join us at city hall - ottawa community housing€¦ · 2016-01-14 · 8.5 ochc-005/16...

JOIN US AT CITY HALL

OCH Board Meeting

City Hall, Champlain Room 110 Laurier Avenue West

January 14, 2016

5:15pm – Presentation to Aging in Place

5:30pm – Presentation of Heroes Certificates 5:45pm – OCH Board meeting begins

Come attend the OCH Board of Directors meeting where you will have the opportunity to meet the members of the Board

SOYEZ PARMIS NOUS à l’Hôtel de Ville

Réunion du conseil d’administration de LCO

Hôtel de Ville, la salle Champlain

110, avenue Laurier Ouest

Le 14 janvier 2016

17h15 – Présentation Aging in Place 17h30 – Présentation des Certificats Héros

17h45 – Commencement de la réunion du Conseil d’ Administration

Venez participer à la réunion du conseil d’administration où vous aurez l’occasion

de rencontrer les membres du conseil d’administration de LCO

BOARD OF DIRECTORS MEETING January 14, 2016

5:45 p.m., City Hall 110 Laurier Avenue, Champlain Room

AGENDA

1. Welcome and Introduction of the Board Members 2. 2016 Inaugural Board Meeting, Board Elections and Appointments (Verbal

Report)

3. Welcome by the Chair and Conflict of Interest Declarations 4. APPROVAL OF THE AGENDA 5.

Approval of Agenda of the meeting Approval Reports to be held for Discussion Information Reports to be held for Discussion Bulk Consent Approval for all reports not held for Discussion/Presentation

6. APPROVAL OF THE MINUTES 7.1 Approval of the minutes of the November 19, 2015 meeting 005 7.1a Business Arising from the Minutes 8. DELEGATIONS 8.1 Tenant Advisory Group - Verbal Report 8.2 Tenant Advisory Group minutes of the September 8, 2015 meeting

(For information) 014

9. FOR APPROVAL

9.1 OCHC-001/16 2015 Audit of Financial Statements 017 9.2 OCHC-002/16 2016 Budget - Presentation 054 9.3 OCHC-003/16 2016 Capital Budget Envelope 071 9.4 OCHC-004/16 2016 Infrastructure Ontario Loan Application - Presentation 075 9.5 OCHC-005/16 Designation of Signing Officers and Delegation of Signing Authority 089 9.6 OCHC-006/16 Board and Committee Learning Plan - Presentation 092 10. FOR DISCUSSION

11. FOR INFORMATION

11.1 OCHC-007/16 Corporate Scorecard – Year-End Report 096 11.2 OCHC-008/16 Tenant Satisfaction Survey Results - Presentation 118 11.3 OCHC-009/16 Employee Engagement Survey - Presentation 139 11.4 OCHC-010/16 Attendance Management Program 147 11.5 OCHC-011/16 Integrated Pest Management Service Delivery Model - Presentation 149 11.6 OCHC-012/16 Emergency Management Project Plan: Update - Presentation 167

BOARD OF DIRECTORS MEETING January 14, 2016

5:45 p.m., City Hall 110 Laurier Avenue, Champlain Room

11.7 OCHC-013/16 Tenant Unit Modification Policy – Implementation Plan 178 11.8 OCHC-014/16 Award of Audit Services 2016-2018 207 11.9 OCHC-015/16 After Hours Service Delivery Update 210 11.10 OCHC-016/16 External Awards Submissions - Update 220 11.11 OCHC-017/16 2015 Tenant Forum 233 11.12 OCHC-018/16 Governance Evaluation 237 11.13 Minutes of the November 30, 2015 Portfolio Management Framework

Meeting 251

12.

