BOARD OF DIRECTORS MEETING December 3, 2020

BOARD OF DIRECTORS MEETING December 3, 2020

Virtual Meeting

REVISED AGENDA

7:05 PM 1. Welcome from Chair and Call the Meeting to Order

7:07 PM 2. Approval of Agenda

7:08 PM 3. Confidentiality and Conflicts of Interest Declarations 3

7:10 PM 4. Chair's Verbal Update

7:15 PM 5. CEO's Verbal Update

FOR APPROVAL

7:20 PM 6. Approval of the minutes - September 24, 2020 4

7:21 PM 7. Uncollectible Debt from Former Tenants (Greg Finnamore and Jean-Marc Carrière) 10

7:30 PM 8. Brand Identity for 811 Gladstone (Melany Chretien and Gwen Cox) 14

FOR INFORMATION and DISCUSSION

7:45 PM 9. Mosaïq - The Rental Strategy (Debbie Mills) 20

7:55 PM 10. Gladstone District Energy Heating Strategy (Dan Dicaire) 38

BULK CONSENT

8:05 PM 11. CEO Operational Report (Stéphane Giguère) 72

12. Tenant Advisory Group (TAG) minutes - June 23, 2020 80

13. Memo: COVID-19 Planning and Response - Update from the Core Team(Cindy Newell and Greg Finnamore)

84

14. Diversity and Inclusion Plan - Phase 1 (Cindy Newell and Taylor Skirda) 90

15. Integrity Policy Annual Report (Kristen Bailey) 105

BOARD COMMUNICATION DOCUMENTS

16. Letter: Sent from Mayor Jim Watson 111

8:10 PM 17. Inquiries from the Board

8:15 PM 18. Motion to Adjourn

Next meeting – January 21, 2021 at 4:30 PM

1

RÉUNION DU CONSEIL D’ADMINISTRATION Le 3 décembre 2020

Réunion virtuelle

ORDRE DU JOUR RÉVISÉ

19 h 05 1. Mot de bienvenue du président et ouverture de la séance

19 h 07 2. Approbation de l’ordre du jour

19 h 08 3. Déclarations de confidentialité et de conflits d’intérêts 3

19 h 10 4. Le point du président (de vive voix)

19 h 15 5. Le point du PDG (de vive voix)

POUR APPROBATION

19 h 20 6. Approbation du procès-verbal de la réunion du 24 septembre 2020 4

19 h 21 7. Créances irrécouvrables des anciens locataires (Greg Finnamore et Jean-Marc Carrière) 10

19 h 30 8. Identité de marque pour 811 Gladstone (Melany Chretien et Gwen Cox) 14

POUR INFORMATION et DISCUSSION

19 h 45 9. Mosaïq - La stratégie de location (Debbie Mills) 20

19 h 55 10. Stratégie de chauffage énergétique du district de Gladstone (Dan Dicaire) 38

APPROBATION EN BLOC

20 h 05 11. Rapport du PDG sur les activités (Stéphane Giguère) 72

12. Procès-verbal de la réunion du 23 juin 2020 du Groupe consultatif des locataires 80

13. Mémo : Planification et intervention COVID-19 - Mise à jour de l'équipe de base(Cindy Newell et Greg Finnamore)

84

14. Plan de diversité et d'inclusion - Phase 1 (Cindy Newell et Taylor Skirda) 90

15. Rapport annuel sur la politique d'intégrité (Kristen Bailey) 105

DOCUMENTS DE COMMUNICATION DU CONSEIL D’ADMINISTRATION

16. Lettre : Envoyée par le maire Jim Watson 111

20 h 10 17. Questions du conseil

20 h 15 18. Motion visant la levée de la séance

Prochaine réunion – le 21 janvier 2021 à 16 h 30

2

Confidentiality and Conflicts of Interest

Confidentiality

A Board or Committee member (member) makes a written commitment, and is required by law to keep all confidential information confidential at all times.

Please remember that contents of Committee and in-camera meeting packages, discussions at Committee and in-camera meetings as well as decisions made at Committee and in-camera may not be shared in any way. They may not be discussed, repeated, tweeted, e-mailed or otherwise communicated to anyone outside of the meeting.

Conflict of Interests

A Board or Committee member (member) will review the Meeting Agenda and Reports and determine if the member has a real, perceived or potential conflict of interest.

A member has an obligation to report immediately a conflict of interest to the meeting Chair – whether the conflict is their own or that of another member.

At the meeting, the Chair will ask members to declare Conflicts of Interest they may have relating to items on the meeting agenda. A member must declare a conflict with an item on the agenda, even if they have previously declared the conflict to the Chair.

• A Conflict of Interest is a situation where a member’s personal interests could influencethe member’s ability to make decisions with integrity, impartiality and in the bestinterests of OCHC.

• A Conflict of Interest may be real (actual), perceived (could appear by an outsideobserver to exist), and potential (could reasonably be expected to occur in the future).

• Personal interests refer to having a self-interest, and include the interests of relatedpersons, friends and business associates. The interests can be of a personal, financial orprofessional nature and can include a personal gain, benefit, advantage or privilege.Personal interests include participating in outside activities or employment outside ofOCHC, whether paid or unpaid.

• Refer to OCHC’s Conflict of Interest Policy for more information.

A member who has a Conflict of Interest with an agenda item must leave the room while the item is being addressed.

3

http://www.och-lco.ca/wp-content/uploads/2018/10/Policy-Conflict-of-Interest-.pdf

OTTAWA COMMUNITY HOUSING CORPORATION BOARD OF DIRECTORS MEETING

PUBLIC MINUTES

Thursday, September 24, 2020 Virtual Meeting Meeting Start Time: 4:30 PM

Directors: Councillor Mathieu Fleury, Chair Ferenaz Raheem, Corporate Secretary Brendan Lawlor, Treasurer Councillor Theresa Kavanagh Councillor Rawlson King Paul Fortin (Tenant) Councillor Catherine McKenney Councillor Scott Moffatt Dan Doré, Vice-Chair Michele Brenning Regrets: Girum Simmie Rebecca Hickey

OCHC Stéphane Giguère, Chief Executive Officer Cliff Youdale, Chief Development Officer Staff: Nathalie Fauvel, VP, Finance, and Chief Financial Officer Wendy McColgan, Manager, Executive Operations Tara Doucet, Manager, Tenancy Administration Erin Duncan, Administrative Assistant Shaun Simms, VP, People and Culture Guy Arseneau, Chief Operating Officer Kristen Bailey, Director, Legal Services Michael Wilson, VP, Organizational Effectiveness Cindy Newell, Director, Human Resources Barron Meyerhoffer, Director, Development

Alain Cadieux, Director, Property Management and Support Services

Joanne Myles, Manager, Learning and Organizational Development

Brent Schwieg, Director, Strategy and Governance Jean-Marc Carrière, Senior Manager, Tenancy Administration Melany Chretien, Director, Corporate Communications Brian Gilligan, VP, Community and Tenant Support Steve Clay, Manager, Community Development Diana Carr, Director, Project Implementation Jean Dostaler, Director, Asset Management Operations Rob Badger, Project Manager Greg Finnamore, Director, Finance and Procurement Anna Silverman, Executive Director, OCHF Caroline Kayll, Development Coordinator, OCHF Guests: Jennifer Lalonde, Executive Director, Aging in Place Patricia Bethel, Chair of Aging in Place Board of Directors 1. Welcome and Call the Meeting to Order

Councillor Fleury welcomed the members and called the meeting to order at 4:35 p.m. 2. Approval of Agenda

Moved by: Councillor King Seconded by: Dan Doré That the agenda be approved, as amended to add item 9b – Motion: Youth Futures Program and to bring out of Bulk Consent item 15 – Reopening of OCHC Area Offices and item 19 – Impact of 2021 Increase on Market Rents and Parking Fees. Carried

3. Confidentiality and Conflict of Interest Declarations No conflict of interest declarations were made based on the agenda.

4. Chair’s Verbal Update 4

Councillor Fleury provided the following updates:

- Commended and thanked Howard Whittaker for his great work as the OCH Foundation transitions to the new Executive Director, Anna Silverman.

- Attended the CMHC funding announcement at 811 Gladstone. - Recognized a need for planning and preparation for a second wave of the pandemic, covering the

rest of this year and for 2021. - Highlighted and commended OCHC’s partnership with Aging in Place. - Encouraged participation at the upcoming Board retreat in November 2020. - Commended OCHC for recently winning two Canadian HR Awards, including one for Corporate Social

Responsibility.

5. CEO’s Verbal Update

Mr. Giguère provided the following updates: - Thanked OCHC staff who have supported and worked throughout the first wave. - Shared number of outreach calls to tenants to date, increased number of service calls and the

nature of the calls. - Noted during the CEO community tours that the impact of extended isolation has impacted several

seniors’ acuity. - Reported increased utility costs with more tenants staying at home during the pandemic. This is

expected to continue beyond 2020, and OCHC will be looking to the City and the Province for support.

- Canadian HR Award for Best Social Responsibility Strategy recognizes OCHC’s commitment to the importance of corporate social responsibility in the workplace and in engaging employees in the process.

- OCHC is in discussions with the province and the City on relief funding for COVID-19. - Tenant Talks are ongoing. - In 2020, a Diversity and Inclusion Multi-Year Plan is being developed with support from the

Champions Table to create a culture of inclusion and belonging and to promote the need for ongoing dialogue and action in order to eliminate racism in all its forms.

- Tenant and staff mental health is a key priority for OCHC. - Community Safety Services members are being trained to administer Naloxone in the case of an

overdose in an OCHC community. - Considering a collaborative Tenant Appreciation event in the fall with the Community Development

Framework (CDF) and the City for All Women Initiative (CAWI). - The Partners Forum is going to be delayed to late winter or early spring. - Reduced or cancelled social and recreational programming as a result of COVID-19 having broad

impact from youth to seniors. - Thanks to the hard work of our partners at Aging in Place and Canadian Organic, who delivered

soil, plants & pots to tenants at 395 Somerset, a new garden will promote food security. - Volunteers from Keyes Appliances and the OCHF participated in the #PackASack program. - OCHC volunteers participated in outdoor yoga and helped prepare food for the foodbank. - Construction progressing at 811 Gladstone.

5

PRESENTATION

6. Aging in Place

Since 2007, Aging in Place has been providing supports to seniors living in OCHC buildings to help them live healthier lives and remain in their homes longer. An overview of the supports provided by Aging in Place, the challenges they are facing, and the next steps were presented.

FOR APPROVAL

7. Approval of the Minutes – June 25, 2020 Moved by: Ferenaz Raheem Seconded by: Councillor Kavanagh That the minutes of the June 25, 2020, public session of the Board of Directors meeting be approved. Carried Business Arising from the Minutes

There was no business arising from the minutes.

8. 2021/2022 Capital Works Program

An overview of the report was presented, higher budget programs were highlighted, and the risks were reviewed. In 2021, prioritizing the capital needs for the portfolio will be critical. Safety related and legislated projects are generally prioritized. A discussion occurred around the details of the total amount. This budget is preliminary, pending completion of the overall corporate budget, of which the capital works is a part. Board members raised questions about a budget allocation for integrated IT and building technology systems, which are currently under review.

Moved by: Councillor McKenney Seconded by: Dan Doré That the Board of Directors approve the following, pending finalizing the 2021/2022 Capital Budget and as provided in the allocation table in Appendix A: the $16 million 2021/2022 Capital Works Program the procurement of capital work, to a maximum of $10 million in the 2020 calendar year, for

the $16 million 2021/2022 CWP spending in 2020 toward the 2021/2022 program, to a maximum of $2 million.

Carried

6

9. 2021 Calendar of Board and Committee Meetings

Overall, the calendar aligns with the meeting frequency and timing of recent years, and has been supported at Committee meetings. An additional meeting date has been held for the Finance and Audit Committee and for the Board of Directors should these meetings be required. Meetings will continue to be conducted virtually based on pandemic health and safety needs.

Moved by: Councillor King Seconded by: Ferenaz Raheem That the Board of Directors approve the 2021 Calendar of Board and Committee Meetings as presented. Carried

9b. Motion: Youth Futures Program The City provided an update earlier this year about their plans for the Youth Futures program. They identified challenges as they related to employment during COVID-19. Board members have been seeing gaps in services, support and opportunities for youth in our communities. As the pandemic is likely to continue into 2021, Board members want to ensure the program does not fall short two years in a row. Moved by: Councillor Fleury Seconded by: Councillor King Whereas the Ottawa Community Housing (OCH) and the OCH Foundation continue to be proud partners in the delivery of the Youth Futures Program to provide skills, information, support and practical experience to succeed in college, university and the work force. Whereas this program is provided at no cost, in both official languages, advanced leadership training, mentorship, a variety of employment positions and a post-secondary experience. Whereas COVID-19 has brought significant challenges in the delivery of services for many organizations, forcing a shift towards digitization and alternative ways of providing services, including school learning. Whereas the Board of Directors continues to see gaps in services, support and opportunities for youth in our communities. Whereas the Board of Directors would have liked to see the City connecting with our youth, through Youth Futures, throughout the COVID period, including the implementation of virtual programming. Therefore be it resolved, that the Board of Directors asks the City of Ottawa to present to the Board on their future plans for the delivery of the 2021 program to ensure continuity of this successful program. That the Board of Directors ask the City of Ottawa to present to the Board on their future plans for the delivery of the 2021 program to ensure continuity of the successful Youth Futures Program. Carried

7

FOR INFORMATION AND DISCUSSION 10. 2020 Corporate Work Plan Update

An overview of changes to the Corporate Work Plan was presented. Based on the second quarter review, the in-time project completion forecast has dropped by approximately 25%. Thirteen projects will need adjustments to scope, approaches and/or milestones, primarily due to the pandemic. The third quarter review will be completed in the next week. A discussion occurred around overall delays in the Corporate Work Plan. Most all delays are directly related to internal staff capacity which has been focused on pandemic response and key consultation with partners, including tenants who are also preoccupied with the impacts of COVID-19. In all cases, risks of project delays have been reviewed and can be mitigated.

Paul-Emile Fortin joined during this item at 5:27pm.

That this status report on the advancement of the Corporate Work Plan impacted by the pandemic be received by the Board of Directors for information. Received

11. Redevelopment Process - Approval Gates An overview of the report was presented along with the multiple approval touch points that will come to the Board of Directors at various stages of individual development projects to ensure awareness, transparency and consistency. Board members shared appreciation for being involved and the governance on these topics. The importance of recognizing unfamiliar roadblocks and the need for ongoing Board support was highlighted. That this report on the Stage Gate Re-Development Process and the associated attachments be received by the Board of Directors for information. Received

15. Reopening of OCHC Area Offices (from Bulk Consent)

Board members inquired about how services were being provided to tenants during COVID-19. OCHC tenant-facing offices have undergone a retrofit, with the installation of glass at the front desks and in the interview rooms to ensure proper distancing as required by Ottawa Public Health. More than seventy percent of OCHC residents have access to internet. The other thirty percent are receiving services and communications via telephone, newsletters, notices and property managers informing residents of any updates.

