PEEL HOUSING CORPORATION BOARD OF DIRECTORS AGENDA PHC - 2/2017 DATE: Thursday, April 6, 2017 TIME: 8:30 AM – 10:30 AM LOCATION: Regional Council Chamber, 5 th Floor 10 Peel Centre Drive, Suite A Brampton, Ontario MEMBERS: F. Dale G. Miles C. Fonseca E. Moore M. Mahoney B. Shaughnessy Chaired by Vice-President Miles 1. DECLARATIONS OF CONFLICTS OF INTEREST 2. ADMINISTRATIVE MATTERS 3. APPROVAL OF MINUTES 3.1. Minutes of the Board of Directors Meeting (PHC-1/2017) meeting held on February 16, 2017 4. APPROVAL OF AGENDA 5. DELEGATIONS 6. REPORTS 6.1. Procurement Activity Semi Annual Report - July 1 to December 31, 2016 (For information) 6.2. Peel Housing Corporation Financial Viability Analysis (For information) 6.3. Health and Wellness Engagement Pilot Project
Transcript
PEEL HOUSING CORPORATION
BOARD OF DIRECTORS AGENDA PHC - 2/2017 DATE: Thursday, April 6, 2017 TIME: 8:30 AM – 10:30 AM LOCATION: Regional Council Chamber, 5th Floor
10 Peel Centre Drive, Suite A Brampton, Ontario
MEMBERS: F. Dale G. Miles C. Fonseca E. Moore M. Mahoney B. Shaughnessy Chaired by Vice-President Miles 1.
DECLARATIONS OF CONFLICTS OF INTEREST
2.
ADMINISTRATIVE MATTERS
3.
APPROVAL OF MINUTES
3.1. Minutes of the Board of Directors Meeting (PHC-1/2017) meeting held on February 16, 2017
4.
APPROVAL OF AGENDA
5.
DELEGATIONS
6.
REPORTS
6.1. Procurement Activity Semi Annual Report - July 1 to December 31, 2016 (For information)
NEXT MEETING Thursday, May 11, 2017, 8:30 a.m. - 9:30 a.m. Regional Council Chambers, 5th Floor Regional Administrative Headquarters 10 Peel Centre Drive, Suite A Brampton, Ontario
12.
ADJOURNMENT
* See text for arrivals See text for departures
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PEEL HOUSING CORPORATION
BOARD OF DIRECTORS
PHC-1/2017
The Board of Directors of Peel Housing Corporation met on Thursday, February 16, 2017 at 11:03 a.m. in the Council Chambers, Regional Administrative Headquarters, 5th Floor, 10 Peel Centre Drive, Suite A, Brampton. Directors Present: F. Dale; C. Fonseca; M. Mahoney; G. Miles; E. Moore Directors Absent: B. Shaughnessy, due to other municipal business Also Present: S. VanOfwegen, Acting Chief Administrative Officer, J. Sheehy,
Commissioner of Human Services D. Labrecque, General Manager; D. Bingham, Treasurer; P. O’Connor, Corporate Counsel; A. Macintyre, Corporate Secretary; C. Thomson, Acting Deputy Corporate Secretary; S. Singh, Legislative Technical Coordinator; M. Sodiya, Legislative Assistant
Chaired by Vice-President Miles.
1. DECLARATIONS OF CONFLICTS OF INTEREST - Nil 2. ADMINISTRATIVE MATTERS 2.1. Motion to Appoint General Manager
Moved by Director Dale, Seconded by Director Moore; That the Board appoint Dan Labrecque as General Manager, Peel Housing Corporation, effective January 1, 2017.
Carried 2017-1 3. APPROVAL OF MINUTES 3.1. Minutes of the Board of Directors Meeting (PHC-10/2016) meeting held on
December 1, 2016
Moved by Director Fonseca, Seconded by Director Moore; That the minutes of the December 1, 2016 Peel Housing Corporation (PHC-10/2016) Board of Directors meeting be approved.