Chief Executive Officer’s Update

13. Chair’s Update 14. Enquiries from the Board Next meeting – March 10, 2016 (7:00-9:00 p.m.) OCH Head Office, 39 Auriga Drive

Please contact our Communications Department for any information requests related to these reports: 613-731-7223

RÉUNION DU CONSEIL D’ADMINISTRATION 14 janvier 2016

17h45, Salle Champlain, Ville d’Ottawa, 110 avenue Laurier

ORDRE DU JOUR

1. Mot de bienvenue et présentation des membres du Conseil 2. Première réunion de 2016 du Conseil, élections et nominations au Conseil

(rapport verbal)

3. Mot de bienvenue par le président et déclarations de conflit d’intérêts 4. APPROBATION DE L’ORDRE DU JOUR 5. Approbation de l’ordre du jour de la réunion

Rapports d’approbation aux fins de discussion Rapports d’information aux fins de discussion Approbation en bloc de tous les rapports ne faisant pas l’objet de discussion ou d’une présentation

6. APPROBATION DU PROCÈS-VERBAL

6.1 Approbation du procès-verbal de la réunion du 19 novembre 2015 005 6.1a Points découlant du procès-verbal

7. DÉLÉGATIONS

7.1 Groupe consultatif des locataires – rapport verbal 7.2 Procès-verbal de la réunion du 8 septembre 2015 du Groupe consultatif des

locataires (à titre informatif) 014

8. RAPPORTS POUR APPROBATION

8.1 OCHC-001/16 Vérification des états financiers de 2015 017 8.2 OCHC-002/16 Budget de 2016 - Présentation 054 8.3 OCHC-003/16 Enveloppe budgétaire des immobilisations pour 2016 071 8.4 OCHC-004/16 Demande de prêt pour 2016 – Infrastructure Ontario - Présentation 075 8.5 OCHC-005/16 Désignation de signataires autorisés et délégation du pouvoir de signature 089 8.6 OCHC-006/16 Plan d’apprentissage du Conseil et des comités - Présentation 092

9. RAPPORTS POUR DISCUSSION 10. RAPPORTS POUR INFORMATION 10.1 OCHC-007/16 Fiche de pointage – rapport en fin d’exercice 096 10.2 OCHC-008/16 Résultats du Sondage sur la satisfaction des locataires - Présentation 118 10.3 OCHC-009/16 Sondage sur l’engagement des employés - Présentation 139 10.4 OCHC-010/16 Programme de gestion de l’assiduité 147 10.5 OCHC-011/16 Modèle de prestation des services de lutte antiparasitaire intégrée –

Présentation 149

10.6 OCHC-012/16 Plan de projet relatif à la gestion des mesures d’urgence – mise à jour - Présentation

167

10.7 OCHC-013/16 Politique de modification de l’unité locative – plan de mise en œuvre 178

RÉUNION DU CONSEIL D’ADMINISTRATION 14 janvier 2016

17h45, Salle Champlain, Ville d’Ottawa, 110 avenue Laurier

10.8 OCHC-014/16 Prix des services de vérification 2016-2018 207 10.9 OCHC-015/16 Mise à jour sur la prestation des services après les heures d’ouverture 210 10.10 OCHC-016/16 Inscriptions aux prix externes – mise à jour 220 10.11 OCHC-017/16 Forum des locataires 2015 233 10.12 OCHC-018/16 Évaluation de la gouvernance 237 10.13 Procès-verbal de la réunion du 30 novembre 2015 au sujet du cadre de

gestion du portefeuille 251

11.

RAPPORT DU PRÉSIDENT-DIRECTEUR GÉNÉRAL

12. RAPPORT DU PRÉSIDENT DU CONSEIL 13. DEMANDES DE RENSEIGNEMENTS DE MEMBRES DU CONSEIL

D’ADMINISTRATION

OTTAWA COMMUNITY HOUSING CORPORATION

BOARD OF DIRECTORS MEETING PUBLIC MINUTES

OCH Head Office Thursday, November 19, 2015 39 Auriga Drive Meeting Start Time: 7:00 p.m. Ottawa, Ontario

Directors: Councillor Mathieu Fleury, Chair; Mr. Dan Doré, Vice-Chair and Treasurer; Ms. Cathy