Received

8

19. Impact of 2021 Increase on Market Rents and Parking Fees (from Bulk Consent)

The Board inquired about the 2021 increases. All rents in Ontario will be frozen, with a few exceptions. OCHC will be investigating if there is a possibility of exemption for co-ops and non-profit organizations.

Received BULK CONSENT

The following bulk consent items were received:

12. CEO Operational Report (Stéphane Giguère) 13. Tenant Advisory Group (TAG) minutes - February 18, 2020, March 24, 2020

and May 12, 2020 14. Culture Roadmap Update (Shaun Simms) 16. 251 Penfield Development Update (Barron Meyerhoffer) 17. Fire Life Safety Program Update (Jean Dostaler) 18. 2020 Sourcing Plan Update (Greg Finnamore) 20. Capital Spend Update - June 30, 2020 (Nathalie Fauvel) 21. Financial Accountability and Performance Monitoring - June 30, 2020 (Nathalie Fauvel)

Received

BOARD COMMUNICATION DOCUMENTS

22. Ottawa Public Health (OPH) - Status of Employment and Income Pressures During

the COVID 19 Pandemic in Ottawa 23. Ottawa Public Heath (OPH) - Status of Mental Health in Ottawa during the COVID 19

Pandemic 24. Briefing Note: New City of Ottawa Rental Housing Property Management By-law

Received

25. Inquiries from the Board There were no inquiries from the Board.

26. Motion to Adjourn

Moved by: Councillor McKenney That the Public session of the Board of Directors adjourn. Carried The closed session adjourned at 5:48 p.m.

Corporate Secretary

9

PENDING APPROVAL

UNCOLLECTIBLE DEBT FROM FORMER TENANTS

TO: BOARD OF DIRECTORS

MEETING DATE: December 3, 2020

FROM: Greg Finnamore Director, Finance and Procurement

PURPOSE: FOR APPROVAL Approve annual write-off of former tenant arrears

STRATEGIC OBJECTIVE:

To foster an organizational culture of leadership, accountability and continuous improvement

NEXT STEPS: 1. CONTEXT

Tenant debt to Ottawa Community Housing Corporation (OCHC) arises from a number of sources: unpaid rent, maintenance and other chargebacks that are unpaid and retroactive rent adjustments that most often relate to a failure to report income by tenants who are receiving Rent Geared to Income (RGI) subsidy. Each year, in line with industry standards, OCHC budgets an amount as a bad debt expense to fund an allowance for doubtful accounts. The auditors for OCHC review the allowance for doubtful accounts on an annual basis to confirm that an appropriate provision has been made. The creation of this allowance and the write-off of bad debt against this allowance are consistent with Canadian Generally Accepted Accounting Principles (CGAAP). Since 2019, changes in the adjudication process at the Landlord and Tenant Board made by the Province of Ontario have resulted in significant delays in scheduling hearings. This, in turn, has driven a marked increase in current tenant Rent Arrears and a subsequent decrease in Former Tenant Debt as tenants are accruing debt over a longer period, over multiple quarters and even into 2020. This has been further exacerbated by a provincially mandated freeze on evictions from March through August 2020, as a result of COVID-19. Consequently, very few evictions have taken place in 2020 resulting in both above factors being felt into 2021. Staff continue to work with current tenants to prevent and resolve debt, without evictions, whenever possible.

10

PENDING APPROVAL

2. KEY APPROVAL ELEMENTS On an annual basis, the Finance and Audit Committee considers the write-off of doubtful accounts. This year, $762,200 is recommended as the amount to write off for unpaid tenant debt. The amount represents unpaid balances owing by former tenants who vacated their homes prior to December 31, 2019. After consideration by the Finance and Audit Committee, uncollectible accounts are presented to the Board for the approval of their write-off.

3. CONSULTATION This is an administrative report which is done on an annual basis. The OCHC auditors review the allowance for doubtful accounts on an annual basis to ensure that appropriate provision has been made. This report was approved by the Finance and Audit Committee on October 27, 2020.

4. KEY IMPACTS, BENEFITS & RISKS

All debts considered for write-off are associated with former tenants who have moved out of OCHC prior to December 31, 2019. The criteria used to determine which accounts should be written off include: Bankruptcy Death Debts older than one year without activity Inability to contact former tenant

The timely write-off of former tenant debt that has met the above criteria ensures that the accounts receivable balance is fair and reasonable; thus enabling more effective financial management by OCHC. The write-off of unpaid balances by former tenants does not restrict the subsequent collection of these balances. All outstanding debts that are written off remain on the records of the Credit Bureau and OCHC. At times, former tenants will make payments towards these debts for various reasons; for instance, because they are having trouble obtaining credit, or they wish to be re-housed with OCHC or with another social housing provider and they will only be accepted if their outstanding debt is repaid. When payments are received related to debt that has been written off, the amounts are added back to the allowance for doubtful accounts.

11

PENDING APPROVAL

5. FINANCIAL IMPACT The write-off of uncollectible debt is funded from the allowance for doubtful accounts. Consistent with the 2020 budget, OCHC recognizes probable bad debt expenses by contributing $239,500 each fiscal quarter to an allowance for doubtful accounts. Note that this quarterly contribution was inclusive of a $50,000 increase ($200,000 annually) over the 2019 budget. Additionally, in anticipation of COVID-19 related and adjudication process impacts on rent arrears, the accrual was increased by a further $75,000 per quarter ($300,000 annually) in the 2020 forecast.

The allowance for doubtful accounts will have an estimated balance of $1,678,257 at the end of December 2020, assuming no other debt that has been written off is repaid. Balance in Allowance for Doubtful Accounts as at Dec. 31, 2019 $1,164,276 Less: Bad Debts to be written off ($762,200) Add: Annual contribution to Allowance for Doubtful Accounts $1,258,000 Amount collected after accounts were written off as Bad Debts $18,181 Estimated Closing Balance as at December 31, 2020 $1,678,257

6. SUCCESS MEASURES When a tenant vacates his or her home without settling outstanding debt, the account is reviewed by both Tenant Services and Finance staff. Whenever possible, an effort is made by OCHC staff to contact the former tenant and collect the monies that are owed. When these efforts are not successful, the account is assigned to collection agencies unless the amount is immediately identified as uncollectible. Accounts are also written off after six months of no activity. In these cases, the collection agencies have not been successful in reaching the tenant or securing payment.

The table below provides a summary of the arrears by category for the previous four years.

In comparison to last year’s report, the total revenue and the calculated percentage as presented above, excludes the property tax subsidy.

12

PENDING APPROVAL

Despite the exceptional conditions mentioned above, the write-off for 2019 is relatively consistent with prior years and reflects a decrease in former tenant arrears, resulting from the initial impacts of the delays in hearings. The balance in the Allowance for Doubtful Accounts, after the write-off for 2019, is sufficient to cover all former tenant receivables as at December 31, 2020. In anticipation of an influx in hearings for 2021, coupled with the new information around the legislative freeze to all rental increases, OCH is placing focus on education around debt prevention, emphasizing document requirements, enhancing communication and implementing payment arrangements with tenants. Creating successful payment arrangements is a key eviction prevention measure that has provided stability to our vulnerable tenant population and traditionally has reduced unit turnover costs. While the legislated rent increase freeze has many implications, it is anticipated that it may allow tenants to be able to recover from debt, and assist staff in allocating more resources to education.

OCHC has a Tenant Financial Responsibility Policy in place to ensure an appropriate, consistent and effective approach to minimize and collect debt. As part this project, new functionality has been implemented to improve the database to further enable consistent and effective monitoring of debt collection and payment arrangements. The Bad Debt write-off amount has remained relatively consistent for 2019 vs. prior years. Current Tenant arrears have increased in 2020 and we expect a percentage of these to become Former Tenant Debt in 2021 as a result of the COVID related eviction freeze lifting, and with it the resumption of hearings Q4 of 2020. Consequently, we may to see a significant increase in 2021 write off amounts. Current estimate is approximately $950,000. Factoring in normal write volume of approximately $800,000, the provision of $1,678,257 is sufficient to account for the additional write offs.

7. RECOMMENDATION

That the Board of Directors approve to write-off unpaid tenant debt of $762,200 in 2020 and increase the annual contribution to the Allowance for Doubtful accounts for 2020 to $1,258,000 as identified in this report.

13

PENDING REVIEW

- 1 -

BRAND IDENTITY FOR 811 GLADSTONE



FROM: Melany Chretien, Director, Corporate Communications, People, Culture and Communications

PURPOSE: FOR APPROVAL

To receive approval from the Board of Directors on the development of a brand identity and marketing plan for 811 Gladstone (Mosaïq)


Innovate to meet housing and financial needs Foster an organizational culture of leadership, accountability and continuous improvement

NEXT STEPS: Continue implementation of the marketing plan for 811 Gladstone Update Committees and the Board of Directors on the brand strategy for the affordable homes portfolio

1. CONTEXT Since embarking on the 10-Year Development Framework, OCHC has been

working on a branding strategy to differentiate the new portfolio of affordable housing rentals from the deep subsidy rentals representing most of the current rental portfolio as we enter this new market segment.

Currently under construction, 811 Gladstone is one of OCHC’s first mixed affordable housing development of 140 apartments and stacked townhomes: a mix of affordable housing types including some rent supplements with a majority of average market rents and below market rents, as per the conditions of funding.

Independent market research and a branding strategy have been developed for 811 Gladstone to establish a brand identity for the property, including the name, Mosaïq, and a distinctive logo to attract a new market niche of renters in need of affordable housing units but who cannot qualify for the Social Housing Registry of Ottawa.

14

PENDING REVIEW

- 2 -

– Key messages for Mosaïq are focused on building features and amenities, the concept of community, sustainable design, affordability and location.

Future development plans for approval by the Board of Directors will include

marketing, sales and branding strategies adapted to the rental market segments addressed by the respective initiative.

Most of the rents at Mosaïq will be competing in the private rental market space. As a result, branding and marketing strategies are required to promote the new rentals and attract tenants of moderate incomes. This requires marketing and sales functions, which are new for OCHC, as tenants of the current portfolio of social housing are drawn directly from the Social Housing Registry of Ottawa waiting list.

2. KEY APPROVAL ELEMENTS Approval to proceed with a marketing plan that has been developed using a

three-phased approach and timeline, with a menu of progressive marketing tools and tactics that can be scaled based on market interest.

– The marketing plan uses a menu of progressive marketing tools and tactics, including signage, handouts, web presence (www.mosaiq811.ca), social media (Facebook, Twitter and Instagram) and e-mail marketing campaigns, etc., that can be ramped up or scaled back depending on the volume of interest and leasing activity.

Approval of the name and logo for the brand identity for 811 Gladstone, which reflect the building’s architectural elements, the surrounding community, and the diverse population it will house.

3. CONSULTATION In March 2020, OCHC retained the services of PMA Brethour (see credentials in

Appendix B) to conduct market research of rentals in the Gladstone area. OCHC also retained the services of Accurate Design in March 2020 (see

credentials in Appendix B) to develop brand assets for 811 Gladstone, and to produce and implement a marketing plan (see Appendix A for one of the visual assets, promotional signage around the perimeter of the construction site).

In June 2020, a team selected the name and logo design for Mosaïq. A status update on the marketing activities was provided in the Tenant and

Corporate Services Update report, and the full marketing plan was provided as an appendix to the report, distributed as follows:

15

http://www.mosaiq811.ca/

PENDING REVIEW

- 3 -

– Client Services Committee information report on September 3, 2020 – Board of Directors information report on September 24, 2020

(received in-camera under bulk consent) – Corporate Performance Committee information report on October 8, 2020 – Portfolio Management Committee information report on October 13, 2020

4. KEY IMPACTS, BENEFITS & RISKS A unique brand identity, Mosaïq:

– distinguishes 811 Gladstone within the Ottawa rental housing market and puts it on par with the marketing strategies of similar private and non-profit rentals

– builds a following for more mid-market product that can be leveraged for future builds and/or affordable housing rental stock turnover

The new marketing plan can be used as a template for future builds. The marketing strategy for Mosaïq focuses on the product, the building amenities

and features, and not on the current OCHC brand. This will minimize some stigma associated with social housing and differentiate the two different product lines in the eyes of consumers.

To help meet the goals of the marketing strategy, thoughtful effort will be required for change management for staff and the Board of Directors, to support the key messages set for Mosaïq.

5. FINANCIAL IMPACT The cost of developing the market research, the brand identity and the

marketing strategy for 811 Gladstone was approximately $27,000, expensed against the capital costs of the project.

The cost of implementing the marketing plan has an upside limit of $225,000, allocated to the capital budget for 2020 and 2021. OCHC is proceeding with diligence and accountability to measure the tactics that support the goal of securing all tenancies by the time the project is completed and create a sustainable brand going forward.

6. SUCCESS MEASURES 811 Gladstone has a novel brand identity accompanied by a comprehensive

marketing plan that: – will differentiate this new product from the current portfolio

16

PENDING REVIEW

- 4 -

– will level the playing field with similar new rental properties in Ottawa

– is as innovative as the development itself. External support is helping to ensure the successful rent-up of the

property in a timely manner and to meet or exceed rent-up projections. This work is laying the foundation to build internal capacity for the new

marketing function at OCHC, to replicate for future builds of affordable housing rentals.

7. NEXT STEPS Continue to implement the marketing plan and monitor progress.

8. RECOMMENDATION(S) That this report on the development of a brand identity and marketing plan for

811 Gladstone be received for approval by the Board of Directors. APPENDICES

A. ONSITE PROMOTIONAL SIGNAGE

B. CONSULTANTS’ CREDENTIALS

17

PENDING REVIEW

- 5 -

A. ONSITE PROMOTIONAL SIGNAGE (EXAMPLE OF A MARKETING TACTIC IMPLEMENTED)

18

PENDING REVIEW

- 6 -

APPENDIX B – CONSULTANTS’ CREDENTIALS

PMA Urban

Provides specialized services to the building and development industry, include sales, education, research, marketing and technology. PMA Urban provides real estate reports to the City of Ottawa regularly.

Accurate Design

A full-service agency (on the City of Ottawa’s list of preferred vendors) with three streams: Strategy (including strategic communications, brand audit and analysis, digital marketing, and advertising), Creative (graphic design, logos and brand identity and videos) and Digital.

19

MOSAÏQ – THE RENTAL STRATEGY



FROM: Debbie Mills, Senior Manager, Tenancy Administration

PURPOSE:FOR INFORMATION

To provide information on the proposed rental strategy for the Mosaïq development (811 Gladstone).

STRATEGICOBJECTIVE:

Innovate to meet housing and financial needsDeliver quality services to every tenant, every home

NEXT STEPS: To provide updates as the plan develops.

PENDING REVIEW

20

- 2 -

1. EXECUTIVE SUMMARY: THE RENTAL STRATEGY

This proposed sales and marketing strategy effectively prepare staff to “rent up” the 811 Gladstone community

It builds on:– Requirements of the contribution agreement– Legislation: Housing Services Act (HSA), Residential Tenancies Act

(RTA), and the Human Rights Code (HRC)– Accurate Group (consultants) marketing and branding strategy – Established principles for new OCHC developments (Appendix A)– Knowledge and expertise from other non-profits with affordable

housing communities– Internal expertise and knowledge of the OCHC staff team – a long

history of housing programs delivered and successful rent-ups!Mosaïq - Where Community, Green Living,

and Affordable Rentals meet.