Carried 2017-2
PHC-1/2017 Thursday, February 16, 2017
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4. APPROVAL OF AGENDA
Moved by Director Dale, Seconded by Director Mahoney;
That Delegation 5.1 listed on the agenda for the February 16, 2017 Peel Housing Corporation Board of Directors meeting, be withdrawn; And further, that the agenda for the February 16, 2017 Peel Housing Corporation Board of Directors meeting include a communication from the Board of Directors of Cedar Groves Residents’ Community Corporation, to be dealt with under Communications – Item 7.1; And further, that the agenda for the February 16, 2017 Peel Housing Corporation Board of Directors meeting include a communication from Daniel Ferguson, Weir Foulds LLP, regarding Twin Pines Mobile Home Park and Cedar Groves Residents’ Community Corporation, to be dealt with under Communications – Item 7.2; And further, that the agenda for the February 16, 2017 Peel Housing Corporation Board of Directors meeting include a communication from Patrick O’Connor, Corporate Counsel, responding to a letter from Daniel Ferguson, Weir Foulds LLP, regarding Twin Pines Mobile Home Park and Cedar Groves Residents’ Community Corporation, to be dealt with under Communications – Item 7.3; And further, that the agenda for the February 16, 2017 Peel Housing Corporation Board of Directors meeting be approved, as amended.
Carried 2017-3
See also Resolutions 2017-5 to 2017-7 inclusive
5. DELEGATIONS
5.1. Marlyn Addai, President, Cedar Grove Residents Community Corporation, Commenting on the KPMG Report
and Denise Occhipinti, Project Manager, Human Services, Regarding the Twin Pines Project
Received 2017-4
See also Resolutions 2017-5 to 2017-8 inclusive
Mohamed Bhamani, Deanna Heroux, Senior Project Managers, KPMG, LLP, and Denise Occhipinti, Project Manager, Twin Pines Redevelopment, presented an update and milestone report on the Twin Pines Redevelopment Project.
PHC-1/2017 Thursday, February 16, 2017
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Denise Occhipinti advised that notification to Twin Pines residents of the December 1, 2016 Commitment Modification was completed on December 1, 2016 and that environmental site assessments 1 and 2 have been completed. Mohamed Bhamani reviewed the Twin Pines project approach and provided an overview of stakeholder engagement and communication efforts between October 2016 and February 2017 to develop the Total Public Value (TPV) Framework and create a clear vision for the redevelopment of Twin Pines. Deanna Heroux outlined the key drivers of the TPV Framework of creating a mix of housing options that respond to community needs and ensuring Peel Living’s affordable housing portfolio can be sustained and improved now and in the future. The key priorities identified with the drivers were highlighted as developing a community where residents can live active and healthy lives; fostering a connected and inclusive community; and, protecting and enhancing the environment for generations to come. Throughout the project, the guiding principles of upholding the commitment to residents; ensuring the development will be flexible to change; remaining open to innovative ideas and solutions; and, minimizing disruption to impacted stakeholders, will be maintained. Next steps for the project team will be the development of a business case that identifies preliminary development concepts; conducting a market sounding exercise; conducting a qualitative and financial assessment of preliminary development concepts and delivery models; development of a business case report; and, presenting the business case to the Board of Directors for approval at its meeting scheduled for June 1, 2017. Director Fonseca extended her appreciation to the Twin Pines project team for their efforts and flexibility in communicating with residents. Director Fonseca noted that environmental testing was conducted within the right-of-way and residents have expressed concern that the testing was not conducted close enough to the subject property. Mark Schiller, Director, Real Property Asset Management, Region of Peel, advised that the testing was completed by third party experts. He stated that soil contaminates move to the right-of-way which is more accessible for the drill rig and less disruptive to the property. Director Fonseca requested that the process undertaken for the environmental testing be explained in an upcoming newsletter to Twin Pines residents. Items 7.1 to 7.3 inclusive were dealt with. 7. COMMUNICATIONS Additional Items – Items 7.1 to 7.3 inclusive: 7.1. The Board of Directors of Cedar Grove Residents’ Community Corporation,