Jordan, Corporate Secretary; Ms. Sarah Kambites, Director; Councillor Catherine McKenney, Director; Ms. Carole Ladouceur, Director (Tenant); Mr. Claude Lloyd, Director; Councillor Jody Mitic, Director; Mr. Anthony Pizarro, Director; Councillor Mark Taylor, Director

Regrets: Ms. Nicole St-Louis, Director; Mayor Jim Watson, Ex-Officio OCH Staff: Mr. Stéphane Giguère, Chief Executive Officer; Mr. Guy Arseneau, Executive Director,

Tenant Services; Ms. Shaun Simms, Director, South Tenant Service Centre; Mr. Alain Cadieux, Director Support Services; Ms. Valerie Jean-Louis, Tenant Community Worker; Mr. Cliff Youdale, Executive Director, Asset Management; Ms. Diana Carr, Director, Project implementation; Ms. Patricia Tessier, Executive Director, Organizational Effectiveness; Mr. Michael Wilson, Director, Operational Effectiveness; Mr. Brent Schwieg, Director, Performance & Quality; Ms. Kelly Hastings, Policy & Programs Officer; Ms. Mélany Chrétien, Manager, Corporate Communications; Ms. Stacey Vincent; Digital Communications Specialist; Mr. Derek Chaume, Business Analyst; Mr. David McCarron, Executive Director, Corporate Services; Mr. Ven Giannantonio, Director, Finance; Mr. Devin Winson, Human Resources Officer; Ms. Wendy McColgan, Executive Coordinator; Mr. Marc Petit, Administrative Assistant; Ms. Annette Jensen, Executive Assistant

Guests: Tenants: 0

1. Welcome and Introductions Councillor Fleury called the meeting to order and welcomed the guests and tenants to the meeting.

2. CONFLICT OF INTEREST DECLARATIONS

There were no declarations of conflict of interest.

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3. APPROVAL OF AGENDA

Moved by: Councillor McKenney Seconded by: Mr. Doré That approval items 6.3 to 6.8 be approved. That information items 8.5 to 8.10 be received for information.

Carried

4. APPROVAL OF MINUTES 4.1 Minutes of the September 10, 2015 Board Meeting

Moved by: Mr. Lloyd Seconded by: Mr. Pizarro

That the minutes of the September 10, 2015 Board of Directors meeting be approved.

Carried

4.a Business Arising from the Minutes

There was no business arising from the minutes. 5. DELEGATION – AGENDA ITEMS 5.1 Valerie Jean-Louis: MERIT Program (Multiagency Early Risk Intervention Tables)

Ms. Jean-Louis discussed the development of the MERIT program. Ottawa Police leads weekly meetings of the group made up of various community support agencies. Cases of individuals and families with acute needs are identified and risk factors are presented for consideration for intervention and support with the multi-agency group. The pilot project has been extended to two additional OCH communities.

Councillor Taylor asked if the cases that do not meet the MERIT requirements could be tracked to see if they are supported by OCH. Received

5.2 OCH Website Demonstration

Ms. Tessier introduced the updated OCH website. Ms. Vincent provided a demonstration of the website. The look has been updated, with four key topics on the front page for easy reference

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based on analytics and stakeholder consultations, which included the participation of Youth Futures Participants. The website will be launched in December, 2015.

5.3 Tenant Advisory Group- Verbal Report

Ms. Ladouceur provided the following report: § The first meeting of the four newly-elected District Based Committee Chairs and

the four nominated Members-at-Large was held on November 17. They were joined by the four newly-elected District-Based Committee Vice Chairs.

§ Brian Gilligan discussed the nomination process for Members-at-Large, as well as

the history, mandate, and responsibilities of the Tenant Advisory Group and its members.

§ The group will meet in December to elect the Tenant Advisory Group Chair, who

will then be nominated to the Board as a Board member.

§ The group had a brief discussion on what they would like to focus on for the term of this Tenant Advisory Group. This conversation will continue at the next TAG meeting on January 12, 2016.