21

- 3 -

2A. CONTEXT: AN EVOLVING MULTI-FACETEDMARKETING AND RENTAL PLAN

Phase 1:Planning &

developing systems, resources & tools for

rental activity

Phase 2:Building & managing leads* for 3 rental

streamsOctober - March

Phase 3:Viewing and offering with onsite presence

April - August

Phase 4:Lease signing &

orientation

May - August

Phase 5:Occupancy move-in

August - October

*Marketing Strategy will generate leads in 3 phases through website, social media, digital and traditional advertising and email marketing campaigns. GOAL: From all website visits, generate 2,400 leads that translate into 144 signed leases.22

- 4 -

2B. MOSAÏQ – THE TENANT PROFILE

Tenant Profiles:3 Rental Streams

AMR - average market rent

BMR - below market rent

RS - rent supplement

23 barrier-free homes

A mixed community, attracting tenants of diverse backgroundsand of all ages and incomes.

23

- 5 -

2C. CONTEXT:ELIGIBILITY CRITERIA & MAKING OFFERS

Average Market RentTarget: 83-90 households (59-64%)Affordability Assessment

Income eligibility (Appendix B - will not exceed upper limits) Credit checks and /or landlord references “Market-driven product” - No waiting list management requirements

Below Market Rent Target: 36 households (26%)

Rent Supplement Target: 14-21 of households (10-15%)Affordability Assessment

HSA eligibility criteria applies (income/occupancy standards) Credit checks and / or landlord references (new) Priority to existing OCHC tenants (Rochester Heights displaced, overhoused,

paying market in 100% RGI), special priority24

- 6 -

3. CONSULTATION Tenants

– Existing OCHC tenants, who were rehoused through the Rochester Heights redevelopment, will be contacted and considered

– Overhoused tenants and other priority transfers may also be considered

Legal Services– Review has resulted in the development of new forms and

procedures; applications, eligibility reviews, updated leases and annual increase requirements

– Will provide guidance through the planning and rent-up phases Other housing providers

– Review was undertaken of the tenancy administration service offerings and processes of both private market landlords and social housing providers, who have affordable housing homes in their portfolios.

25

- 7 -

4A. KEY IMPACTS, BENEFITS & RISKSSUCCESS FACTORS

Collaboration

Policies and Procedures

Early Planning for Rent Up

Planning with the Registry

Staff resourcing in place

Marketing plan generates the

interest

26

- 8 -

4B. KEY IMPACTS, BENEFITS & RISKSMITIGATING RISKS

BMR applicantsmay need to

expand beyond seniors

Applicant demand for barrier-free

apartments

Success of marketing strategy to attract AMR & BMR households

Securing Rent Supplement

funding27

- 9 -

5. FINANCIAL IMPACT

There are no direct financial implications associated with this report

TYPE/SIZE AMR BMRApartments (70% of AMR)

Bachelor/Studio $ 933 $ 653

One $1,178 $ 825

Two $1,410 $ 987

Three $1,819 $1,273Townhouses

Two $1,396 $ 977

Three $1,530 $1,071

Four $1,595 $1,117

RENT VALUES

28

- 10 -

6. CONCLUSION AND NEXT STEPS

A well-defined and planned rental strategy with ongoing monitoring, evolution and updating of the plan will ensure its success.

Next Steps:– Apply and secure rent supplements– Communicate with relocated Rochester Heights tenants– Initiate discussion with Registry (BMR prospects)– Launch campaign for AMR & BMR interest– Initiate the recruitment of resources– Review of current policies and procedures that guide tenant

administration and service offerings

29

- 11 -

7. RECOMMENDATION (S)

That this presentation be received for information by the Board of Directors.

30

QUESTIONS

- 12 -31

APPENDICESA. Guiding Principles for New DevelopmentsB. AMR Rents and Income LimitsC. BMR Rents and Income LimitsD. The Development

32

- 14 -

APPENDIX A: GUIDING PRINCIPLES FOR NEWDEVELOPMENTS

Affordable housing will be provided in partnership with the City of Ottawa and aligned with their 10-Year Housing & Homelessness Plan.

New developments will provide maximum affordability while remaining financially self-sustaining.

Improving affordability will be an ongoing objective over the lifecycle of each building.

Opportunities will be maximized to increase affordability by leveraging funding that deepens affordability (and reduces OCHC’s exposure to rental loss without compromising the overall well-being of the building).

OCHC will provide solutions across the broader spectrum of affordable housing for those unable to participate in market housing solutions. 33

- 15 -

APPENDIX A: GUIDING PRINCIPLES FOR NEWDEVELOPMENTS (2)

OCHC will work in partnership with others to:

– Participate in the development of complete, mixed-income communities

– Consider innovative lease options (block leases with partners like Ottawa Life Skills)

– Expand the scope of service offerings– OCHC will be open and transparent in tenancy administration in

order to maximize social benefit and achieve successful tenancies.

– Homes will promote sustainable living in a healthy, safe and inclusive living environment.

34

- 16 -

APPENDIX B: AVERAGE MARKET RENT HOUSEHOLDINCOME LIMITS

Apartments AMRLower Income

LimitUpper Income

LimitBachelor/Studio $ 933 $37,320 $ 55,980One $1,178 $47,120 $ 70,680Two $1,410 $56,400 $ 84,600Three $1,819 $72,760 $109,140TownhousesTwo $1,396 $55,840 $ 83,760Three $1,530 $61,200 $ 91,800Four $1,595 $63,800 $ 95,700

35

- 17 -

APPENDIX C: BELOW MARKET RENTHOUSEHOLD INCOME LIMITS (SENIORS)

Apartments 70% of AMR Lower Income Limit Upper Income Limit

Bachelor/Studio $653 $26,124 $39,186

One $825 $32,984 $49,476

Two $987 $39,480 $59,220

Three $1,273 $50,932 $76,398

Townhouses

Two $977 $39,088 $58,632

Three $1,071 $42,840 $64,260

Four $1,117 $44,660 $66,990

36

- 18 -

APPENDIX D: MOSAÏQ – THE DEVELOPMENT

37

PENDING REVIEW

GLADSTONE DISTRICT ENERGY HEATING STRATEGY



FROM: Dan Dicaire Manager, Energy and Sustainability

PURPOSE: FOR INFORMATION

To update the Board on the potential of a district energy system at Gladstone village

STRATEGIC OBJECTIVE: Innovate to meet housing and financial needs

NEXT STEPS: Work with the City and actively pursue partnerships to advance a district energy system at Gladstone Village

1. EXECUTIVE SUMMARY OCHC has committed to ensuring that new developments pursue environmentally

sustainable objectives The development at 933 Gladstone (Gladstone Village) is an ideal candidate for a

Net-Zero Greenhouse Gas (GHG) District Energy System as determined by OCHC’s 2018 feasibility study.

OCHC developments on the site will be constructed to easily connect to such a system in the future.

OCHC is meeting with the City to assess the feasibility of forming a Gladstone District Energy Coalition to assess options, attract utility partners and secure funding.

2. CONTEXT As part of OCHC commitment to building sustainable communities, one of the

options reviewed is the feasibility of district heating system (appendix A) that could

38

PENDING REVIEW

supply the broader areas with heating and cooling from a central plant that could leverage more advance technologies and carbon friendly fuel sources. This approach would offer the potential to meet Net Zero Carbon targets while offering net utility cost reductions.

In 2018, OCHC commissioned a study to explore the feasibility of a district energy system supplying the North and South parcels of the 933 Gladstone redevelopment site to achieve Net-Zero GHG emissions.

The study (appendix A) concluded, using conservative cost escalations for electricity, natural gas and carbon pricing, that the project would have an internal rate of return over 9%.

This study also provided a realistic approach to achieving Net-Zero carbon. OCHC finalized the layout of the Southern parcel of 933 Gladstone which is

optimize for simple connection to a district energy system. 3. CONSULTATION OCHC has initiated conversations with City of Ottawa and community partners in

hopes of creating a Gladstone District Energy Coalition. OCHC will be a customer, but infrastructure will be owned by a third party and

be located on City lands. The site also has potential for significant renewable technology such as

geothermal exchange, wastewater heat recovery, solar panel array and anerobic digestion of organics.

As a group, the coalition will be finalizing the district design, attracting a utility partner and securing infrastructure funding.

This could make Gladstone Village Canada’s first Net-Zero GHG district, aligning with the city’ Climate change Master plan and setting an example for future sustainable development.

This report was received by the Portfolio Management Committee on October 13, 2020.

4. KEY IMPACTS, BENEFITS & RISKS Prepares OCHC to align with the City of Ottawa Climate Change Master Plan and

Canada’s Paris Agreement targets. Establishes OCHC as key sustainability partner in large developments

39

https://ottawa.ca/en/planning-development-and-construction/official-plan-and-master-plans/climate-change-master-plan

https://unfccc.int/process-and-meetings/the-paris-agreement/the-paris-agreement

PENDING REVIEW

OCHC buildings will be fully operational without the district system and represents a potential customer when the system is online; little to no risk and cost to OCHC.

5. FINANCIAL IMPACT Minor cost impact to outfit OCHC developments with district energy connection

infrastructure. Proactive investment infrastructure will avoid costly retrofit in future to comply

with Climate Change GHG reduction targets. 6. CONCLUSION OCHC will continue to work with the City and actively pursue partnerships to

advance a district energy system at Gladstone Village.

7. RECOMMENDATION (S) That this report on the Gladstone District Energy Heating Strategy be received by

the Board of Directors for information. APPENDIX

A. GLADSTONE VILLAGE PATHWAY TO NET ZERO – FEASIBILITY STUDY

40

Ottawa Community Housing

Gladstone Village Indicative Integrated

Energy & Climate

Master Plan

Gladstone Village Pathway to Net Zero - Feasibility Assessment

Prepared For:

Ottawa Community Housing

by

Garforth International LLC

May 4, 2019

Appendix A

41

1

GLADSTONE VILLAGE PATHWAY TO NET ZERO - FEASIBILITY ASSESSMENT

Contents Background ....................................................................................................................... 4

City of Ottawa Energy Context ............................................................................................ 5

Gladstone Village IEMP Goals .............................................................................................. 5

Gladstone Village Development ........................................................................................... 6

Gladstone Village Base Case................................................................................................ 7

Gladstone Village – Three Modelled Scenarios ...................................................................... 7

Scenario 1 – Energy Demand Efficiency ............................................................................ 7

Scenario 2 – Efficiency & District Energy ........................................................................... 7

Scenario 3 – Efficiency & Geo-exchange ........................................................................... 8

Scenario Comparison – Greenhouse Gas Emissions ............................................................ 8

Scenario Comparisons – Energy Balances ......................................................................... 9

Recommended Solution .....................................................................................................10

Utility Pricing Outlook ........................................................................................................12

Incremental Investments ...................................................................................................13

Risk Modelling ..................................................................................................................14

IEMP Results ....................................................................................................................15

Scenario Comparisons to Framing Goals ..........................................................................15

Cash Flows ....................................................................................................................16

Results Summary ..............................................................................................................18

Technical and Financial ..................................................................................................18

Utility Affordability .........................................................................................................18

Gladstone Village as Exemplar ........................................................................................20

Economic Benefits .........................................................................................................20

Interim Conclusion ............................................................................................................22

Recommendation ..............................................................................................................23

Closing the Gap to Net Zero Emissions ................................................................................23

Transportation Commentary...............................................................................................23

Community Commentary ...................................................................................................24

Appendix 1 Investment Estimating Background ...................................................................28

Estimation Context .........................................................................................................28

End-Use Efficiency Measures ...........................................................................................28

42

2


Solar PV ........................................................................................................................28

District Heating Network .................................................................................................28

Energy Transfer Stations ................................................................................................28

Solar Thermal ................................................................................................................29

Energy Centre ...............................................................................................................29

Geothermal Network ......................................................................................................29

Heat Pumps ..................................................................................................................29

Geothermal Array ..........................................................................................................29

References .......................................................................................................................30

43

3


Table of Figures Fig 1 City of Ottawa - Energy Transition Strategy .................................................................. 5

Fig 2 Design Concept for Gladstone Village ........................................................................... 6

Fig 3 Build-out Timetable .................................................................................................... 6

Fig 4 Comparison of Scenarios – Greenhouse Gas Emissions .................................................. 9

Fig 5 Comparison of Scenarios – Utility Balances ................................................................... 9

Fig 6 Scenario 2 - Preliminary Recommended Solution .........................................................10

Fig 7 Energy Centre and Heating Network ...........................................................................11

Fig 8 Examples of Energy Centres ......................................................................................11

Fig 9 Energy and Carbon Price Outlooks ..............................................................................12

Fig 10 Potable Water Cost Outlook .....................................................................................13

Fig 11 Incremental Investments Estimates ..........................................................................14

Fig 12 Gladstone Village - Indicative IEMP Results for all Scenarios at lower utility prices ........15

Fig 13 Gladstone Village - Indicative IEMP Results for all Scenarios at lower utility prices ........15

Fig 14 Gladstone Village – Scenario 2 Cash Flows at lower utility prices .................................16

Fig 15 Gladstone Village – Scenario 2 Cash Flows at higher utility prices ................................17

Fig 16 Gladstone Village – Scenario 2 Results against IEMP Goals .........................................18

Fig 17 Gladstone Village – Annual Utility Costs to 2047 for lower price outlook .......................19

Fig 18 Gladstone Village – Annual Utility Costs to 2047 for higher price outlook ......................19

Fig 19 Gladstone Village – Neighbourhood Context 1 ............................................................24

Fig 20 Gladstone Village-Rochester Heights – Neighbourhood Context 2 ................................25

Fig 21 Gladstone Village-Rochester Heights -280/865 – Neighbourhood Context 3 ..................25

Fig 22 City Exemplar – Neighbourhood Context 4.................................................................26

Fig 23 Community Node – Neighbourhood Context 4 ...........................................................26

Fig 24 Community Node in DE Corridor– Neighbourhood Context 4 .......................................27

44

4


Background Ottawa Community Housing (OCH) and Garforth International llc (GIL) teamed to develop an Indicative Grade Integrated Energy Master Plan (IEMP) for the Gladstone Village development. The overall goal was to explore options for OCH to cost-effectively reduce greenhouse gas emissions and improve energy affordability. Gladstone Village is one of four OCH sites targeted for redevelopment, the others being Foster Farm, Overbrook Properties and Rochester Heights.

In March 2018, OCH and Enbridge Gas held a stakeholder workshop to review a wide range of technical options that could possibly contribute to establishing net-zero greenhouse emissions as a future development standard for OCH. The findings of this workshop were considered as part of the background to this assessment.

As an important player in the Ottawa community, OCH also recognized the importance of respecting the context of the City’s energy strategies aimed in the 2017 report “Energy Evolution - Ottawa’s Community Energy Transition Strategy – Phase 1”. i

Integrated Energy Master Plans are typically developed at three levels. The Indicative Grade can be thought of as a Feasibility Assessment, to select a high probability solution for detailed analysisii. The Decision Grade IEMP would follow and be at a level of specificity for OCH leadership to approve the overall solution. The Investment Grade would finalize the financial risk assessment and support detailed financing decisions.