Letter dated February 13, 2017, Regarding Twin Pines Mobile Home Park and Cedar Grove Residents’ Community Corporation
Received 2017-5
See also Resolutions 2017-3, 2017-4 and 2017-6 to 2017-8 inclusive
PHC-1/2017 Thursday, February 16, 2017
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7.2. Daniel P. Ferguson, WeirFoulds, LLP, Email dated February 8, 2017, Regarding
Twin Pines Mobile Home Park and Cedar Grove Residents’ Community Corporation
Received 2017-6
See also Resolutions 2017-3 to 2017-5 inclusive, 2017-7 and 2017-8 7.3. Patrick O’Connor, Corporate Counsel, Peel Housing Corporation, Email dated
February 13, 2017, Responding to a letter from Daniel Ferguson, Weir Foulds LLP, regarding Twin Pines Mobile Home Park and Cedar Groves Residents’ Community Corporation
Received 2017-7
See also Resolutions 2017-3 to 2017-6 inclusive and 2017-8
6. REPORTS 6.1. Twin Pines Redevelopment – Total Public Value Framework
Moved by Director Fonseca, Seconded by Director Moore;
That the Total Public Value (TPV) Framework as set out in Appendix I to the report of the General Manager (Designate) titled “Twin Pines Redevelopment – Total Value Framework” be endorsed as the vision for the redevelopment of Twin Pines to provide a mix of housing options and support the sustainability of Peel Living’s affordable housing portfolio within a community that is age-friendly, connected and environmentally responsible and to guide decision making related to project planning, the delivery model and the ultimate plan for the site.
Carried 2017-8
See also Resolutions 2017-4 to 2017-7 inclusive
6.2. Peel Housing Corporation Maintenance Review
Received 2017-9 The General Manager was requested by Vice President Miles to provide ongoing progress reports to the Board of Directors with respect to the recommendations pertaining to an action plan that will enhance the corporation’s longer term efficiency and effectiveness. 6.3. Peel Living 2017 Capital Budget
Moved by Director Mahoney, Seconded by Director Fonseca;
That the 2017 Capital Budget for Peel Living for a total of $16.5 million for State of Good Repair (SOGR) items of high-need nature, as identified in Summary I of the 2017 Budget Document, be approved.
Carried 2017-10
PHC-1/2017 Thursday, February 16, 2017
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Vice President Miles requested that the 2018 Peel Living budget include strategies for securing capital funding to complete outstanding work at Peel Living sites. The General Manager undertook to follow up with Vice President Miles to discuss health and safety concerns at the Knightsbridge seniors’ property. 7. COMMUNICATIONS Additional Items – Items 7.1 to 7.3 inclusive: 7.1. The Board of Directors of Cedar Grove Residents’ Community Corporation,
Letter dated February 13, 2017, Regarding Twin Pines Mobile Home Park and Cedar Grove Residents’ Community Corporation
This item was dealt with under Resolution 2017-5
7.2. Daniel P. Ferguson, WeirFoulds, LLP, Email dated February 8, 2017, Regarding Twin Pines Mobile Home Park and Cedar Grove Residents’ Community Corporation
This item was dealt with under Resolution 2017-6
7.3. Patrick O’Connor, Corporate Counsel, Peel Housing Corporation, Email dated
February 13, 2017, responding to a letter from Daniel Ferguson, Weir Foulds LLP, regarding Twin Pines Mobile Home Park and Cedar Groves Residents’ Community Corporation This item was dealt with under Resolution 2017-7
8. GENERAL MANAGER'S UPDATE
Received 2017-11 Dan Labrecque, General Manager, Peel Living, provided the status of business transformation projects and highlighted identified challenges in several areas. He stated that infrastructure is noted as the most significant driver of client satisfaction and that he has begun the process to develop a Condition Rating System to inform asset planning. While a development planning study conducted by the Region of Peel’s Real Property Asset Management Team ten years ago is being updated, an internal team has been assembled to review previously identified development/redevelopment opportunities. The General Manager also reviewed priorities associated with staffing, financial management and future Board engagement, noting that he is working to develop a long-range calendar for agenda setting that incorporates key decision milestones, the Board’s desire for its strategic plan and governance process, and prior pending items. Vice President Miles highlighted the General Manager’s acknowledgement of the desire and commitment of Peel Living staff to ensure the best experience for residents, and she stated that Peel Living’s goals could not be achieved without caring, dedicated staff.