Received

5.4 Tenant Advisory Group minutes of the September 8, 2015 meeting

Received 6. REPORTS FOR APPROVAL 6.1 OCHC-080/15-Ottawa Community Housing’s 10-Year Strategic Plan – Presentation

Ms. Tessier introduced and discussed the OCH Strategic Goals in the 2016-2025 OCH Strategic Plan. Councillor Fleury enquired about the implementation plan, and Ms. Tessier stated that the Strategic Plan will be incorporated in the departmental scorecards. Internal management reports will be provided to the Senior Management team for information and regular monitoring, and internal sessions will be conducted throughout 2016. Ms. Jordan thanked staff for the thoughtful response to the feedback and comments that were collected over two consultations.

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Councillor Fleury stated that there has been an excellence in leadership during the development of this Strategic Plan, and thanked management for their extensive consultation with staff, Board members, community partners, and OCH tenants. Moved by: Mr. Lloyd Seconded by: Mr. Pizarro

That the Board of Directors approve the new Strategic Plan and Corporate Scorecard as identified in this report. Carried

6.2 OCHC-081/15-Uncollectible Tenant Debt – Presentation A required revision was found on page 48, “the collection agencies have not been successful in reaching the former tenant or securing payment.” The word former will be added to this report.

Moved by: Mr. Doré Seconded by: Ms. Kambites That the Board of Directors approve the write-off of unpaid tenant debt in the amount of $885,983. Carried, as amended

6.3 OCHC-082/15-2016 Infrastructure Ontario (IO) Loan Application

Moved by: Councillor McKenney Seconded by: Mr. Doré

That the Board of Directors recommend refinancing of the 2016 mortgage renewals under the Operating Agreement with IO, with a term of 30 years, on condition that the annual loan payment does not exceed the current annual mortgage subsidy of $2.9 million as provided by the City of Ottawa.

Carried

6.4 OCHC-083/15- Appointment of OCH Directors to Condominium Corporations


That the Board of Directors appoint the following individuals as Directors of the identified condominiums:

Condominium No. 100 (395 Somerset): Steve Clay, Community Development Manager Tetyana Nozina, Senior Finance Officer Condominium No. 576 (395 Parkdale):

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Alain Cadieux, Director, Support Services Tetyana Nozina, Senior Finance Officer Condominium No. 704 (380 Somerset): Alain Cadieux, Director, Support Services Steve Clay, Community Development Manager Tetyana Nozina, Senior Finance Officer Carried

6.5 OCHC-084/15 – Board Committees Terms of Reference


That the Board of Directors approve: § the amendments to Committee Terms of Reference, as identified in this report; and § the amendment of By-Law 9 in 2016 to permit Committee Member appointments of one,

two, or three years

Carried 6.6 OCHC-085/15 – Conflict of Interest Policy (Board & Staff)


That the Board of Directors approve the Conflict of Interest Policy as outlined in this report.

Carried 6.7 OCHC-086/15 – Building Automation System


That the Board of Directors approve the development of a building automation system pilot

program as identified in this presentation.

Carried 6.8 OCHC-087/15 - 2016 Calendar of Board and Committee Meetings


That the Board of Directors approve the 2016 Calendar of Board and Committee Meetings, as

identified in this presentation

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Carried

7. REPORTS FOR DISCUSSION 7.1 OCHC-088/15 – Performance Measurement Model – Presentation

Mr. Schwieg presented eleven key measures and a demonstration of the performance measurement pilot.

Mr. Giguère stated that the objectives have been clarified. They are more tactical, and focus

more on the delivery of the objectives. Councillor Fleury thanked Mr. Schweig for the presentation and demonstration, and confirmed

that the reports presented will be very informative for the Board.

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

8. REPORTS FOR INFORMATION

8.1 OCHC-089/15 - 2015 District Based Committee (DBC) Elections – Presentation Received 8.2 OCHC-090/15– OCH Debt and Financing Activity Update - Presentation

Received

8.3 OCHC-091/15 – Declaration on Statutory Remittances Received 8.4 OCHC-092/15 – Tenant Guide – Presentation

The tenant experience project provided a tenant satisfaction survey. The Tenant Guide will be a helpful tool in providing key information to new tenants, available in the OCH welcome package. It will also be made available on demand for current tenants, as well as on the OCH website.