This report summarizes the Indicative Grade IEMP of Gladstone Village. The project commenced on February 7th, 2019. The analysis was completed and reviewed on March 15th, 2019, followed by this Report.

The findings are such that the recommendation is for OCH to develop comparable Indicative Grade IEMPs for the remaining three new developments. Following stakeholder review and alignment, some, or all, of these would be further developed to Decision Grade IEMPs.

Garforth International would like to thank Daniel Dicaire, OCH’s Energy and Sustainability Officer, and his colleagues for the active engagement during the development of the Gladstone Village IEMP. All critical assumptions were discussed and agreed, making this a joint assessment.

This report is supported by presentation “190315_OCH_IEMP_Ph1_MS2_Distribute_FINAL” available on request from OCH.

45

5


City of Ottawa Energy Context Ottawa is developing a comprehensive strategy to transform its use of energy by 2050. This will both ensure the sustainability of the City and support Canada’s commitments to fighting climate change. The IEMP aligned with four themes from this strategy.

Focus on making new buildings as efficient as possible to support a net-zero carbon emissions target by 2030

Encourage the growth of existing district energy systems in high growth nodes or corridors

Maximize the use of local clean and renewable energy supply

Maximize the viable use of heat pumps while recognizing their limitations in higher density existing neighbourhoods

Gladstone Village IEMP Goals In addition to being aligned with the City’s energy strategy, economic, environmental and other goals were established for the Gladstone Village IEMP. These were aligned at the start of the assessment to frame an agreed view of a “successful outcome”.

ENVIRONMENT Cause at least 70% less Greenhouse Gas (GHG) emissions than a current code development Build a credible pathway to near zero GHG emissions by 2050 Use at least 30% less potable water than a current code development Achieve at least 60% sourceiii energy efficiency gain beyond current code

ECONOMY Achieve a return on incremental investment of at least 9% Create a demonstratable gain in utility affordability Create a measurable positive impact on local employment & local economy

OTHER Be an exemplar for future OCH developments Be an exemplar of transformed City neighbourhoods Be configured for expansion to Rochester Heights and surrounding neighbourhood

All these goals were met or exceeded by the recommended solution.

Fig 1 City of Ottawa - Energy Transition Strategy

46

6


Gladstone Village Development

Fig 2 Design Concept for Gladstone Village

The 6.2-hectare site has 1,985 homes in a mix of low-, mid-, and high-rise apartment buildings and town homes. The development also includes street-level commercial developments, a community recreational centre and a school. Construction is expected to start in 2022 with full build-out complete in 2030. The build-out timing used for the assessment is shown in Figure 3.

Fig 3 Build-out Timetable

Each structure was assigned an agreed archetype that was used for the energy demand modelling. As is normal for an indicative IEMP, the energy demand was generalized by archetype

47

7


and applied on a floor area index basis. Modelled energy end uses were heating, cooling, domestic hot water, lighting, fans and pumps, and other electricity.

The percentage of the finished space as the phases are completed was estimated. For the IEMP, investments were assumed to be in the relevant year, with the associated energy benefits taken in the following year. To ensure a conservative assessment was made, the first year of operation was assumed to be half as efficient as its theoretical potential.

Gladstone Village Base Case The Base Case for the development defined the energy, emissions and investments that would be normal course of business for OCH if no changes are made through 2047. The Base Case assumes all buildings are built to be fully compliant to the 2017 Ontario Building Code. It also assumes that the energy supply to the site is from the normal power grid and natural gas networks, with each building having its own heating and cooling plant.

Gladstone Village – Three Modelled Scenarios Three different scenarios were assessed to see how close they came to meet the IEMP Goals.

Scenario 1 – Energy Demand Efficiency The efficiency of the building archetypes was increased to be about 40% more efficient than Base Case. This is a level that would be A-rated in Germany, a reasonable systematic global best-practice benchmark. The modelled measures to achieve this were:

Increased wall insulation to about U 0.13 (US R 43) Triple glazed windows with U 0.75 performance LED lighting throughout with occupancy sensors, addressability and daylight controls Smart thermostats Hydronic heating with radiator or underfloor distribution and thermostatic valves Optimized cooling and ventilation Low-flow toilets and shower heads and other water efficiency measures

The annual end use indexes range from about 75 kWh/m2 to 140 kWh/m2 depending on archetype, compared with a Base Case range from 105 kWh/m2 to 250 kWh/m2.

Scenario 2 – Efficiency & District Energy In this scenario, the efficient buildings from Scenario 1 are supplied with heat via a standardiv pre-insulated district energy network. The network operates in the medium temperature rangev of supply at 85°C and a return at 50°C. Buildings are connected to the network using pre-packaged heat transfer stations for space heating & domestic hot water (DHW). Each building is assumed to have single transfer stationvi.

Heat is supplied from an energy centre to the network with a combination of 2 MW of on-site combined heat and power (CHP) generationvii, 4.5 MW natural gas boilersviii and 2,500 m2 of roof-

48

8


mounted solar thermal collectors. Thermal storage of 150 m3 is included to optimize the network’s heating performance.

Cooling is supplied from chillersix in each building with a peak total capacity of about 3.2 MWth.

The supply picture is completed with approximately 5,700 m2 of solar photovoltaic panels on high roofs and the train station roof with a total nominal capacity of 0.94 MWel.

Scenario 3 – Efficiency & Geo-exchange In this scenario, the efficient buildings from Scenario 1 are connected to a low-temperature district energy network operating with supply at 12°C and a return at 5°C. The supply will be insulated, the return not. The network is laid below the frost line assumed to be at 1.8m.

A centralized ground-effect array of about 5.8 MWth would be needed to serve the site, which will require between 30,000 to 50,000 m2 of land. Heat pumps are in each building for space heating and DHW. Cooling is assumed to be a 50/50 mix of direct cooling from the network and from heat pump cooling. Scenario 3 included roof mounted solar PV, as described in Scenario 2.

Since neither the site, nor the immediate surroundings, has enough land to install the geothermal array, this Scenario could not be recommended. Rochester Heights has similar urban characteristics as Gladstone Village with similar land constraints, rendering geo-exchange non-viable. Also, as will be seen later in this assessment, both Gladstone Village and Rochester Heights heat network should be able to become part of a wider integration. This will include existing OCH property and potentially the existing community. The future need to connect both existing and new construction, is another reason to reject the geo-exchange scenario.

In spite to these reasons, the technical performance was modelled such that the evaluation tools and approach be available for the other sites. Overbrook Properties and Foster Farms may be candidates for a geo-exchange option depending on the available land and possible extensions.

Scenario Comparison – Greenhouse Gas Emissions Figure 4 shows the overall greenhouse gas emissions for the site for each of the three scenarios. These are the combination of emissions caused on-site and by the production of electricity used by the development, commonly called Scope 1 and Scope 2 emissions.

49

9


Fig 4 Comparison of Scenarios – Greenhouse Gas Emissions

In the Base Case, Gladstone Village causes about 7,600 tonnes CO2e in 2047. Scenario 1 reduces that by 75% to 1,900 tonnes. Scenario 2 reduce emissions by 94% to about 450 tonnes. If it could be implemented, Scenario 3 would reduce emissions by 97% to about 200 tonnes.

While nominally meeting the self-imposed 70% GHG reduction Framing Goal, Scenario 1 has no economically viable pathway to near-zero emissions by 2050. For this reason, it was rejected as a recommended Scenario.

Scenario Comparisons – Energy Balances Figure 5 summarizes the on-site utility use for Gladstone Village for the Base Case and each of the three scenarios, and the associated total source energy and emissions for each.

Fig 5 Comparison of Scenarios – Utility Balances

The on-site integration and increased supply and distribution efficiency creates a major difference in source energy and greenhouse gas emissions between Scenarios 1 and 2.

50

10


Recommended Solution Scenario 2’s combination of enhanced building efficiency, a global standard heating network and flexible on-site clean and renewable energy supply met or exceeded all the IEMP goals. It also had a clear pathway to net-zero emissions by 2050.

Fig 6 Scenario 2 - Preliminary Recommended Solution

A few noteworthy aspects of this solution are highlighted in following paragraphs.

BUILDINGS Most of the recommended measures can be designed and implemented by OCH’s normal network of architects and builders. The DE energy transfer stations are standardized pre-packaged units that are easy to install and take up much less space than the equivalent furnaces and water heaters. However, they are relatively new to the North America market. There may be a need to have some focused training in installing DE transfer stations and hydronic heating.

DISTRICT ENERGY NETWORK The modelled network uses material and installation standards used globally to lay thousands of kilometers of networks annually. They have been developed over many decades. There are still relatively few such DE systems in Canada and the U.S., so some focused training on final network design and installation may be needed. Leading European manufacturers are willing to do this to encourage market growth. Installation is simple and costs are predictable.

The global standard calls for warranted trouble-free operation of at least 30 years. Experience is indicating minimal, if any, performance deterioration over this time frame. The conceptual network along with the energy centre used for the IEMP is shown in Figure 7.

51

11


Fig 7 Energy Centre and Heating Network

The network will be built-out in line with the additions of buildings to the development, thus investments are timed to be aligned with the other construction. The complete network including service connections is about 1.7 km long. The final network design will anticipate potential expansion to OCH’s two nearby sites – 280 Rochester/865 Gladstone and Rochester Heights. It will also anticipate a potential integration with the Plant Bath facility.

ENERGY CENTRE The energy centre will be sited on the right side of the park. It will be designed as both an efficient operating facility, and as a community engagement destination. There are many examples of communities and colleges using innovative design to make an energy centre an attractive neighbourhood feature.

Fig 8 Examples of Energy Centres

52

12


The centre on the left is on Sheridan College’s Brampton Campus and serves a modern District Energy network. It is completely configured for teaching and is a popular destination of community leaders looking to understand modern integrated systems. The one on the right is in a German suburban neighbourhood. It is a popular destination of local schools and community groups to get orientation on environmentally friendly neighbourhood energy solutions.

While not strictly part of the energy centre the rooftop solar PV and thermal supplies are also valuable examples for the wider community, as well as major contributors to the economic and environmental performance of Gladstone Village.

Utility Pricing Outlook The IEMP used estimated a lower and higher range of utility pricing from 2018 to 2047 to value the reduced energy and carbon costs. The energy and carbon pricing outlook used is shown in Figure 9.

Fig 9 Energy and Carbon Price Outlooks

The lower price outlooks are shown as solid lines, and the higher price outlook as dashed lines. For the purpose of the financial assessment, the range is from 2023 when the first buildings go into operation. In addition to electricity and natural gas, an estimate was included for the lower and higher cost of carbon. The left axis is the energy price normalized to $/MWh for both gas and electricity. The right axis is the effective carbon cost in $/tonne CO2e.

The electricity assessments are based on the Ontario Long-Term Energy Plan with differing assumptions as to how policy will play out.

The natural gas prices are based on North American market estimates with differing assumptions on the impact of fuel switching and exports.

53

13


The carbon prices are based on the experience of existing jurisdictions such as British Columbia, California and the EU. The lower range tracks the Canadian/U.S. experience to date; with an assumption of a peak price of about $70/tonne in 2037. The higher range assumes heightened urgency to mitigate climate change with a peak price of a little over $140 in 2037. This peak is the level of Sweden’s current carbon tax, widely recognized as an effective GHG price signal.

Figure 10 shows the water price outlook.

Fig 10 Potable Water Cost Outlook

Water prices are based on the outlook from the local utility with differing assumptions on the degree to which conservation and infrastructure investments will play out.

Incremental Investments The incremental investments required to implement the three Scenarios were estimated. These were mostly based on RS Meansx estimates and recent local projects. Specifically, for the district energy system, the estimates are based on global best practices for qualified installation by a well-trained crew, along with local market risk factors.

The Energy Centre serves as both an operational and community engagement facility. This has been recognized in the investment estimate.

All estimates include factors for Design & Engineering and reasonable contingency. Further background on the estimating approach used for this Feasibility assessment is included in Appendix 1. The summary of the incremental estimates is shown in Figure 11.

54

14


Fig 11 Incremental Investments Estimates

These represent between a 7% and 14% increase over the estimated Base Case total construction cost of between $325M and $375M, with the recommended Scenario 2 representing an incremental 11% investment over the 8 years of construction.

Risk Modelling The Project Integration Workbook allows for the simulation of different conditions on an item-by-item basis. These include the timing of measures, the technical performance of key components and measures, and, of course, the investments. For the purpose of this report, these have been discussed and preset in agreement with the OCH team members. This flexibility is included in anticipation of the future detailed risk assessment that will be a part of the Decision Grade IEMP.

The measures recommended are all proven market norms and have minimal technical risks. Within the limits of a generalized, index-based assessment, the total investment estimates for each scenario are of a sufficiently high-confidence for an initial Feasibility Assessment.

The specific area where a 25% investment risk factor was added was for the DH network, recognizing the relative lack of Canadian and US market experience.

55

15


IEMP Results Scenario Comparisons to Framing Goals The three scenarios were tested against the four key framing goals – source energy efficiency; greenhouse gas reduction; potable water efficiency; and return on the incremental investments.

The results for the lower utility and carbon price outlooks are shown in Figure 12.

Fig 12 Gladstone Village - Indicative IEMP Results for all Scenarios at lower utility prices

Scenario 2 is the only one that meets all four framing goals. Financially it slightly reduces the return from Scenario 1. However, this is balanced by substantial further greenhouse gas reduction to 94% relative to Base Case, compared to 75% in Scenario 1.

The IRR is 9.4%, which is well over twice the yield on long-term federal bonds.

Even though Scenario 3 was rejected based on land availability, and lack of suitability for neighbourhood expansions, the efficiency and financial results are interesting. The source energy efficiency gain is somewhat less than to Scenario 2. This is mainly due to the use of mostly grid electricity. The ROI is obviously seriously degraded by the estimated investments in the ground effect array and associated heat pumps. This fails to be balanced by avoided furnace and chiller investments. Scenario 3 does have a modest 3% increase in the greenhouse gas reduction to 97% below Base Case. Realistically this is in the range of estimation variance for an indicative IEMP, so Scenarios 2 and 3 should probably be seen as equal in GHG performance.

All Scenarios meet the 30% water efficiency target. This is the result of a modelling decision to set the measures to meet the 30% goal. This should be refined in the Decision Grade plan, especially as it relates to the landscape use of potable water.

The results for the higher utility and carbon price outlooks are shown in Figure 13.