PHC-1/2017 Thursday, February 16, 2017
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9. IN CAMERA MATTERS 9.1. Closed Session Report of the Board of Directors Meeting (PHC-10/2016) held
on December 1, 2016
Moved by Director Dale, Seconded by Director Fonseca;
That the December 1, 2016 Board of Directors (PHC-10/2016) Closed Session Report be received.
Carried 2017-12
10. OTHER BUSINESS - Nil 11. NEXT MEETING Thursday, March 2, 2017, 8:30 a.m. - 10:30 a.m. Regional Council Chamber, 5th Floor Regional Administrative Headquarters 10 Peel Centre Drive, Suite A Brampton, Ontario 12. ADJOURNMENT The meeting adjourned at 12:14 p.m.
Vice-President Secretary
REPORT Meeting Date: 2017-04-06
Peel Housing Corporation
For Information
DATE: March 29, 2017
REPORT TITLE: PROCUREMENT ACTIVITY SEMI ANNUAL REPORT - JULY 1 TO
DECEMBER 31, 2016
FROM: Dan Labrecque, General Manager, Peel Living
OBJECTIVE To provide details of procurement activity as required by the Region of Peel’s Purchasing By-law 113-2013 for the period July 1 to December 31, 2016.
REPORT HIGHLIGHTS
The Region of Peel’s Purchasing By-law 113-2013 delegates staff to manage procurement and to report these activities to the Peel Housing Corporation (PHC) Board on a regular basis to maintain trust and transparency in the process.
PHC awarded twenty new contracts greater than $100,000 with a total value of $11,950,687.33 for the period July 1 to December 31, 2016 using competitive processes.
This report provides a summary of PHC’s procurement activity for the period July 1 to December 31, 2016.
DISCUSSION 1. Background
In accordance with the Region of Peel’s Purchasing By-law 113-2013, the Director of Purchasing is providing the semi-annual report to the Peel Housing Corporation (PHC) Board summarizing the Corporation’s activity for the following procurements, as follows:
Contract awards
Emergency purchases
Awards during Board recesses
Non-compliance with the Purchasing By-law
Unforeseen circumstances Final contract payments related to the original purchase contract.
Definitions explaining the above noted items are referenced in Appendix I to the subject report.
6.1-1
PROCUREMENT ACTIVITY SEMI ANNUAL REPORT 2016 - JULY 1 TO DECEMBER 31, 2016
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2. Procurement Activity
This section includes information on all awarded contracts that are greater than $100,000, emergency purchases and non-compliant purchases. It also includes amendments made to existing contracts that were a result of unforeseen circumstances or were required for final payment purposes. A detailed listing of all procurement activity mentioned above is referenced in Appendix II to the subject report. The table below provides a summary of the procurement activity for the period July 1 to December 31, 2016 (contract renewal activity excluded):
Procurement Activity Total Value of Awarded Contracts
Competitive contracts $11,950,687.33
Direct Negotiation contracts No Activity
Contracts awarded during Council recess No Activity
Emergency purchases $103,288.61
Non-compliant purchases No activity
Unforeseen circumstances No Activity
Final contract payments No Activity
TOTAL $12,053,975.94
6.1-2
PROCUREMENT ACTIVITY SEMI ANNUAL REPORT 2016 - JULY 1 TO DECEMBER 31, 2016
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CONCLUSION
To maintain trust, confidence and transparency in the stewardship of public funds used by PHC, this report is being submitted to provide a summary of PHC’s procurement activity for the period July 1 to December 31, 2016 in accordance with the reporting requirements set out in the Purchasing By-law 113-2013.
Dan Labrecque, General Manager, Peel Living APPENDICES
1. Appendix I - Definitions 2. Appendix II - Awarded Contracts For further information regarding this report, please contact Kristin Misurka, Acting Director Purchasing, extension 4640, [email protected].
6.1-3
Appendix I – Procurement Activity Report – Definitions
Competitive contracts greater than $100,000: These are contracts awarded to vendors as a result of a competitive process.