Councillor Fleury thanked staff for the development of this important tool, which provides

assistance to the tenants, as well as information on the expectations of the tenants.

Received 8.5 OCHC-093/15 - Welcome Home - Tenant Survey Guide – Presentation

Mr. Arseneau provided highlights from the results of the tenant survey. An action plan will be developed based on the findings, with comparative results.

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Received 8.6 OCHC-094/15 - Quarterly Financial Accountability and Performance Report to September 30, 2015 Received 8.7 OCHC-95/15 - Tenant Services Standards Received 8.8 OCHC-096/15 - Service Excellence Week Received 8.9 OCHC-097/15 - Call Centre and Demand Maintenance Performance Reports Received 8.10 Development Updates

Received

8.11 OCHC-098/15 - Media Monitoring Reports Received 9. Chief Executive Officer’s Update Mr. Giguère thanked the Board, Committee members, and staff for their commitment to the

changes that have been implemented in the past few months, and to their time spent with OCH.

Mr. McCarron will be retiring at the end of 2015, and Mr. Giguère thanked him for his

commitment to his service and focus on our tenants from the beginning of his career with OCH, and for creating a solid foundation for OCH.

A vendor information session was well-attended. Information was provided on the expectations and requirements for them when they are in OCH communities, as well as how they can assist while they are there. Procedures are being implemented to measure the performance of our vendors. The Tenant Forum was another great success. We were happy to see an OCH tenant nominated for the Most Amazing Person award. Carissa Davis was a finalist for her contributions to her community as well as Danny Roberge and Chantal Hurtubise.

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10. Chair’s Update

Councillor Fleury stated that he was excited to see that following months of work with Carlington Community Health Centre, OCH Staff, the Province, and the City, $4.6 million was awarded by the Investing in Affordable Housing Fund. This new innovative hub will be a one-stop shop for its 42 senior residents, as well as people in the broader community. He extended a special thanks to Mr. Giguère, Mr. Youdale, and the Asset Management team for their hard work in making this project a reality.

The single detached family home at 171 Bruyère is in the Lowertown West Heritage Conservation District. The Board has approved the disposal of this unit, given the enormous costs required to make it habitable for a family. The file went to the City’s Built-Heritage sub- committee, as OCH had requested demolition of the property. The sub-committee requested that more studies be done with Infrastructure Ontario to establish whether or not sale of the property would potentially be a more affordable option. They deferred their decision on this file to their January 2016 meeting.

Councillor Fleury thanked OCH tenants for being so engaged and for coming out to the 2015 Tenant Forum last month. OCH staff put on a professional, excellent event, which reflected OCH's passion for the tenants.

There will be an important meeting of the Asset Management Committee on November 30th, where the Portfolio Management Framework will be discussed in detail. Mr. McCarron was recognized as a very special member of the OCH Team, who will be retiring at the end of next month. Councillor Fleury thanked him for the crucial role he has played in OCH’s enormous success in the past 16 years. He assisted with the organization's amalgamation in 2001-2002, has been at the table for our negotiations with our labour unions, he spearheaded OCH’s civil legal case in response to the Argo’s carpet file, and most importantly he has overseen OCH’s finances and kept them in excellent order. Councillor Fleury also discussed the value of livestreaming the Board meetings, and research will be done in the new year.

11. Enquiries from the Board

Councillor Fleury commented that it is an OCH priority to ensure that units do not remain vacant for extended periods of time, to ensure people in need are provided a home. He asked staff to prepare a detailed view of the vacancies over the last year, and identify the following: the average length of unit vacancies, how many units remained vacant longer than one month, and in cases where the vacancies were longer than a month, the reasons that are accepted for allowing an extended period of vacancy (with supplemental details).

12. Board Discussion/Roundtable

There were no discussion items at this time.

