The full-time position will be
titled “Executive Director”
His employment at the very start was focused to secure funding for his position, it
was the number one priority, essentially he was tasked by the board to “Write
and Fund His Own Job”
Typical work week is 35+ hours in off season, 40-50 as season picks up, in
excess of 70 during event month – Compensation is set at $18.00/hr – with
compensatory time off as required and agreed between employee and employer
Funding is/was received by Provincial Government under two grants (Youth
Employment, One Job Pledge)
Used a “Go Fund Me” page to raise funds
Moved to Staff Model to achieve growth
Volunteer Burnout, lack of commitment etc. were major factors in decision
process
Board is functioning better as a “Strategic” Board vice in the weeds
Legitimacy of the organization is greatest benefit realized since start
Hi Robert!
Thank you for yesterday's phone call. Here are the two programs from the
Government of New Brunswick that I was talking about:
Youth Employment Fund (what I am currently under, for a duration of six months)
- https://www2.gnb.ca/content/gnb/en/services/services_renderer.201375.Youth_
Employment_Fund.html
One Job Pledge (what I am hoping to transition into)
- https://www2.gnb.ca/content/gnb/en/services/services_renderer.201311.Wage_
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Incentive_-_One-Job_Pledge_.html
I currently earn $18 an hour for a six-month contract as Project Coordinator. This
will be reviewed when we review a one-year contract as an Executive Director.
If you have any questions, don't hesitate to let me know.
Good luck!
Employee Hiring Process When a business hires individuals and pays them salary, bonuses or commissions and
provides employee benefits, we become an employer and assume specific
responsibilities.
HR payroll process When we hire our first employee, we will need to register for a payroll account. We also
need to have all employees complete both the federal and provincial copies of form
TD1. These forms should be completed annually before the end of the first pay period.
They allow us to set the appropriate tax-deduction rates for employees considering any
deductions they are allowed, such as those for small children, study, or the care of a
disabled person living with them.
Payroll deductions: CPP, EI and income tax We have an obligation to deduct Canada Pension Plan contributions (CPP),
Employment Insurance premiums (EI) and income tax from remuneration paid in each
pay period. We will need to remit these deductions along with the employer’s share of
CPP (equal to the amount withheld from the employee) and EI (1.4 times the amount
withheld). These deductions must be remitted to the Canada Revenue Agency (CRA)
on a regular basis.
The CRA will assess a penalty if we as the employer:
Fails to deduct the required amounts
Deduct the amount but do not remit it
Remit the amount after the due date (interest will be applied from the date the
payment was due)
We also have the responsibility to report employees’ income and deductions on the
appropriate payroll forms, T4 and T4A, which are due by the last day of February. We
also are obliged to complete and issue an ROE (Record of Employment) within five
days of when the employee stops working for Kingston Pride Inc.
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How to calculate payroll deductions Payroll deductions can be calculated using CRA’s online payroll calculator. Many
bookkeeping software programs also have a built-in feature for payroll deductions.
These modules calculate the deductions and post the transaction directly to the
appropriate payroll expense and liability accounts.
Many employers, as they grow, choose to use an outside payroll provider (such as
ADP, Payweb or Ceridian). We will still need to provide the payroll company with the
details for each pay period (such as biweekly salary, hours worked or hourly rate). This
can be done online or over the phone. However, many of the functions surrounding
payroll deductions can then be left to the payroll company. The payroll provider will
calculate and remit the payroll deductions to the CRA and pay the employees on the
employer’s behalf. They will also issue all payroll forms such as T4, T4A and ROE.
Most payroll providers charge a one-time set-up fee and then a payroll service fee
(usually per employee) for each payroll run.
Workplace Safety and Insurance Board (WSIB)
We likely need to be registered with the WSIB within 10 days of hiring our first
employee. Based on our industry and the amount of compensation being paid, the
WSIB will assess the applicable rate, and whether we are required to report and remit
payments monthly or quarterly.
Employer Health Tax (EHT)
The Employer Health Tax (EHT) is an Ontario-based tax applicable to all businesses
operating in Ontario. There is an annual exemption on the first $450,000* in salaries.
(This, in effect, means that businesses with annual payroll of less than $450,000 do not
need to pay EHT).
Employee benefits and taxation When considering different types of employee benefits as part of an employee’s
compensation package, it is important to consider how these benefits are taxed. Some
types of employee benefits are taxable to the employee, which decreases the incentive
to offer the benefit as opposed to a slightly higher salary. Other employee benefits are
not tax deductible for the business, which increases the cost of the benefit to the
company.
The best scenario is an employee benefit that is not taxable to the employee, but is tax
deductible for the business, such as a group disability and health care plan. The worst
option is a benefit which is taxable to the employee, but not (or only partially) tax
deductible to the employer.
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Getting ready to set up our payroll Before setting up payroll in Ontario, we need to register with the necessary government
agencies. We will need to:
Obtain or update our business number (BN) from Canada Revenue Agency
(CRA) in order to remit statutory deductions such as income tax, employment
insurance and Canada Pension Plan (CPP). When we register for your BN, we
can select the services we need, including a “payroll account.”
Register with the Ontario Ministry of Finance to remit Employer Health Tax.
Costs range from 0.98% of payroll to 1.98% of payroll, depending on the size of
your payroll budget. (NOT REQUIRED)
Register with the Ontario Workplace Safety and Insurance Board. This
registration is required within 10 days of hiring our first employee. Requirements
and premiums vary, depending on our industry and work environment.
Frequency of payroll Determine how often we will pay employees, maintaining a consistent schedule. In
professional environments, the most common payroll frequency is biweekly (that is,
every two weeks), but we may consider our business and cash-flow cycles to make sure
our plan is manageable. We will need to decide if employees will be paid to date, or a
week in arrears.