Direct Negotiation contracts greater than $100,000: These are contracts awarded to vendors as a result of a non-competitive process. It refers to the negotiation of an agreement for the purchase of goods and services where there is no open competition among or between vendors. The conditions that allow for direct negotiation are outlined in Part V Purchasing Authorities and Purchasing Methods of the Purchasing By-law.
Disposal proceeds: These are proceeds received from the sale, exchange, transfer or gift of goods owned by the Region which are surplus to its needs.
Emergency purchases: These are contracts awarded to vendors in the event of an emergency. “Emergency” means a situation or impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident, or an act whether intentional or otherwise.
Council recess purchases: The Document Execution By-law delegates authority to the Chief Financial Officer (CFO) to award contracts that are deemed to be reasonably required to carry on the business of the Regional Corporation on behalf of Council when there is no regular meeting of Regional Council scheduled during a period of time that is more than 21 days after the date of the previously scheduled regular Council meeting.
Non-compliant purchases: These are purchases made when a department has engaged a vendor to deliver goods or services without following the procurement processes required by the Purchasing By-law.
Unforeseen circumstances: These are amendments made to contracts to facilitate nominal payments for unforeseen work. For example, a contractor must remedy an unknown pre-existing site condition in order to complete the contract. The Purchasing By-law delegates authority to the Director of Purchasing to approve these amendments on the condition that Council is provided full disclosure on all increases resulting from unforeseen circumstances.
Final contract payments: These are amendments made to contracts to facilitate final payment to a vendor for additional work required in order to complete the contract. The final payment for the work exceeds the approved contract amount including the allowable amendment value in accordance with the Purchasing By-law. The Purchasing By-law delegates authority to the Director of Purchasing to approve these final contract payments which manages payment delays to vendors on the condition that Council is provided full disclosure on all final contract payments.
6.1-4
Appendix II - Awarded Contracts - Procurement Activity Report - July 1 to December 31, 2016
1 2016-033T Elevator Modernization at Wedgewood Court and Stavebank, Project E15-20499 Delta Elevator Co Ltd $846,000.00
2 2016-106T Chiller and Cooling Tower Replacement at Gardenview Court, City of Mississauga, Project E16-20519 Superior Boiler Works and Welding Ltd $166,191.00
3 2016-144T Comprehensive Energy Audit of various Peel Living Affordable Housing Buildings Efficiency Engineering Inc $342,580.00
5 2016-264T Underground Parking Garage Major Repairs at Springfield Gardens, City of Mississauga, Project E16-20523 Trinity Services Ltd $956,550.00
6 2016-265T Roofing and Attics Repairs at Middleton Way, City of Brampton, Project E16-20529 Trinity Roofing Ltd $1,208,512.44
7 2016-266T Remediation of Building Envelope at Colonial Terrace, 3480 Colonial Drive, City of Mississauga, Project E16-20527 Trinity Services Ltd $3,295,910
8 2016-276T Exterior Wall Repairs Unit 310 Lakeside Court, City of Mississauga, Project E16-20522 Maxim Group General Contracting Ltd $113,780.00
9 2016-334T Kitchen and Vanity Replacement at Creditbend, 5595 Creditview Road, City of Mississauga, Project E16-20518 Tower Restoration Ltd $671,894.05
10 2016-371T General Contracting Services at Various Peel Living Locations Biview Building Services $495,200.00
11 2016-395T Window Replacement at Gran Colombia 3058 Fifth Line West, Mississauga, Project E16-20520 Namfar Construction Ltd $511,375.00
12 2016-410T Tree Trimming, Removal and Stump Grinding Services at Various Peel Living Locations Maple Hill Tree Service $100,000.00
13 2016-431TElectrical Services for Supply and Installation of a Standby Generator at 1767 Dundas Street E., City of Mississauga,
Project E15-20516Ferguson Electric Co Ltd $327,700.00
14 2016-491T Riser Replacement Projects at Various Peel Living Facilities, Project No. E14-20486 Vic's Group Inc. $478,900.00
15 2016-497T Supply and Installation of Bathroom and Kitchen Cabinetry at Various Peel Living Locations Greenline Renovations Plus Ltd $367,969.00