Fig 13 Gladstone Village - Indicative IEMP Results for all Scenarios at lower utility prices

Lower Energy Price Range / Lower GHG Cost Range

Source Energy Reduction (kWh/m²*yr)

% of Target achieved

GHG Reduction (in mt/yr)


Water Intensity Reduction (m³/FTE*yr)


Internal Rate of Return (IRR)


47% 78% 75% 107% 30% 100% 9.9% 110%

65% 108% 94% 134% 30% 100% 9.4% 104%

58% 97% 97% 139% 30% 100% 0.5% 5%

OCH IEMP Phase 1 - Gladstone Village

Including PVMarginal Electricity Grid Index

Decreasing GHG-Index Natural Gas 0.5% per year

Including CHP

Without Absorption Chiller

Achieved targets 2047

Lower Interest Rate Range

Control & Efficiency

Control & Efficiency & CHP & Solar

Control & Efficiency & Low Temperature DE

Higher Energy Price Range / Higher GHG Cost Range

Source Energy Reduction (kWh/m²*yr)


GHG Reduction (in mt/yr)


Water Intensity Reduction (m³/FTE*yr)


Internal Rate of Return (IRR)


47% 78% 75% 107% 30% 100% 15.8% 176%

65% 108% 94% 134% 30% 100% 16.0% 177%

58% 97% 97% 139% 30% 100% 6.7% 75%

OCH IEMP Phase 1 - Gladstone Village

Including PVMarginal Electricity Grid Index

Decreasing GHG-Index Natural Gas 0.5% per year

Including CHP

Without Absorption Chiller

Achieved targets 2047

Higher Interest Rate Range

Control & Efficiency

Control & Efficiency & CHP & Solar

Control & Efficiency & Low Temperature DE

56

16


Obviously, all the technical results are identical. The IRR for Scenario 2 is now 16%. Even at the higher utility price outlooks, Scenario 3 fails to meet the 9% goal, further underlining the reason for it not being seen as a viable choice.

Cash Flows The timing of cash flows from investments and benefits for Scenario 2 at lower utility prices is in Figure 14.

Fig 14 Gladstone Village – Scenario 2 Cash Flows at lower utility prices

The estimates include ongoing operating and maintenance for the energy centre and supply network. In addition to the 9.4% IRR, the Net Present Value is $22M.

The timing of cash flows from investments and benefits for Scenario 2 at higher utility prices is shown in Figure 15.

-12.0 M$

-8.0 M$

-4.0 M$

0.0 M$

4.0 M$

8.0 M$

12.0 M$

16.0 M$

20.0 M$

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

2042

2043

2044

2045

2046

2047

Cashflow - Control & Efficiency & CHP & Solar - OCH IEMP Phase 1 - Gladstone Village

Investment Maintenance Energy cost savings

NPV = $21,710,000IRR = 9,4%

Lower Energy Price RangeLower GHG Cost RangeMarginal Electricity Grid Index

Including CHPWithout Absorption ChillerIncluding PV

57

17


Fig 15 Gladstone Village – Scenario 2 Cash Flows at higher utility prices

Under these conditions the IRR increases to 16% and the NPV to $65M.

58

18


Results Summary Technical and Financial A summary of the recommended scenario’s performance against the IEMP goals is shown in Figure 16.

Fig 16 Gladstone Village – Scenario 2 Results against IEMP Goals

Based on this Indicative IEMP assessment, Scenario 2’s combination of end-use efficiency and on-site clean and renewable supply meets the OCH’s required financial and technical goals.

Utility Affordability The utility costs for Gladstone Village at the lower price outlook is shown in Figure 17.

0%

25%

50%

75%

100%

125%

150%

Efficiency

Emissions

Economy

Water

OCH IEMP Phase 1 - Gladstone Village - Achievement of Framing Goals

Recommended Solution Framing Goal

59

19


Fig 17 Gladstone Village – Annual Utility Costs to 2047 for lower price outlook

The black line shows the Base Case costs on a year-by-year basis; the green lines shows the effect of Scenario 1; and the blue line is the result of the recommended Scenario 2. The cumulative savings from 2023 to 2047 are about $111M.

The same picture for higher utility prices is shown in Figure 18.

Fig 18 Gladstone Village – Annual Utility Costs to 2047 for higher price outlook

Under these circumstances, the cumulative savings are $200M.

60

20


The first call on these savings will, of course, be to meet the financing costs of the project. This can only be quantified when the financing concept is finalized between loans, grants and other sources.

The balance of the free cash flow is available to improve utility affordability for the tenants, or to generate other benefits. Currently, OCH has a mix of methods to recoup utility costs including direct billing, billing on estimates, including in rent, and implicit subsidies. Any of these approaches can benefit from the overall utility cost avoidance.

Gladstone Village as Exemplar OCH PLANNED DEVELOPMENTS

The recommendation is for OCH to treat Gladstone Village as an exemplar for the remaining three planned developments. The IEMP process will be the same, the recommendations may be different depending on the site-specific circumstances.

As OCH gains systematic experience in developing near net-zero sites, other existing sites would become candidate for comparable retrofitting.

THIRD PARTY DEVELOPMENTS

OCH has included the need to be open to engage and educate the wider community on the benefits and implementation of a small near Net-Zero Neighbourhood at Gladstone Village. This will encourage other public and private developments to learn, adapt and implement comparable solutions in Ottawa, Canada and beyond.

Economic Benefits QUANTIFIED BENEFITS

Determining the economic benefits, in form of job creation, of the recommended Scenario 2 can be calculated by creating a “virtual retrofit” of the status quo or Base Case. As described above, The Base Case assumes all buildings are built to be fully compliant to the 2017 Ontario Building Code. It also assumes that the energy supply to the site is from the normal power grid and natural gas networks, with each building having its own heating and cooling plant. Scenario 2, as described above (see Fig. 5), constitutes a virtual retrofit of Gladstone Village Base Case with a premium investment of $40M (see Fig. 10).

When calculating job creation it is important to clarify a few terms.

Net jobs versus gross jobs. In this report we are focusing on net job creations by comparing the increase in job’s resulting from investing in a retrofit (in this case Scenario 2, a “virtual” retrofit) versus investing in the status quo (Base Case).

Job Stimulation. Jobs are created in 3 ways:

Direct Jobs – Jobs created directly from the investment in Scenario 2

Indirect Jobs – Jobs created from the supply chain and supporting products and services

61

21


Induced Jobs – Secondary jobs created in the local economy from the income of direct and indirect jobs

With energy efficiency upgrades, such as the one proposed in Scenario 2, there are two tracks that stimulate job creation:

1. The initial incremental investment

2. Annual energy usage cost savings resulting from energy efficiency

1. INCREMENTAL INVESTMENT

Based on conservative estimates, initial upfront investments in energy efficiency created approximately 20 jobs per million dollars invested compared to the average job creation across all sectors of 17 jobs per million dollars investedxi. This results in a net job creation of 3 per million dollars invested.

The incremental investment of approximately $40M is assumed to be spent evenly over 8 years ($5M per year) will generate about 15 jobs for each of these years, resulting in 120 person-years of employment.

2. KEEPING ENERGY DOLLARS LOCAL

Keeping energy dollars in the community continues have a job creation impact in the community by avoiding utility payments to local electricity and natural gas utilities. The avoided energy costs and localization of energy services in the community at large, creates incremental disposable income, in turn creating incremental employment in the local economy. Utility sector job creation is estimated at 10 jobs per million dollars of “investment” (i.e. payment flow to traditional utilities). Freeing up these dollars allows for investment in other activities in the economy (estimated at 17 per million dollars, as per above) thus providing a net benefit of 7 jobs per million dollars of avoided energy costxii. With a conservative (low energy cost outlook) average annual cost avoidance $4.5M for Scenario 2 this is estimated to be about 31.5 jobs per year for at least 20 years.

QUALITATIVE BENEFITS

Categorically there are other potential benefits that could come from the investment of Scenario 2 in Gladstone Village. They are not quantified here but provided descriptively.

1. RESILIENCY AND COST AVOIDANCE

Reducing dependency on energy through energy efficiency and developing on-site generation facilities (as per Scenario 2). Unexpected impacts such as extreme weather events and utility grid failures are an example of the threats to the operations of a facility, or neighbourhood, that could have significant economic implications. Scenario 2 provides a resiliency to the site that could avoid significant future costs. For example:

During electricity blackouts, local electricity generation, as proposed in Scenario 2, will keep some facility services running until the grid can be brought back on thus minimizing service urgency and related costs, maintaining comfort for residence and maintaining public and revenue-generating services

62

22


By definition, energy efficient systems, such as the district energy proposed in Scenario 2, have lower life-cycle costs than inefficient systems as they last much longer (well over 50 years) and save significant costs when compared to traditional systems.

The heating services through thermal storage, system inertia and availability of on-site critical power will be able to ride out many combinations of possible equipment failure, gas network disruption, and power interruption.

Ontario is facing a significant and growing gap in maintaining its existing electricity distribution infrastructure and meeting expected increased demand. Developing neighborhoods such as Gladstone Village to be less dependent on the grid eases pressure on the existing infrastructure and contributes to reducing upgrade and expansion costs that burden the entire rate base.

2. FUTURE DEVELOPMENTS IN OTTAWA

All these numbers will increase proportionally if Gladstone Village becomes the new normal for ongoing OCH developments and the city as a whole. For example, several district energy neighborhood networks already exist in Ottawa. The potential for them to interconnect creates the potential for a local district energy utility and the resulting job creation and attraction of new skills to the region.

3. FUTURE DEVELOPMENTS IN CANADA AND U.S.

The expertise to develop integrated energy climate solutions for neighbourhoods and communities is needed in most U.S. and Canadian communities. Successful examples will create national and even international employment opportunities for local businesses.

The recommended integrated energy solution draws on global best practices, including products and engineering widely deployed around the world, but less so in Canada and the USA. Leading world class consulting, engineering and manufacturing companies have long been evaluating North America as a leading potential market for integrated municipal energy solutions, including district energy. As developments like Gladstone Village catalyze community scale transformations, these companies will be willing to invest in manufacturing and engineering in Ottawa as a gateway to both the local and wider North American markets.

Interim Conclusion Subject to developing a Decision Grade IEMP, the implementation of the Scenario 2 delivers the follow outcomes:

Delivers a more attractive housing product Meets reasonable financial goals for Ottawa Community Housing Aligns with Federal Climate Action Plan and City Energy Strategy Has minimal technical and acceptable financial risks Will be a platform for local economic development Will be a platform for tenant and wider community engagement and outreach Creates an effective neighbourhood DE example for Ottawa Has significant growth potential to OCH sites and surrounding neighbourhoods

63

23


Recommendation PROCEED TO COMPLETE THE DECISION GRADE IEMP FOR GLADSTONE VILLAGE WITH SCENARIO 2

AS THE MOST LIKELY FINAL SOLUTION.

Closing the Gap to Net Zero Emissions Scenario 2 achieves a near Net-Zero solution for the buildings in Gladstone Village with predictable performance and costs. The GHG reductions are already more than 90% range for the neighbourhood. Over time, this relatively small gap to Net Zero could be narrowed in the following ways.

Firstly, the DE network makes substituting lower carbon heating sources easy. These would typically be a combination of increased renewable thermal supply, biofueled sources and waste heat recovery. The site has the possibility to extend the area of solar thermal collection above the rail tracks.

Both the boilers and CHP engines would be bio-fuel compatible. If, as expected, the provincial natural gas network increases the blending of biogas, this emissions reduction benefit will flow to the site with no operational modifications. The alternative to have on-site or near-site storage of biogas will be relatively easy if, and when, reliable supplies become available at competitive prices.

If, as expected, the Gladstone Village DH network expands beyond the current site, there will be multiple opportunities to explore various waste heat recovery opportunities.

None of these approaches to add low-carbon heat sources to the DH network in future are possible in Scenario 1, again underlining the recommended approach.

In this feasibility assessment, it was assumed all construction would be at the same increased efficiency above Base Case. Obviously, there is no reason to not consider even more efficient construction in the later stages of the development. This would probably evolve naturally anyway as the construction partners gain expertise and become comfortable with constructing and commissioning buildings at global best practice efficiency levels.

In the IEMP, no attempt to quantify the GHG benefits of green spaces and urban forestry has been made. However, the social and environmental benefits of this aspect should not be overlooked in the final site design.

Transportation Commentary The scope of the IEMP for Gladstone Village specifically excluded the greenhouse gas impacts of transportation. These are likely to be greater that the emissions from the Base Case buildings, so in the larger scheme of things cannot be ignored. The Gladstone Village site already mitigates

64

24


the transportation impacts and can further do so through the final design decisions. Among the factors to consider are:

The compact walkable neighbourhood with accessible schools, community facilities and retail will reduce use of vehicles

Proximity of commuter rail and other mass transit options reduce the use of personal vehicles

Final site design should include adequate, cost-effective electric vehicle charging facilities Spaces for convenient ride-share pick up, zip-cars, bike and scooter rentals should be

designed in. Streets should be attractively configured to encourage walking through visual interest Parking should be biased to electric, hybrid and smaller vehicles, including two-wheelers

Community Commentary Gladstone Village is a redevelopment of an urban site. As such, the final IEMP should also consider the neighbourhood energy and climate context to ensure all potential benefits for the site and surrounding neighborhood were being captured. The following provides an initial scan of this aspect.

Fig 19 Gladstone Village – Neighbourhood Context 1

The IEMP for the site is viable as a stand-alone solution for OCH.

65

25


Fig 20 Gladstone Village-Rochester Heights – Neighbourhood Context 2

A comparable IEMP should be developed for Rochester Heights with the goal to be viable as a stand-alone energy and climate solution. Neither site has enough land for geo-thermal exchange.

Fig 21 Gladstone Village-Rochester Heights -280/865 – Neighbourhood Context 3

Consider a 3-site IEMP capturing integration efficiency and deeper retrofitting of 280/865 Gladstone property. This requires a DH network compatible with high efficiency new construction and retrofitted existing buildings; another reason to use a medium temperature network.

66

26


Fig 22 City Exemplar – Neighbourhood Context 4

Consider teaming with the City to create a 4-site IEMP to integrate Plant Bath for potential mutual efficiency benefits.

Fig 23 Community Node – Neighbourhood Context 4

Anticipate the possibility of Gladstone Village becoming a community node in a possible municipal district energy system. This will simply mean leaving access to the possible future routes and maybe installing connection points in the initial network.

67

27


Fig 24 Community Node in DE Corridor– Neighbourhood Context 4

The City’s Community Energy Transition Strategy calls for the exploration of creating high-density District Energy corridors building on existing systems. Gladstone Village-Rochester Heights-280/865 are well-located to catalyze the development of a District Energy Business Plan integrating the existing Cliff and Tunney’s Pasture system. This last step into the possible municipalization is only feasible with a medium temperatures network with a flexible heat delivery capability.

68

28


Appendix 1 Investment Estimating Background Estimation Context In the context of an Indicative IEMP, a caution is in order in interpreting the picture of investments shown in Figure 10. This is derived from a generalized index-based approach, which yields a statistically valid overall picture. The statistical confidence is obviously less on a building-by-building or measure-by-measure basis. The Decision Grade IEMP takes this to a more granular set of assumptions to refine the estimating process.

End-Use Efficiency Measures The recommended energy and water efficiency measures were applied to the agreed building archetypes. The cost of the measures was estimated using RS Means Indexes for the Ottawa Region. These indexes were assigned to the construction phases based on the relevant (floor wall roof etc.) area for the relevant archetype. RS Means includes estimates for Design and Engineering and Contingency, so none were added in the Assessment.