Payroll scheduling options Payroll scheduling options include:
Weekly: This schedule is common in very small enterprises with many short-
term, hourly employees
Biweekly: This practice is most common in knowledge-based, professional
environments. The schedule is consistent and easier to administer than monthly
or semi-monthly payrolls, especially if staff are paid hourly
Semi-monthly: This schedule is usually set for the fifteenth day and the last day
of the month. This method can work for salaried employees. However, it is
cumbersome to manage for hourly employees, as hours will vary based on the
number of workdays in a given month. The room for error is significant
Monthly: Rarely used, this timeframe may sometimes be used for more senior
employees in a company, or for commissioned salespeople, where performance
is calculated monthly
Processing of payroll
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Payroll can be processed in-house, or by a third-party payroll provider. There are
reputable payroll providers with automated services to facilitate the process.
In-house payroll
Processing payroll is an important accounting process and should be managed by a
properly trained individual. In smaller organizations, payroll is often managed by the
CFO or a part-time accountant.
Employees need to be paid accurately and on time, and remittances must be submitted
properly. Record keeping is critical to produce year-end tax documents and Records of
Employment (ROEs). This process is manageable for a small group of staff, but
becomes more cumbersome as an organization grows.
Third-party payroll processing
A number of automated payroll services are available in Canada today. The most
popular are ADP and Ceridian.
Costs vary based on the size and complexity of your payroll and the services required.
The employer is responsible to submit accurate information to the service provider to
ensure timely and accurate payroll processing.
Startups in particular can benefit from the provider’s processes, expertise and guidance.
Their systems will also produce statistics, payroll journals, T4s, year-end reports and
ROEs as needed.
Employee data required to process payroll Your accountant or third-party provider will advise on the specific data you will need to
process payroll. The information below highlights what details will be expected.
Full name—matching the account where pay will be deposited
Current address
Social insurance number (SIN)
Date of birth
Date of hire
Amounts to be paid, including wages, salaries and bonuses
Pay type (salaried or hourly)—if paid hourly, the number of hours of work per pay
period will be required
Required deductions
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If you are using a third-party provider, or if you offer benefits and/or direct deposit, you
may also need to provide the following, as applicable:
Benefit eligibility date
Type of employee (for example, full-time or part-time)
Charity deductions
Registered retirement savings plans (RRSP) deductions
Pension deductions
Internal department names and codes
Employee number
Preferred language of communication
Gender
Home phone number
Province of residence (for tax purposes—employees are taxed based on their
home address, not where they work)
Banking information for direct deposit
Vacation accrual per pay period
Vacation allowable overdraw or carryover
Standby pay
Reduction of tax at source
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Parade Route and Fair Venue Proposals
Background Currently our festival is held in McBurney Park with the parade route commencing and
ending at the park, down Princess St. and returning via Brock St. This venue and route
have proven effective and without question support a very local flavored Festival.
Unfortunately under this current model, Kingston Pride Inc. is not sufficiently benefitting
from engagement and involvement effectively with the downtown business and resultant
tourism that is a vital component of Kingston’s Economy. In order to fully realize a
positive impact to Kingston’s economy and increase tourism to or region and thereby
grow our business, the attached venue and parade route changes are recommended for
the 2019 Festival.
Proposals
Fair Venue To change the Kingston Pride Fair location from McBurney Park to Confederation Park
in front of City Hall on Ontario Street for the 2019 Kingston Pride Festival.
Parade Route To change the parade route from Alfred and Princess Streets, down Princess Street,
right onto Ontario Street. The parade will muster/be staged on Mack Street beside
Victoria Park. The parade will disband/disembark on Ontario Street up to the
intersection of Brock Street.
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Comparison:
Fair Venue
Usable space is fairly close to the same between venues; however with potential
growth in successive years expansion directly onto Ontario St. and into Springer
Square is possible; McBurney Park does not provide this option;
Figure 1: Existing Pride Fair location
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Figure 2: Proposed Pride Fair location
Figure 3: Proposed Overflow for Proposed Pride Fair location
2019 Pride Festival Proposals Page 16 of 18
Confederation Basin, given proximity will undoubtedly legitimize and garner
greater respect, support, and participation from business, community at large as
well as City Council and local politicians
Venue is closer to business that will create synergy opportunities, particularly
those venues that host other complimentary events throughout the Pride Festival;
Confederation basin has a performance stage area already embedded within its
grounds;
Change in venue will provide necessary backbone elements required to submit
bid for National Pride AGM within next few years.
Parade Route
New parade route is shorter but strategically would have greater impact as it is
not duplicating, backtracking or transiting less frequented Brock St.;
Figure 4: Existing Parade Route
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Figure 5: Proposed Parade Route
Staging area available is scalable to size of parade participants and more easily
managed;
Disbandment is more easily accomplished, allowing more seamless entrance into
the fair upon completion;
New parade route proceeds in front of City Hall verses behind/beside and
provides great venue for Parade Marshall Review Stand in appropriate and
prominent location;
New parade route can be expanded to start further west/up Princess Street as
necessary in successive years and if deemed appropriate based on spectator
turnout (this is a flexibility that currently does not exist);
2019 Pride Festival Proposals Page 18 of 18
Attachments: Parade/Venue maps and comparisons
Useful Links/References https://www.goodwork.ca/hiring-an-executive-director
https://morancompany.com/hiring-a-nonprofit-executive-director-first-steps-for-board/
https://yscouts.com/when-to-hire-an-executive-director/
https://yscouts.com/what-to-pay-an-executive-director/