16 2016-526T Sub-Grade Basements and Garage Leak Repair Services at Various Peel Living Locations R-Con Contracting Inc $221,250.00
17 2016-531Q Eavestrough Cleaning, Inspection and Repair At Various Peel Living Locations Pop's Restoration $191,310.00
18 2016-573T Roofing Replacement and Attics Repair Knightsbridge, City of Brampton, Project E16-20521 Skyway Roofing Ltd $322,850.00
19 2016-574T Roofing and Attics Repair Mason’s Landing, City of Mississauga, Project E16-20528 Triumph Aluminum & Sheet Metal Inc $414,475.84
20 2016-674T Carpet Replacement, Window Covering and Upholstery Services at Various Peel Living Locations Cooksville Interiors (Mississauga) Ltd $386,935.00
$11,950,687.33
OTHER - EMERGENCY PURCHASES Item Document Description Vendor Award Amount
1 2016-406N Emergency Work for Water Main Break at 4th Avenue West, Twin Pines, City of Mississauga Bomben Plumbing and Heating Ltd $33,078.08
2 2016-443N Emergency Work Water Main Break, Forester Terrace, A2251 Burnhamthorpe Road, Mississauga
BiView Building Services, Vic’s Plumbing and Heating Ltd, B.C. Tree Removers and Melrose
Paving Co Ltd $26,328.47
3 2016-575N Emergency Work for Water Main Break, at 35 Stavebank Rd N., Mississauga Midsteel Mechanical Ltd $25,349.24
4 2016-606N Emergency Work Water Main Break, 3330 South Millway, Mississauga Midsteel Mechanical Ltd $18,532.82
To provide an overview of the report completed by Ernst & Young Orenda Corporate Finance Inc. (EY) on Peel Housing Corporation’s (PHC) Financial Viability strategy. REPORT HIGHLIGHTS
Ernst & Young Orenda Corporate Finance Inc. (EY) has completed the final report of PHC’s Financial Viability Phase II work.
The primary finding of the EY review was that Peel Living’s long-term financial viability would be enhanced through more innovative portfolio management of its holdings, specifically adoption of a Corporate Real Estate (CRE) model.
While PHC already carries out many of the underlying functions embedded within the CRE model, it is recommended that additional focus be placed on improvements in the portfolio management and real estate functions.
Staff concur with the general findings and have noted that proposed work plan initiatives presented to the Board at its February meeting are supportive of the consultant’s findings.
A summary of work plan is incorporated in the presentation to the Board under General Manager’s Update section of the agenda.
DISCUSSION 1. Background
As part of a broader business transformation process, the PHC Board of Directors commissioned EY to review and provide insight to the Board on actions and strategies that could enhance its longer term viability and ultimately its value-add to the Peel community. At its September 15, 2016 Board meeting, the Board received a status update from EY on their draft report. The final report, dated December 28, 2016, was delivered to staff earlier this year. Substantively, the final written report is similar to the draft report.
6.2-1
PHC FINANCIAL VIABILITY ANALYSIS
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2. EY Findings
While comprehensive in its analysis, the main finding in the report was that Peel Living should consider a more innovative portfolio management perspective, as compared to its traditional “hold to maintain” stance. The portfolio management concept was characterized as a CRE model and is one used extensively in the private sector. The generic CRE model comprises five main functional groups, which are noted below with their primary attributes.
Program Management – policies, procedures, IT Portfolio Management – capital needs analysis, investment strategy, portfolio plans
Real Estate Operations – asset and property management
Client Service Management – engagement and management
EY noted that while Peel Living undertakes many of the functions, they highlighted two areas for future exploration to achieve more value. They were portfolio management and real estate operations. The underlying premise of the CRE model is that an organization can add value to its portfolio by constantly assessing the portfolio for opportunities to reduce costs, increase revenues, buy and sell assets, and look at intensification and redevelopment options. A fundamental requirement to achieve the goal of optimizing longer-term value is to maintain a long-term asset plan that is continuously updated as all of the underlying assets move through the various stages of their life cycles.