Solar PV This is common to all Scenarios. The Solar PV investment indexes were based on per kW installed basis using local current market norms. A 12% Design and Engineering Cost and a 5% Contingency was added to the installed cost.

District Heating Network For Scenario 2, a conceptual district heating network was designed and sized to serve the generalized heat loads of each phase. As mentioned elsewhere, this assumed all material and installation would comply with the relevant EN standards. Insulation was level 2. The investment was estimated using the costs indexes on a per metre installed basis for the relevant pipe size. These cost indexes are based on global best-practices in high-priced markets for an experienced crew in a medium-difficult urban environment. As Gladstone Village is a brownfield redevelopment, it is really a low-difficulty installation environment, since all buried infrastructure will go in at the same time. The building service pipes were considered as incremental and part of the DH network, whereas normally they would be treated as an avoided Business-as-Usual (Base Case) building cost.

A 15% Design and Engineering Cost and a 10% contingency was added to the installed cost. This is probably conservative for such a small (1.7km) and simple network.

Recognizing there is significant historical overpricing of DH networks in the U.S. and Canada due to market unfamiliarity and low volumes, a further 1.25 risk factor was applied to the DH network.

Energy Transfer Stations For Scenario 2, each building was assigned a standardized Energy Transfer Station (ETS sized for the generated heating demand of the building. See Reference 6 for more background.

69

29


Investment was estimated using an index based on connected thermal capacity. A 15% Design and Engineering Cost and a 10% contingency was added to the installed cost. Historically, these standardized ETSs were unavailable or very expensive in the U.S. and Canada. This is changing and there was no justification for a local market risk factor.

Solar Thermal In Scenario 2, the installed Solar Thermal investment was estimated using an index based on the area of the thermal array, based on local market norms. A 12% Design and Engineering Cost and a 5% contingency was added to the installed cost.

Energy Centre In Scenario 2, the Energy Centre will house the CHP engines, the thermal storage and boilers. The investment indexes for the plant are all based on installed norms which include an estimate of the costs of a functional building. For the CHP engines, a 15% Design and Engineering Cost and a 5% contingency was added to the installed cost, for the boilers this was 12% and 5% respectively. Since the Energy Centre will also be configured as an engagement and educational facility, a further investment was estimated to bring this to a level comparable with a typical educational facility.

Geothermal Network For Scenario 3, a similar conceptual network was designed to serve the generalized heating and cooling demand of the building phases. Again, the installed cost was estimated on an installed per meter basis for appropriately sized pipes. The supply was EN standard piping level 1 insulation, and the return was uninsulated district cooling pipes, installed below the frost line.

A 15% Design and Engineering Cost and a 10% Contingency was added to the installed cost. Again, due to local market unfamiliarity and low volumes, a further 1.25 risk factor was applied to the Geothermal network.

Heat Pumps For Scenario 3, suitably sized heat pumps were assigned to each building. Investments were assessed on a per kW basis using local market norms. A 12% Design and Engineering Cost and a 5% Contingency was added to the installed cost

Geothermal Array For Scenario 3, the investment estimate for the array was somewhat moot, as there was insufficient land anyway. To make a comparable scenario, the land was assumed to be available. The investment indexes used were based on North American market norms, validated by a colleague with extensive North American geothermal experience.

70

30


References

i See https://documents.ottawa.ca/sites/default/files/energy_evol_phase1_en.pdf ii An Indicative IEMP is based on representative indexes from a variety of sources, and on generalized energy demand modelling approach, supported by experience-based assumptions. It provides strong indication as to a possible viable solution. It is no substitute for the site-specific granularity and assumptions that would be developed in the next step to a Decision Grade Plan. iii In assessing the energy efficiency, throughout source energy is used which includes the electricity conversion losses and natural gas distribution energy losses. The site to source factor for electricity is 2.5 and for natural gas 1.047. iv The scenario assumes the EN standards for the district heating network using the following norms: EN253 preinsulated pipe; EN449 preinsulated fittings; EN448 preinsulated valves; EN 489 Joint kits; EN 13941 Design and installation. These are the norms used for most district energy systems world-wide. They are recognized in Canada and the USA. v The 50 to 85 deg C range was used for the indicative model. Obviously, in a modern DH system, the supply and return temperatures can be varied to meet fluctuating demand or long-term changes in the demand mix of the network. vi These are pre-packaged units typical of those that would be supplied to municipal DE systems around the world. There are many manufacturers depending on region, with the best-known global suppliers being Danfoss (Denmark) and ABB (Sweden). Danfoss has recently supplied both US and Canadian customers and is now starting assembly of their pre-packaged range in Michigan (2019). vii CHP engines are assumed to be reciprocating natural gas engines configured for exhaust and jacket heat recovery. There are multiple qualified manufacturers. viii These would be high-efficiency non-condensing hot water boilers. ix These are assumed to be high-efficiency electric chillers with a COP of 5.3. Suitable units are available from many reputable suppliers. x See https://www.rsmeans.com/ for further background. xi Estimate from the American Council for an Energy Efficient Economy – although these figures are sourced from American examples, they are consistent with the spread of Canadian retrofit jobs versus average job creation across the full economy. xii Idem

71

PENDING REVIEW

CEO OPERATIONAL REPORT



FROM: Stéphane Giguère Chief Executive Officer


To update the Board of Directors on current key operational matters

1. CHIEF EXECUTIVE OFFICER

I have been appointed Chair of the Finance and Treasury Committee of the

University of Ottawa, replacing Mr. Denis Desautels, OC, starting in Q2 2021. OCHC continue to monitor COVID-19 and work closely with Ottawa Public Health

to provide a safe working environment and support tenants when required. Attended "Post-Pandemic Future of Municipalities: How COVID-19 is affecting

Canadian Cities". Attended the first ever Virtual ONPHA conference. Congratulations to

our resident Guy Clairoux on his well-deserved ONPHA Tenant Achievement Award. His efforts help make his community a better place to live.

Congratulations to the winners of the 2020 Crime Prevention Awards, which I had the privilege of attending.

Tour of Strathcona Heights and completed a quality assurance check with our staff.

Tenant experience will be coming to Client Service Committee and the Board of Directors in 2021 to discuss the new management approach for property management, including community audits for quality assurance and controls on our communities.

OCHC won Canada's Most Admired Culture award. Tour of the Rochester Heights Redevelopment Centre and Overbrook. I

discussed with tenants the impact of the new building and if they had concerns related to construction noise. All reported being satisfied with the progress and attention that the contractor is providing to mitigate the impact of construction. I am very thankful for our staff as they are present and are coming up with new innovative ways to connect with residents to break isolation and ensure they are not left alone.

Tour of the new Carlington Community Health Centre.

72

PENDING REVIEW

Congratulations to Alain Cadieux, who is now our VP of Tenant Services. OCH is increasing safety presence for high needs properties. A congratulations to the Junior Girls & the leadership team at Russell Heights for

creating a Black Lives Matter picnic table. Beginning our OCH 2.0 conversations, focusing on 4 topics: technology,

standards and capacity, support services for tenants and new developments. 2. ASSET MANAGEMENT

Retention of Prime Consultant (architect) advancing for both Rochester Heights

Phase 2 and Gladstone Village. Richelieu redevelopment nearing completion. Capital Works delivery is progressing and expected to achieve revised projected

delivery and commitment milestones by year end. 811 Gladstone construction is advancing as per schedule with the building

envelope on the midrise structure to be fully enclosed by year end. The first community meeting to discuss the Overbrook community renewal was

held on November 5th. The meeting provide both tenants and community with a high level overview of OCHC intents with a commitment to further consultation. Preliminary meeting feedback has been positive.

3. COMMUNITY AND TENANT SUPPORT The largest concerns for CTS is to support our tenants and communities through

the approaching winter. This is being done by focusing on two objectives done in partnership with community agencies: (1) ensure basic needs are met and (2) reduce the impact of social isolation.

The Second Wave has caused Community Development and Tenant Support teams to review and adapt their transition back to pre-COVID-19 work, including more in-community programming and home visits. Where possible, events and activities with tenants and partner agencies will continue though they may be modified to meet the new public health requirements. While volunteer events have been cancelled or transitioned into staff events, the Volunteer Engagement Program continues to communicate with volunteer sending groups and plan for the future.

Community Safety Services (CSS) changed their service delivery model only slightly and has continued to function in the community since the beginning of COVID-19. All in-person and in-community work has been adapted to ensure the safety to staff and residents. Additional static patrols will continue to deal with increased safety concerns.

The largest safety concerns continue to be (1) street-involved non-residents accessing OCHC buildings in the downtown core for shelter and (2) increased anxiety amongst tenants, due to COVID-19, resulting in more conflict and escalated complaints, and (3) an increase in gun violence across the City, with a particular impact in the west end. OCHC is working with the police and partner

73

PENDING REVIEW

agencies to both reduce the risk as well as support prevention efforts. There has been a rise in the number of overdoses on OCH property involving both tenants and non-tenants.

Continue to represent OCHC at the City-led Human Needs Task Force in order to coordinate our responses across the City. OCHC is also supporting efforts to develop a more effective way to manage volunteer efforts during this time.

Have alerted senior City staff that several City-funded agencies that work in OCH communities have not yet returned to in-person support and activities. The negative impact of this has been observed, particularly with case management agencies. This has been noted as an ongoing challenge when funders fund agencies to work in our communities and with our tenants but do not involve us in the development of the terms of reference or the performance metrics.

Continue to work with health partners to ensure that prevention messaging, testing and support in cases of positive test results will be more available to vulnerable populations. Started to work with a new OPH community response team to increase mask usage in communities identified as having low compliance rates.

The VP of Community and Tenant Support is in regular contact with the senior management of various community agencies active in OCHC communities and with City senior staff and City Councillors.

4. TENANT EXPERIENCE

Business & Technology

− COVID daily attestation forms and reporting implemented for use by both

field and office staff. − Tenant Financial Responsibility (TFR) system enhancements to support

arrears escalation process improvements completed. − Integrated Pest Management (IPM) system enhancements in progress. − Requirements-gathering for system enhancements related to Gladstone

Redevelopment in progress (AMR/BMR). − Tenant Self-Serve project initiated with the intent to implement the ability for

tenants to make work order requests and check account balance information in Q1 2021.

− Northgate enterprise system upgrade planning initiated for Q1 2021 upgrade. Information Technology

− Annual hardware refresh in progress. − Office 365 refresh – moving to user versus machine-based licensing. − Upgrade of internet-facing web servers completed. − Bi-annual server patching completed. − Multi-Factor Authentication completed for staff with Corporate-issued phones.

74

PENDING REVIEW

− IT involvement in various Building Automation and green energy pilots. Progressing: Laundry Card Pilot, Building Subsystem Monitoring Pilot, Door Access and Monitoring Pilot.

− Upgrade to security of och-lco.ca Website schedule completed. Tenancy Administration

− On October 7, 2020: a conference call with the Service Manager, to review

and clarify the province directive of 0% Rental Increase that includes subsidized rent for 2021. On October 14, 2020: the Service Manager further clarified eligibility implications, annual reporting, and loss of subsidy and effective dates. New Service Manager Directives will be issued in November, once the legislation has been finalized. This change has a substantive impact on OCHC operations and finance.

− Completed the outreach and research of five national and provincial affordable housing providers to analyse & assess lessons learned, and identify best practices for our affordable housing portfolio.

− Developed a position paper to support a One Rent Supplement Agreement strategy, currently under review by the City of Ottawa.

− Tenant Financial Responsibility – system implementation complete. Training to Tenant Debt Resolution Coordinators completed October 9, 2020.

− Implemented the Tenancy Administration dashboard and presented to the Senior Executive Team for endorsement.

Property Management

− Responsive Maintenance services performance is exceeding target of 90%, by

4.8%, currently at 94.8% for the year. o For the past several months, staff have been working to resume

regular operations with new safety measures in place. In order to continue to keep tenants safe, work that is cosmetic and requires multiple in-person visits to a home – such as counter tops or patching – may be put on hold.

o Experiencing higher-than-expected volume, this is in alignment with seasonal changes (no heat calls).

− Property Managers are focusing on Annual Seasonal Maintenance, preparing for winterization:

o Buildings are undergoing winterization activities: installing floor mats, turning on heating systems, closing hose-bibs, topping up generator fuel, etc.

o Townhome communities are being reviewed for a/c removal compliance.

o While many properties have received replacement floor model air conditioners, staff continue the arduous task of ensuring window ACs are removed. In all, a total of 8,500 were removed this fall.

75

PENDING REVIEW

− Turnover: current period volume is lower than average for the year, and we are experiencing less vacancy this year compared to last, with a slight increase currently due to the resumption of eviction processing.

o Average days to complete is behind target of 30 days, currently 31.5 days, caused by: Significant contractor delays experienced in spring and summer

either related to their availability, ability to do work, or lack of materials (for example, hardwood was difficult to source over the summer).

Turnover staffing from April – October was shifted to support other teams impacted by COVID – after-hours, landscape, red team. All staff have now returned to the team.

− Ongoing communications to tenants regarding mandatory mask by-laws in OCHC buildings, and reinforcing the OCHC pre-screening processes. A letter has been issued this week to all tenants in apartment buildings.

− Tenant Satisfaction Surveys for the Responsive and Planned Preventative Maintenance team will be implemented in November, with results beginning to be presented in December.

− OCHC is undergoing a change to its access control systems (entry to units): this large-scale project will impact 12 communities this year, with the remainder to be completed in 2021.

5. OCHC FOUNDATION recLINK has begun its expansion into the Strathcona Heights community and

continues to build on creating collaborative connections with the OCH Corporation’s Community & Tenant Services (CTS) team – Central

The Regina Towers kitchen renovation project was officially launched on Sept 25th. The OCH Foundation secured $50,000 from our funders PCL Construction through their Hard Hat Heroes Neighbourhood Improvement Grant Program, administered by United Way East Ontario. The tenants of Regina Towers also raised money to contribute to the renovation.

A partnership with re-Cycles has resulted into the dissemination of 19 bikes on Wednesday October 7th to children and their families. We are now working to identify funding opportunities to help deliver a larger event in the spring.

Aligned with Community and Tenant Services Team - South the Foundation is working to prepare and disseminate a recreation and sport program information package to Albion residents, which includes recLINK Kits for Kids information.

175 air conditioning units safely installed in residences of OCH seniors. The Foundation is looking to secure more funding in 2021 to continue this initiative.

The Foundation is in the planning stage of its Annual Campaign, which will this year be themed: Play. Learn. Grow. The Campaign will include an online giving platform in the form of a gift catalogue to support the campaign as a tangible way for donors to contribute.

76

https://www.unitedwayeo.ca/?gclid=Cj0KCQjwnqH7BRDdARIsACTSAdsEtreEzz3jGrIlG5JpJ8Q3eGTynfEwdqapJVtppuhPhEdx_bcOgQUaAmmGEALw_wcB



PENDING REVIEW

Multi-year MOUs for recLINK with primary funding partners Trinity and Ottawa Gatineau Youth Foundation (formerly Ottawa Sens Foundation) expire at the end of 2020.

Received $13,000 from Canadian Tire Jumpstart Sport Relief Fund to support recLINK organizational capacity building.