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13. Adjournment

Moved by: Ms. Ladouceur

That the Public meeting of the OCH Board of Directors be adjourned. The meeting was adjourned at 8:16 p.m. ____________________________________ Chair of the Board/Corporate Secretary

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Ottawa Community Housing Corporation

Tenant Advisory Group Meeting Minutes

Head Office 39 Auriga Drive Date: Tuesday, September 8, 2015 Ottawa, Ontario Meeting Start Time: 5:30 p.m. TAG Members: Ms. Carole Ladouceur, Ms. Sandra Pilote, Mr. Ron McCooeye Ms. Shukri D’Jama, Ms. Juana Peralta, Ms. Penny Knox Mr. Patrick Cassidy, Mr. Paul Émile-Fortin OCH Staff: Mr. Steve Clay, Manager-West, Community Development Ms. Gail Henri, Community Information Officer Ms. Matilda Selormey, Admin. Assistant, Community Development Regrets: Ms. Shukri D’Jama, Ms. Juana Peralta Guests: DBC Vice-Chair (South), Mr. Patrick Miller, DBC Vice-Chair (Central), AGENDA 1. Opening and Welcome 2. Review and Approval of Agenda 3. Review and Approval of Minutes of June 23rd, 2015 4. Review of the Board Package for September 10th 5. Election of DBC Chairs and Vice-Chairs and Nomination of the Members-at-Large

Staff Update: Steve Clay 6. Selection of the Tenant Advisory Group Staff Award

Group Discussion 7. Information and Planning Items

· Agenda for Fall DBC 8. Next Meeting: November 17th, 2015 1. Opening and Welcome

Ms. Ladouceur, Chair of the Tenant Advisory Group welcomed members and guests. Mr. Clay, Community Development Manager, filled in for Mr. Gilligan.

2. Review and Approval of Agenda

Moved by: Ron McCooeye Seconded by: Penny Knox That the agenda of the September 8, 2015 TAG meeting be approved.

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Carried

3. Review and Approval of Minutes of June 23, 2015 Moved by: Ron McCooeye Seconded by: Penny Knox That the Minutes of the June 23, 2015, 2015 TAG meeting be approved.

Carried

4. Review of the Board Package for September 10, 2015

The Board package was discussed and an update was given on the development of the additional six units that are currently under construction at Michele Heights in the West District. The members made positive comments about the project.

5. Election of DBC Chairs and Vice-Chairs and Nomination of the Members-at-Large Staff Update: Steve Clay Mr. Clay confirmed that the appointment process is in place for the upcoming election of both DBC Chairs and Vice Chairs, and Members-at-Large positions. The members were reminded that the District Based Committee meeting schedule is published in the tenant newsletter.

6. Selection of the Tenant Advisory Group Staff Award

Group Discussion The selection of a recipient for the Tenant Advisory Group Staff Award was decided. The award will be presented at the Tenant Forum on October 24, 2015 at the Confederation Education Centre.

7. Information and Planning Items

7.1 Agenda for Fall DBC The two principal items on the agenda for the fall DBC meeting is the election of DBC Chairs and Vice-Chairs, and a presentation on OCH Strategic Plan.

7.2 Tenant Forum Update

Mr. McCooeye gave an update on the progress of the tenant forum. The Market Mobile, a non-profit mobile grocery market will be on site at the tenant forum and tenants will be able to purchase produce items and have an opportunity to learn more about the program. The Market Mobile brings affordable fruits and vegetables to Ottawa neighbourhoods. The following 4 workshops will be offered at the tenant forum 1) Djembe Drumming, 2) Yoga and Mindfulness, 3) Peace by Piece, and 4) Getting the Word

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Out. The Tenant Forum is on October 24, 2015 at the Confederation Education Centre.

7.3 A draft Tenant Advisory Group brochure will be reviewed at the next TAG meeting.

Ms. Pilote will replace Mr. McCooeye on the Volunteer Recognition Award Committee. Mr. Clay thanked the members for their time and contribution to the Tenant Advisory Group during their 2 year term (2013-2015), and wished those running again for elections good luck.