3. Staff Observations
The primary take away from this review is that there is value in managing the Corporation’s assets as a portfolio, as opposed to managing 68 properties individually.
For example:
Currently the focus on rent-geared-to-income (RGI) unit counts is based on compliance of each property’s agreement. Adoption of a portfolio model could allow some rebalancing to capture more rental revenue via shifting some RGI units to properties with lower market rent levels and filling that space with higher market rent levels.
Potential to decommission smaller properties near the end of their useful lives and using those proceeds to expand other sites to gain more economies of scale and reduce overall operating costs.
Staff support the general findings presented by the consultant and the work plan priorities previously identified to the Board at its February meeting, geared towards moving the
Corporation to a portfolio based strategy.
As previously noted, a number of initiatives are underway to build in an improved long-term perspective to all of Peel Living’s operations. Updates will be provided at every available
Board meeting ahead of formal recommendations.
6.2-2
PHC FINANCIAL VIABILITY ANALYSIS
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CONCLUSION
The EY review validated many of the concepts and issues that have previously been discussed to help improve PHC’s ability to meet its mandate. As the Board is aware, the Social Housing program is complex and impacted by many stakeholders. Our most important stakeholders are the clients that we serve. The work plans being explored should contribute positively to improving both our long-term financial viability and the level of satisfaction that our clients have with their tenancies. It is the intention of the General Manager to bring forward regular updates of our work plan development and achievements to the Board for their review and endorsement.
Dan Labrecque, General Manager, Peel Living
For further information regarding this report, please contact Dan Labrecque, General Manager, Peel Housing Corporation at [email protected], or ext. 3549. Reviewed in workflow by:
Financial Support Unit
6.2-3
REPORT Meeting Date: 2017-04-06
Peel Housing Corporation
DATE: March 21, 2017
REPORT TITLE: HEALTH AND WELLNESS ENGAGEMENT PILOT PROJECT
FROM: Dan Labrecque, General Manager, Peel Living
RECOMMENDATION That staff be authorized to directly negotiate with Supportive Housing in Peel (SHIP) for the provision of services to support a Health and Wellness pilot project for one year in the amount of $82,000, exclusive of applicable taxes; And further, that the opportunity to extend the services for an additional year upon staff assessment and demonstration of positive results, be approved.
REPORT HIGHLIGHTS
Staff are experiencing challenges in dealing with mental health related behaviours in some tenants.
Peel Living has a longstanding collaborative relationship with Supportive Housing in Peel (SHIP) using their mental health expertise to support clients and stabilize tenancies by providing early intervention to vulnerable residents.
The pilot is founded on the provision of a dedicated expert resource from SHIP to support Peel Living staff.
The objective of the pilot is to understand the value of earlier interventions and the development of a mental health support framework.
The contract would cost $82,000 and can be funded from within the approved budget. DISCUSSION 1. Background
Peel Living Staff are experiencing complex tenancy situations where mental health challenges play a major role for tenants struggling to adhere to tenancy obligations. Specialized support and case management services are required to address these complex mental health
challenges.
Peel Living Staff’s primary function is to provide property management services. The increased demands resulting from a small portion of the tenant base dealing with mental health challenges consumes a disproportionate amount of staff time and diverts resources from the remaining tenant population. While frontline staff continue providing supportive environments, they struggle to effectively address the multiple demands these tenants place on them which require
expert resources/training.
6.3-1
HEALTH AND WELLNESS ENGAGEMENT PILOT PROJECT
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To address these gaps, Peel Living is leveraging its longstanding collaborative relationship with Supportive Housing in Peel (SHIP). SHIP is a unique health service provider with expertise in the areas of mental health support combined with strong housing knowledge, utilized to stabilize and support vulnerable residents. SHIP’s mission is to optimize quality of life through
community based housing and mental health services.
To support the development of a mental health framework, this pilot proposes to obtain a SHIP dedicated resource to specifically support tenants, staff and to provide a transfer of knowledge.
The pilot includes:
A dedicated SHIP Mental Health Engagement worker resource to enhance Peel Living’s staff team response to complex situations.