The Foundation was successful in receiving funds through the Kiwanis Direct Assist Program to support the purchase of “get active” kits and equipment for young people living in OCH communities.

Awarded 3 more bursaries in Q3 of 2020, and the Foundation team will plan for an update as to how the Bursary Program is communicated and marketed into OCH communities in 2021.

The Foundation’s Pack-a-Sack program has supported close to 4,000 children in OCH neighborhoods since 2014. Thanks to its renewed partnership with the Caring and Sharing Exchange under a new MOU, the program is now more streamlined to support more children as needs increase.

Hosted two Scavenger Hunts for OCH families in August and September as a safe opportunity for community engagement, via the Foundation’s recLINK Program.

Over 100 Kits have been disseminated as a result of our Kits for Kids Campaign with Wintergreen Learning Materials. $5 from the sale of every kit nationally, will be donated to the OCH Foundation.

The city has confirmed there will be 150 youth selected to go through the Youth Futures program in 2021. Many will be participants selected for the 2020 cohort and the program will delivered as a hybrid of in person and virtual programming.

6. FINANCE COVID-19 Impacts

− As part of return to workplace plan, all physical required changes to office were completed. The group continues to focus on monitoring and implementing any required changes in line with the new Provincial Framework.

Financing Activity

− Budget process is nearing completion and on track for approval from Finance and Audit Committee on December 15.

− Mortgage closed for the Coldrey Property generating $3.8M for Community Re-Investment Fund.

Procurement Activity − Major Appliances Program RFP issued on November 20 and will close on

December 11. − RFP for Financing Facility closed. Supplier submissions are in review.

77

PENDING REVIEW

Legal Activity − The Landlord and Tenant Board has resumed some types of proceedings

virtually and continues to hear urgent safety cases. The legal team has been working with our district staff to prepare cases electronically and obtain mediated settlements through this new process.

Other Activity − Interim activities of External Auditors nearing completion. − City of Ottawa Auditor concluded their interviews with OCHC staff in

October. 7. PEOPLE, CULTURE AND COMMUNICATIONS

Corporate Communications

− Media Relations: o OCHC received incredible support and positive coverage following

the CMHC Announcement September 10, 2020. − Marketing Branding

o 811 Gladstone - billboard advertising installed around the construction site

o Branding page and social media campaign launched o Website Wireframe development in progress o Report on OCHC new brands for affordable rental housing stock

presented to Corporate Performance, Client Services, and Portfolio Management Committees..

o 2021 Tenant Calendar - delivery by Q4 2020 − Communications and Awareness Campaign

o Integrated Pest Management Workgroup: Developing video vignettes for tenants

o Ongoing support to COVID-19 Prevention Measures and tenant outreach

People and Culture

− OCHC is proud to have won the 2020 Canadian HR Award for the Best

Corporate Social Responsibility Strategy. The Canadian HR Awards recognize and highlight the outstanding achievements of those at the forefront of best practice and leadership in the HR profession. 

− Ongoing COVID-19 Planning and Response: o In partnership with the Business Technology Team, developed and

launched a daily Employee Health Attestation Form, a technology solution to capture employee health screening information.

o Communicated the results of the COVID-19 Employee Survey to all employees. Another pulse survey is scheduled for November.

78

PENDING REVIEW

o Implementation of the Interim Remote Work Program is underway.

− Deployment of Health Attestation Form – this form is a technology solution that was implemented October 1 as an added health and safety measure, and to comply with Ottawa Public Health's recommendation.

− A Phase 2 Anti-racism dialogue was held to further explore anti-racism and develop recommendations to the Culture Roadmap and Diversity and Inclusion Plan.

− Virtual Culture Chats have been initiated and will continue into early 2021. Feedback will be integrated into the 2021-2023 Culture Roadmap.

− OCHC’s new online learning platform is available to all employees and aligns with OCHC’s top driver of engagement: Professional Growth. Attributes of the platform, content and learning challenges will be highlighted for managers to encourage uptake with their employees.

− Learning and Development Update: several elective and mandatory virtual training sessions are planned, including the Mental Health Leadership Certificate Program.

− The new Employee Recognition Awards Program nominations are currently being reviewed. A substantial number of nominations aligning with our culture statements were received:

o C.A.R.E. Award: 6 nominations o Leadership Excellence Award: 8 nominations o Community Service Award: 6 nominations o One Team Award: 6 nominations

8. RECOMMENDATION

That the Board of Directors receive this report for information.

79

kS Ottawa Community Housing Corporation

Tenant Advisory Group Meeting Approved Minutes

39 Auriga Drive Date: June 23, 2020 Ottawa, Ontario Teleconference Meeting Start Time: 3:00 p.m. TAG Members: Ron McCooeye, Chris Shute, Jennifer Phillips, David Humphries, Danny

Roberge, Siobhan Cassidy OCH Staff: Brian Gilligan, Vice-President, Community Development; Lynne Williams,

Department Coordinator Guests: Katherine Papineau Absent: Paul-Emile Fortin, Ramla Cainan, Zeinab Mohamed AGENDA

1. Opening and Welcome 2. Review and Approval of Agenda

3. Review and Approval of Minutes of February 18th and March 24th, May 12th, 2020

4. COVID-19 OCHC Update

Presenter: Brian Gilligan

5. Group Discussion on COVID-19 • Impact on Communities and Tenants • Role of Engaged Tenants • Priorities for Re-Opening • Working in Different Ways

6. Information and Planning Items

• Community and Tenant Support Update • Agendas for September 2020 TAG meeting

7. Next Meeting: September 22, 2020, 39 Auriga Drive, OCH Boardroom

80

1. Opening and Welcome

Ron McCooeye, Interim Chair for this meeting of the Tenant Advisory Group (TAG), welcomed members to the teleconference meeting. Quorum was met. Ron accepted motion to be interim chair till Pe shows up

2. Review and Approval of Agenda Moved by: Siobhan Cassidy Seconded by: David Humphries That the agenda of the June 23, 2020 TAG meeting be approved with the following amendments: That Ron McCooeye be the Interim Chair for this TAG meeting in the absence of Paul-Emile Fortin That the following additions be added to this TAG meeting:

- Community Capital Fund discussion - OCHC 2021 calendar

Carried

3. Review of Minutes of February 18 and of March 24th, May 12, 2020

Moved by: David Humphries Seconded by: Jennifer Phillips That the minutes of February 18th and March 24th and May 12 TAG meeting be approved. Carried

4. COVID-19 Ottawa Community Housing Corporation (OCHC) Update Brian Gilligan, Vice President of Community and Tenant Support, provided an overview on the ongoing efforts being taken with regards to tenants and in OCHC communities during the COVID-19 pandemic. It was noted that many agencies have resumed operations with adapted modifications to their programming and services in efforts to support tenants during COVID-19 such as Aging in Place. Ottawa Public Health will be conducting a testing clinic in one of OCHC’s high rises. The great work of the Community Development team in offering support and service to tenants with the collaboration with agencies was recognized.

81

OCHC lounges have re-opened as cooling centres to accommodate tenants during the recent heat wave. A distribution plan for air conditioners and fans purchased with the $75,000 funds secured is being finalized. A TAG member recognized the Integrated Pest Management (IPM) team’s great efforts in addressing pest management in the OCHC communities. OCHC has increased safety and security measures to address the increased demand in tenant conflict and incidences that have been occurring during the COVID-19 period.

5. Group Discussion on Covid-19

Impact on Communities and Tenants Brian Gilligan requested feedback from TAG members on the role of tenants during COVID-19. The importance of engaged and supportive tenants in checking in on their neighbours help keep tenants and their community safer. It was noted that some tenant groups such as seniors may have heightened insecurities and mental health issues. The importance of OCHC monitoring and continued reach out was noted Working in Different Ways: OCHC staff are looking at different ways of working and offering service to tenants, for example self-serve options.

6. Information and Planning Items Community and Tenant Support Update The Tenant Engagement Model was discussed. The improvement in the cleanliness of OCHC communities was noted. Future pilots such as the hiring of a tenant to monitor waste sites and to report illegal dumping will be considered.

7. Community Capital Fund (CCF) The CCF Selection Committee, composed of 4 TAG members and 2 staff will meet on June 29th to finalize the selection. The total cost of projects submitted by the tenants was $168,000. This year’s budget of $100,000 can not support all submissions.

8. 2021 OCHC Calendar

A TAG member requested that the word volunteer be added beside their name to identify their role as TAG member.

82

8. Next TAG Meeting

The next TAG meeting is scheduled for Tuesday, September 22, 2020

83

Memorandum / Note de service TO/ À : Stéphane Giguère, CEO

FROM/DE : Cindy Newell, Director, Human Resources Greg Finnamore, Director, Finance and Procurement

DATE : November 23, 2020

SUBJECT/SUJET : COVID-19 Planning and Response: Update from the Core Team

Executive Summary This memo is intended to provide the CEO and the OCHC Board of Directors with an update on OCHC's continued response to the COVID-19 pandemic. Since the beginning of the pandemic, OCHC’s response strategy has been centered around having a Core Team, made up of functional leads across the corporation. The team continues to meet on a weekly basis to work together to proactively develop strategies and implement actions to address the impacts on staff, tenants and business operations in alignment with Public Health guidelines and direction provided by Federal and/or Provincial Governments. Our focus throughout our planning and response initiatives have continued to involve strategies to ensure that OCHC is able to maintain critical services with four key considerations: 1) Staff Safety and Engagement, 2) Tenant Safety and Engagement, 3) Business Continuity, and 4) Coordination with Ottawa Public Health (OPH). COVID-19 Planning and Response Updates: 1. Staff Safety and Engagement

• Numerous Safe Work Practices, Guidelines and Procedures have been implemented to

address COVID-19 prevention strategies in the workplace, including health and safety protocols for personal hygiene, cleaning and disinfecting, use of Personal Protective Equipment (PPE), safe office procedures, and protocols for safely interacting with tenants.

• We continue to circulate this information to staff as reminders of the importance of following these Safe Work Practices, and as public health guidelines have continued to evolve, updates are being communicated to employees accordingly.

• A dedicated OCH Connect COVID-19 Resource Page continues to be the centralized communications platform for important information and updates for employees.

84

2

• Office procedures have been implemented with supporting signage, including safety protocols for the use of common spaces, including physical distancing, proper hand hygiene, and the mandatory wearing of masks.

• OCHC is well-positioned with a sufficient supply of PPE and sanitization products available, a localized distribution process in place, and additional vendor relationships have been established to ensure continuity of supply.

• Employees have been provided with Health Canada approved sanitization products along with instructions on their safe and effective use.

• For teams that have additional potential workplace hazards, such as employees working closely with the public, specialized training has been provided to employees as required.

• OCHC continues to utilize the services of the “Red Team”- a task force of maintenance workers equipped with appropriate PPE to respond to calls for service in units identified as a high risk for exposure to COVID-19.

• A daily Employee Health Attestation process was launched in October in compliance with the mandatory requirement that all employers in Ontario conduct daily health screening of employees.

• Numerous initiatives have been implemented to support employees, including a formalized Working Remotely Program, Supporting Resources for Childcare, Flexible Scheduling to allow for testing accessibility, and Ergonomics Training.

• In June, OCHC enhanced its employee group benefits program to include access for virtual healthcare elements.

• OCHC has continued to engage employees by conducting employee surveys to solicit their input and have used their valuable insights to inform our planning.

• We have also been leveraging our Wellness Committee that was formed in January of this year to solicit feedback on how we can improve health and wellbeing of our employees during these challenging times.

• Managers continue to conduct regular “health checks” with their employees to check in on their wellbeing.

• We continue to engage our union partners throughout our planning and response initiatives and they continue to be support of our ongoing approach.

2. Tenant Safety and Engagement

• Throughout the pandemic, the safety and engagement of tenants in our communities has

remained a top priority. • Property management and maintenance services resumed to full staffing on May 25, and

continue to provide services for emergency, urgent, plumbing and electrical responsive maintenance following all public health guidelines.

• Employees and contractors continue to utilize our tenant health screening prior to entering tenant homes.

• Maintenance staff have been assigned designated lunch areas and times to limit in person interactions.

• Preventative Maintenance programs and Asset Management Operations resumed in June. Employees pre-screen tenants before entering tenant homes and are following all health and safety protocols.

85

3

• In preparation for offices resuming in person tenant services on September 8, each office was retro-fitted with enhanced safety protocols for the protection of staff and visitors, including the installation of tempered glass barriers, hand sanitizer dispensers and signage. (photos included below).

• In alignment with public health requirements, hand sanitizer dispensers were installed in all mid and high rise communities in September. A program has been implemented to ensure these are being serviced and maintained.

• Awareness campaigns and promotion around COVID-19 prevention measures and other relevant key messages through the "because we care" campaign continues via our website and social media channels, and are aligned with the guidance of OPH, City and other health authorities.

• Information updates for tenants are communicated through posters and relevant signage, the tenant email marketing platform, virtual “Tenant Talk” sessions, and website resource pages.

• Community events have continued with adjustments made based on social gathering restrictions and health and safety protocols.

• Proactive health checks with the most vulnerable tenants, previously conducted between March – June during the beginning of the pandemic are scheduled to resume in December and are planned to continue throughout the winter.

3. Business Continuity

• Our Business Continuity plan has been centered around maintaining adequate resources

to continue to provide in person critical services for tenants. OCHC continues to support provincial recommendations and requires workers whose duties can be performed from home to continue to do so.

• Offices reopened for in person tenant services on September 8, although, most services continue to be done remotely with support of digital files.

• Plans are underway to resume in person tenant services by appointment only commencing December 1 due to concerns with tenants waiting outside during the winter months.

• Call queue volumes remain high as we continue working through recent changes to legislation.

• Staff are working to reduce arrears by entering into repayment agreements, directing tenants to financial assistance programs and setting up online banking.

• The Landlord and Tenant Board has begun resuming some of their services. Our first set of N4 letters were sent in October, with further letters being sent this week.

• Rental of units continue with units being shown both in person, and virtually. • OCHC continues to work with the Service Manager to secure additional funding for COVID-

19 related expenses. • Volunteer events managed through the Volunteer program have been temporarily

suspended to support minimizing exposure within our communities. • Plans are underway to resume events under the Employee Volunteer Program in alignment

with the provincial guidelines for social gathering restrictions. • Since the beginning of the pandemic, Community Safety Services has continued to deliver

24/7 service with a focus on higher priority calls and proactive community patrols.

86

4

4. Coordination with Ottawa Public Health (OPH) • Since the beginning of the pandemic, OCHC has strategically aligned our response to

COVID-19 with the recommendations of the Chief Medical Officer of Health of Ontario and when necessary, has consulted with OPH to address specific concerns and emerging issues.

• We have proactively consulted with OPH to validate our understanding of local public health guidelines and seek feedback through our planning process.

• We are now also collaborating with the Ontario Health Team through our relationship with the Coalition of Community Health and Resource Centres.

• OCHC has continued to modify its COVID-19 response initiatives to ensure compliance with evolving recommendations from OPH.

• We actively partner with OPH and the Ontario Health Team to support their efforts in addressing COVID-19 health concerns within OCHC communities.