8. Next Meeting: November 17, 2015

The next TAG meeting is scheduled for Tuesday, November 17, 2015 at 5:30 p.m. in the Boardroom at 39 Auriga Drive.

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PENDING REVIEW OCHC-001/16

- 1 -

2015 AUDIT OF FINANCIAL STATEMENTS

TO: BOARD OF DIRECTORS

MEETING DATE: January 14, 2016

FROM: Ven Giannantonio, Director, Finance

PURPOSE FOR APPROVAL:

Receive the 2015 Audit Plan and approve the execution of the engagement letter

STRATEGIC OBJECTIVE:

Enable effective oversight

NEXT STEPS: Implementation of the 2015 Audit Plan

1. CONTEXT

Ernst and Young have provided audit services to OCH since the audit of the 2003 financial statements. Their appointment as auditors for OCH was confirmed at the Annual General Meeting of the Shareholder during the City of Ottawa Council meeting held on June 10, 2015.

2. KEY APPROVAL ELEMENTS The engagement letter and the 2015 Audit Plan sets out audit responsibilities, the deliverables and fee schedule with respect to the preparation of the annual financial statements.

3. CONSULTATION

A draft Audit Plan was reviewed by the Director of Finance on November 24, 2015 and was finalized with Ernst and Young on November 26, 2015. The Finance and Audit Committee reviewed the Audit Plan with the Auditors on December 16, 2015 and recommended that the Board approve the execution of the Engagement Letter by the Treasurer.

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- 2 -

4. KEY IMPACTS, BENEFITS & RISKS

The objective of an audit of the financial statements is for the auditor to form an opinion on the financial statements based on having obtained sufficient appropriate audit evidence about whether the financial statements are free from material misstatement and report in accordance with the auditor’s findings. The annual audited financial statements form the basis for reporting to the Service Manager and the Shareholder, and comply with Housing Services Act and applicable regulations on reporting financial activity for OCH.

5. FINANCIAL IMPACT The 2015 annual financial statement audit is estimated to cost $68,200. This amount has been included as part of the 2015 budget estimates and will be recognized as an expense in 2015.

6. SUCCESS MEASURES The Finance and Audit Committee and OCH are committed to ensuring the integrity of financial reporting. The Engagement Letter and Audit Plan clearly set out the responsibilities of the auditor and ensures reporting is achieved by the required timelines.

7. NEXT STEPS Execution of the Engagement Letter and Implementation of the Audit Plan.

8. RECOMMENDATION (S)

That the Board of Directors authorize the Treasurer to execute the Engagement Letter (Appendix B) that will engage Ernst and Young, as Auditors for the 2015 financial statements; and

That the 2015 Audit Plan (Appendix A), as presented by Ernst and Young, be received by the Board of Directors for information.

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- 3 -

APPENDICES

A. 2015 AUDIT PLAN B. ENGAGEMENT LETTER

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Ottawa Community Housing CorporationAudit PlanDecember 31, 2015

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17 December 2015

Finance and Audit CommitteeOttawa Community Housing Corporation

Dear Members of the Finance and Audit Committee,

We are providing information related to the current year audit plan for Ottawa CommunityHousing Corporation (“OCHC”). This document outlines the scope of our services and the keyconsiderations that will affect the fiscal 2015 audit.

The audit is designed to express an opinion on the 2015 financial statements of OCHC. We arecurrently completing the planning phase of our audit, and have aligned our procedures to considerOCHC’s current and emerging business risks and evaluate those that could materially affect thefinancial statements.

We appreciate that Ottawa Community Housing Corporation selected Ernst & Young to perform itsaudit and are committed to executing an audit that is responsive to your needs and maximizesaudit effectiveness, delivering the high quality you expect in the most efficient manner possible.