Direct access to SHIP’s Health & Wellness Engagement staff to assist tenants by promoting behaviors and skills conducive to ongoing tenancy.
Supporting staff with experts and accredited staff in the field of mental health to free Peel Living staff time to deal with other tenancy issues.
A wraparound approach in order to de-escalate the immediate crisis and to develop long term plans for tenancy success.
Impact
As a result of SHIP’s intervention, it is anticipated that Peel Living tenants and the surrounding neighbours in the community will experience an improved quality of life and for the former, an ability to adhere to tenancy obligations. Peel Living staff will benefit from the additional support, and this will further enhance their skills when dealing with complex tenants and situations. Peel Living believes in the importance of identification of mental health issues which allows for earlier intervention, leading to greater successful tenancies. As such, we recognize this pilot’s potential in providing not only early interventions but also input into the development of a
broader mental health support framework.
This dedicated resource supports successful tenancies outcomes for Peel Living tenants, increasing housing stability, satisfaction with Peel Living, along with improvement of landlord and tenant relations. Overall a better understanding, measurement and contribution to the resident’s mental health and wellness landscape will be achieved, allowing Peel Living to meet its landlord obligations to ensure reasonable enjoyment of premises for the broader tenant
population.
At the end of the pilot, staff will evaluate its success, and if it has met the anticipated outcomes of supporting at risk tenancies, will extend the term for an additional year. 2. Procurement Process
As the recommendation is for a direct negotiation, it is recognized that this is a non-competitive process.
This recommendation is pursuant to the Purchasing By-Law 113-2013, Section 5.2.5, which identifies a method of purchasing services from a Vendor that has special knowledge, skills, expertise, and/ or experience.
6.3-2
HEALTH AND WELLNESS ENGAGEMENT PILOT PROJECT
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FINANCIAL IMPLICATIONS The increase in management fees will be funded from within the existing 2017 budget. CONCLUSION
Recognizing and addressing the influx of complex tenancy situations arising from mental health, Peel Living will enter into a direct negotiation with SHIP to obtain a dedicated Mental Health Engagement Worker. The pilot will be for one year, and dependent on the evaluation of the project, may be extended for an additional year. It is anticipated that the ability to engage
mental health expertise will result in more successful tenancies in Peel Living.
Dan Labrecque, General Manager, Peel Living For further information regarding this report, please contact Dan Labrecque [email protected] or ext. 3549.
Reviewed in workflow by:
Purchasing
Financial Support Unit
6.3-3
General Manager’s Update April 6, 2017
8-1
Balanced Score Card
Our Clients Our People
Our Infrastructure Our Finances
8-2
Client Focus
• SHIP Health and Wellness pilot • Finalize 2017 client survey process by end of Q2 • Review and refresh front-line training needs • Develop a formal client complaint process • Review Tenant Annual Review (TAR) process
8-3
People Focus
• Dedicated FSU Manager effective end of Q2 • Post vacant Technical Support Manager position as a
two-year contract • Finalize analysis of 2016 Employee Survey results
8-4
Infrastructure
• Develop a Facility Condition Index (FCI) process and respective service standard options for Board consideration
• Develop a ten year asset management plan • Receive redevelopment and intensification
opportunities for inclusion into long-term plan • Develop a framework for an energy plan • Twin Pines
8-5
Finances
• Finalize baseline service metric – Net Operating Income
• Review rent collecting process – focus on arrears management
• Review maintenance process • Develop a framework for implementing service level
agreements
8-6
Governance
• Focus efforts on enhancing the draft Shareholder Direction for ultimate adoption by Board and Regional Council
8-7
Preliminary Board Meeting Agenda
June • Twin Pines Process
Milestone • Report back on final SHS
Consulting review of Service Model
• Treasurer’s report on investments
• Update on Complaint Process Review
July • Update on potential
redevelopment opportunities
• Technology Update
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Twin Pines
• Business Case Development
– Identification of preliminary development concepts – Market sounding exercise – Qualitative and financial assessment of preliminary
development concepts and delivery models – Development of business case report
• Presentation for approval by the Board – June 1st, 2017