• We actively partner with the City and other community health and service agencies through the Human Needs Task Force to address any non-COVID-19 health and social needs of tenants.

Next Steps With the recent introduction of the Provincial Government’s COVID-19 Response Framework, the Core Team is working on aligning business operations with the five objectives as outlined in the Framework. This will enable OCHC to proactively anticipate and implement adjustments to our business operations aligned with recommendations from local health authorities.

87

5

Office Photos

88

PENDING REVIEW

- 1 -

DIVERSITY AND INCLUSION PLAN – PHASE 1



FROM: Cindy Newell, Director, Human Resources Taylor Skirda, People and Culture Administrator


To provide the Board of Directors with an overview of OCHC’s Diversity and Inclusion Plan – Phase 1


Foster an organizational culture of leadership, accountability and continuous improvement

NEXT STEPS: Develop timeline and critical milestones to implement Diversity and Inclusion Plan – Phase 1 Initiatives, in alignment with OCHC’s Strategic Plan and Culture Roadmap

1. EXECUTIVE SUMMARY OCHC is embarking on the development of a formalized multi-year Diversity

and Inclusion Plan in alignment with the 10-Year Strategic Plan and Culture Change Roadmap.

This formalized, multi-year Diversity and Inclusion Plan will build upon the work that has already been underway and will further engage employees in the process.

A Diversity and Inclusion Champions Table, comprised of management, front-line employees, and Board and Committee members, was officially launched on May 19, 2020. Table members will act as an advisory group in the development of the multi-year plan.

Phase 1 of the plan centres around awareness, education and employee engagement and is the result of insights and feedback received from the senior management team and the Champions Table, with guidance from the Corporate Performance Committee and Board of Directors (see Appendix A).

90

PENDING REVIEW

- 2 -

2. CONTEXT Phase 1 includes a series of foundational initiatives designed to lay the

groundwork for subsequent phases and anchor the plan. Foundational initiatives will foster an underlying culture of inclusion practices and address leadership, communication, employee involvement and training, and alignment – all of which are essential for success.

Phase 1 also includes numerous targeted initiatives for identified key diversity groups. Targeted initiatives support the inclusion of specific diversity groups and since each of these groups have unique needs, they have separate initiatives.

The four key objectives outlined in Phase 1 are in alignment with OCHC’s Culture Roadmap and provide further opportunities for employees to participate in OCHC’s culture journey with an emphasis on diversity, inclusion and belonging.

3. CONSULTATION OCHC’s approach to the development of the Diversity and Inclusion Plan was

presented to: ‒ and approved by the Senior Executive Team on March 4, 2020 ‒ presented to the Corporate Performance Committee on April 2, 2020 ‒ presented to the Board of Directors June 25, 2020

The union partners have confirmed support of the development of a multi-year Diversity and Inclusion Plan and a phased approach.

The Champions Table provided input in the development of Phase 1 during two virtual sessions on June 29 and September 1.

Industry best practices and trends related to diversity and inclusion have been considered in the approach and Phase 1.

This report was provided to the Corporate Performance Committee for information in the October 8, 2020 report package.

4. KEY IMPACTS, BENEFITS & RISKS Attracting, acquiring, engaging and retaining diverse talent will help spur

innovation, drive growth, enable better decision-making and help better reflect the communities served.

Fostering a culture of inclusion and belonging will increase employee engagement and job satisfaction and improve productivity, resulting in less absenteeism, increased retention, commitment to the organization and trust.

91

PENDING REVIEW

- 3 -

Focusing on diversity and inclusion will enhance OCHC’s corporate image as well as ensure the corporation remains a top employer of choice.

5. POTENTIAL FINANCIAL IMPACT There are no direct financial implications associated with this report, although as

the plan progresses, there will be a need to evaluate associated costs. 6. CONCLUSION The foundational and targeted initiatives included in Phase 1 of the multi-year

Diversity and Inclusion Plan will provide further opportunities for employees to be involved in shaping OCHC’s culture of inclusion and belonging and supports the strategic goal of fostering an organizational culture of leadership, accountability and continuous improvement.

7. RECOMMENDATION (S) That this report on Phase 1 of OCHC’s Diversity and Inclusion Plan be received

by the Board of Directors for information. APPENDICES

A. DIVERSITY AND INCLUSION PLAN – PHASE 1

92

APPENDIX

OCHC’S DIVERSITY AND INCLUSION PLANPHASE 1

93

- 2 -

MULTI-YEAR PLAN MAIN GOALS

94

- 3 -

MULTI-YEAR PLAN OVERVIEW

95

- 4 -

PHASE 1: AWARENESS, EDUCATION ANDEMPLOYEE ENGAGEMENT

Phase 1: Year 1

• Champions Table

• Awareness

• Education

• Employee Engagement

• Align with Culture Roadmap and Strategic Plan

• Procurement Alignment

• Systems Review

Objectives:

1. Increase awareness and provide opportunities for skills development

2. Identify key focus areas and develop an action plan for targeted initiatives

3. Engage employees in initiatives that promote a culture of belonging

4. Integrate a diversity and inclusion lens approach

96

PHASE 1

FOUNDATIONAL INITIATIVES

97

- 6 -

PHASE 1 FOUNDATIONAL INITIATIVES

Education and AwarenessDiversity and Inclusion Page on OCH ConnectSession on Anti-Racism – Phase 1

Ongoing Communications (News Digest, posters, internal/external marketing, etc.)

Monthly Diversity and Inclusion Theme with accompanying eventsDiversity and Inclusion element in new employee orientationDiversity and Inclusion survey to establish baselineEstablish Diversity and Inclusion Reporting in Annual Safe & Respectful Workplace ReportDiversity and Inclusion embedded in Performance Development Program

TrainingOnline Learning Program that includes courses on diversity and inclusionMandatory Unconscious Bias Awareness Training (managers and employees)Strength Deployment Inventory Assessment and Training (managers)Cultural Competency Training (managers)Diversity of Thought Training (managers)Session on Anti-Racism – Phase 2

98

- 7 -

PHASE 1 FOUNDATIONAL INITIATIVES

Employee EngagementAdd Diversity and Inclusion questions to Employee Engagement SurveyIncorporate Diversity in Working GroupsDiversity and Inclusion element at All Staff EventEmployee Feedback on Diversity and Inclusion in 2020 Culture ChatsDiversity and Inclusion Recognition AwardEmployee-run inclusive events (ex: international food potluck)

Meeting Evaluation Process

Organizational Commitments (ex: CEO signed Canadian Council of Business Leaders Against Anti-Black Systemic Racism Pledge)

Inclusion Lens ApproachSystems/Processes Review

Recruitment (add D&I statement to Hiring Policy; implement blind screening approach; provide candidate with interview questions in advance; broaden sources for job ads)Integrated gender-neutral language into Collective AgreementsReview Terms of Reference documents

Anti-Racism Sessions - Action Plan

Vendor engagement + review

99

PHASE 1

TARGETED INITIATIVES

100

- 9 -

KEY FOCUS AREAS – TARGETED INITIATIVES

Multigenerational Workforce

Employee Resource GroupTraining for Managers on Managing a

Multigenerational WorkforceYouth Futures Program

Summer Student ProgramCelebrate International Youth Day

Development Opportunities for YouthFlexible Work Arrangements

Phased in Retirement Program Alumni Program for Retirees

LGBTQ2S+

Employee Resource GroupEstablish Partnerships (eg: Pride at Work, Business for Trans Equality)

Guest Speaker SessionsGender Neutral Washrooms

Participation in Capital Pride Week Celebrations

Pronoun AwarenessUse of Preferred Pronouns on Signature

Lines

101

- 10 -


WomenEmployee Resource Group

Increase Number of Women in front-line positions through partnership with

Algonquin CollegeFlexible Work ArrangementsGender Balanced Workforce

Taking The StageLeadership Training for high potential

female employeesCelebrate International Women's DayEstablish Partnerships (eg: Women’s Business Enterprise National Council,

Catalyst)

Visible MinoritiesEmployee Resource Group

Citizenship Challenge (provide paid time off for all employee groups for

employee’s ceremony)Establish Partnerships (eg: Hire

Immigrants Canada; Indigenous Works)

Provide support for advancement to leadership positions

Training sessions (such as Anti-Racism sessions)

102

- 11 -


Persons with Disabilities

Employee Resource Group: Wellness Committee (mental health and

wellbeing initiatives)Establish Partnerships (e.g: EARN; Causeway; Disability:IN; ODEN,

LiveWorkPlay)Celebrate International Day of Persons

with DisabilitiesWorkspace Modification

Adaptive Technology (accessible website pages, etc.)

Diversity of Thought, Religion and Beliefs

Employee Resource Group

Inclusive Meetings

Provide Multi-faith Room for OCH Employees

Manager Training on benefits of diversity of thought within teams

103

- 12 -

NEXT STEPS

Establish Employee Resource Groups

Develop timeline and critical milestones for implementation of initiatives

104

PENDING REVIEW

-

INTEGRITY POLICY ANNUAL REPORT

TO: BOARD OF DIRECTORS IN-CAMERA


FROM: Kristen Bailey Director, Legal Services


To report on integrity claim activities from January 2019 to December 2019


Foster an organizational culture of leadership, accountability and continuous improvement

NEXT STEPS: Provide the report to the external auditors

1. EXECUTIVE SUMMARY Ottawa Community Housing Corporation (OCHC) implemented the Integrity Policy in the first

quarter of 2017 and 2019 is the second full year of operations under this policy. Measurement highlights include:

78 claims received. 92% of the claims received related to tenants. Investigation of 62 claims, or 80% or the total claims received, were completed in 2019.

Thirteen of the claims investigated during the year, or 21%, were founded (all related to tenants).

No direct financial losses associated with these claims. There were no significant risks identified for OCHC in 2019. OCHC will share these findings with the external auditors as part of the annual financial audit. Integrity claim monitoring will continue to be maintained throughout 2020 and significant

incidents of fraud, waste or misuse will be reported in compliance with the policy.

105

PENDING REVIEW

-

2. CONTEXT The integrity claim procedure continues to, for the most part, function well:

Claimants use the Integrity Portal properly, with some exceptions. Some tenants have used it to request maintenance services or lodge neighbour to neighbour complaints.

19 claims about non-integrity matters such as maintenance, complaints, or tenants of other housing providers, were submitted in 2019.

Most claimants used the on-line Integrity Portal option to initiate their claims. The average time to complete a claim review was 57 days (from claim receipt to findings).

3. CONSULTATION This report was prepared by the Legal Department. This report was reviewed with the Chief Financial Officer on October 8, 2020 and received by

the Finance and Audit Committee on October 27, 2020. 4. KEY IMPACTS, BENEFITS & RISKS The Integrity Policy provides opportunities for tenants, staff, contractors and the general

public to make anonymous claims about fraud, waste and misuse of OCHC assets. In 2018, OCHC did not identify any corporate risk of fraud, waste or misuse.

5. FINANCIAL IMPACT The costs in 2019 were approximately $3,800 and consisted mainly of the hosting and

support of the portal, along with the operation of the Hotline. This expense was included in the 2019 budget.

6. CONCLUSION The Integrity Policy is now an integrated part of OCHC’s operations. The monitoring of the policy did not highlight any significant risk in 2019.

7. RECOMMENDATION That the Board of Directors receive this report on integrity claim activities from January 2019

to December 2019 for information. APPENDICES

A. INTEGRITY POLICY - REPORT

106

October 4, 2020

Board of Directors Integrity Policy

2019 Performance Report

Integrity Policy Measures and Analysis

107

Integrity Policy Report

2 October 4, 2020

Executive Summary

This report summarizes the activity and performance of the Integrity Policy over its second full calendar year since implementation.

The Integrity Policy establishes oversight and general direction regarding claims of fraud, waste or misuse of OCHC assets. With the approval of the policy in 2017, OCHC developed and implemented a procedure to receive and respond to claims. A dedicated telephone line and on-line portal were also created for anonymous reporting of potential fraud, waste and misuse of OCHC assets.

Three measurement areas were established to monitor the policy’s performance:

• Number of Integrity Claims (overall, and by identified group) • Percentage of Claims Founded • Value of Integrity Claims (founded and recovered)

An analysis of the claims reviewed in 2019 indicates there is no increased risk to the corporation.

There were 78 claims addressed in 2019. The majority of the claims were registered against tenants for possible violations of lease agreements, mostly concerning household composition. While not all claims were closed at the end of 2019, thirteen claims were founded (all related to tenants) and none of the founded claims identified direct financial losses.

108


3 October 4, 2020

Number of Integrity Claims - Overall Introduced at the end of Q1-2017, the Integrity policy was in effect for 2018 and 2019. There were 78 claims in 2019. Nineteen claims were incorrectly submitted in 2019. These claims were about individuals who are not OCHC tenants or were non-integrity matters, such as requests or complaints related to neighbours or maintenance. These were redirected to the appropriate channels. There were three duplicate claims and 16 claims carried over to the following year. Overall, the nature and content of claims received under the integrity policy is consistent with the reports received prior to policy implementation. Integrity claims will be monitored through 2020. Annual data reviewed over time will help identify patterns.

Integrity Claims – By Identified Group

The majority of fraud, waste and misuse claims received (92%) were related to the conduct of tenants. Six claims related to employee activity (two were carried over to 2020, and none were founded as fraud, waste or misuse of OCHC assets). No claims were received about business invitees (contractors and volunteers). The nature of the 2019 claims is consistent with the types of claims experienced at OCHC in in prior years. Most of these claims alleged that tenants were not accurately reporting their household composition or income. Failure to report changes in household income and membership can result in loss of subsidy or being required to move to an appropriate size of home.

58

35

78

0

25

50

75

100

2017 2018 2019 2020 2021 2022

Number of Integrity Claims- Overall

56

2

0

34

1

0

72

6

0

0 20 40 60 80

Tenants

Employees

Business Invitees

Integrity Claims- By Identified Group

2019 2018 2017

109


4 October 4, 2020

Percentage of Integrity Claims Founded As of December 31, 2019, OCHC had completed the review of 62 of the 78 claims. Thirteen claims, or 21%, were founded (substantiated to be fraud, waste or misuse of OCHC assets). All of these claims were related to tenants. These results may change once the remaining 16 claims have been closed. Each founded claim was addressed through the mechanisms prescribed by procedures for responding to unreported changes to income or household membership. Most founded claims resulted in the tenant being required to update their household composition.

Value of Founded Integrity Claims As of December 31, 2019, there has been no dollar value attributed to the integrity claims reviewed in 2019. None of the thirteen claims that were founded resulted in subsidy removal or eviction. OCHC will continue to monitor the value of integrity claims.

7%

33%21%

0%

20%

40%

60%

80%

100%

2017 2018 2019 2020 2021

Percentage of Integrity Claims Founded

$0.00 $0.00 $0.00 $0

$20,000

$40,000

$60,000

$80,000

$100,000

2017 2018 2019 2020 2021

Value of Founded Integrity Claims

110

BOARD OF DIRECTORS MEETING December 3, 2020

Documents

Transcript of BOARD OF DIRECTORS MEETING December 3, 2020