Very truly yours,

Chartered Professional AccountantsLicensed Public Accountants

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Table of Contents2015 EY services ..........................................................................................................1Materiality .....................................................................................................................1Summary of audit approach ...........................................................................................2Areas of audit emphasis and significant risks .................................................................3Fraud considerations and risk of management override .................................................4Audit team.....................................................................................................................5Fees ..............................................................................................................................5Appendix A – Timing of required communications ..........................................................6Appendix B – Engagement Letter ...................................................................................8

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2015 EY services

At the end of the engagement we will express opinions on:► The financial statements of OCHC for the year ended December 31, 2015.► The financial statements of the Carleton Condominium Corporation No.576 for the year ended

December 31, 2015.► The Annual Information Return of OCHC for the year ended December 31, 2015.

Issue a written communication to:► Management and those charged with governance describing significant deficiencies in internal

control or other internal control deficiencies that merit management’s attention identifiedduring our audit, should any be noted

► Those charged with governance that comments on the results of the audit and addressesmatters that we are required to communicate under our professional standards.

Materiality

At the conclusion of the audit, we formulate our opinion on the financial statements of OCHC as totheir preparation in all material respects in accordance with the Housing Services Act (“HSA”) andthe guidance in its application by the City of Ottawa as Service Manager. Our estimation ofplanning materiality requires professional judgment and necessarily takes into account qualitativeas well as quantitative considerations.

Based on the revenues and OCHC’s 2015 forecasted results, we estimate the materiality for theaudit of the 2015 financial statements to be $3,100,000 ($2,960,000 in 2014), which represents2% of forecasted revenues of $155M ($148M in 2014) at December 31, 2015. The materialitylevel reflects the Chartered Professional Accountants auditing standards guidance and Ernst &Young guidance for materiality allows up to 2% of revenues.

The 2015 preliminary materiality level will be reviewed on an ongoing basis throughout our 2015audit. Should actual results vary significantly from those forecast, the materiality level may beadjusted in order to recognize this change in circumstances.

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Summary of audit approach

For purposes of the audit of the financial statements, our audit scope is developed afterconsidering the inherent and control risks and the effectiveness of OCHC’s internal controls. Avariety of factors are considered when establishing the audit scope including size, specific risks,the volumes and types of transactions processed, changes in the business environment, and otherfactors.

We distinguish between the following strategies:► Identify and evaluate controls (controls strategy)► Identify but do not assess operating effectiveness of controls (substantive strategy)

All accounts of OCHC were determined to be significant based on preliminary materialitydeterminations except the following:► Rent receivable, HST receivable and Other account receivable► Prepaid expenses and prepaid rents► Accrued interest on long-term liabilities► Other operating costs

Using our cumulative knowledge of OCHC’s business, including the results of audit procedures inprior years and the knowledge gained from the current year’s procedures that have beencompleted, we have established that a fully substantive strategy will yield the most efficient auditapproach i.e. not to identify and test OCHC’s internal controls in order to place reliance uponthem. We’ve elected for a fully substantive approach as we will not able to have effective ITGeneral Controls (“ITGCs”) on the new system for the whole year.

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Areas of audit emphasis and significant risks

Our audit procedures emphasize testing areas with the highest risk of misstatement (e.g., thoseaccounts, contracts or transactions where we believe there is the greatest risk of materialmisstatement to the financial statements, whether due to error or fraud including disclosureitems). We consider the effects of current market risk factors on OCHC, and emphasis is alsoplaced on those areas requiring difficult, subjective, or complex determinations by managementwith heightened professional skepticism. Accordingly, our audit procedures are planned to focuson the following areas:

Areas of Audit Emphasis andSignificant Risks

Planned Audit Responses; comments

Revenue – Rent revenue andsubsidies

► We will perform detailed substantive testing on tenantbilling and collection on a sample basis to verify thatrent was calculated in accordance with the HSA.

► We will also perform analytical procedures on thebalance.

► We will obtain a third-party confirmation for allsubsidies received.

Infrastructure Ontario (IO) loan

► OCHC has re-financed three properties which enabledOCHC to secure a $12.1 million loan for these sites,with $4.7 million used to pay the current outstandingmortgages and the remaining $7.4 million to be usedfor capital repairs and maintenance on properties heldby OCHC.

► We will examine the new loan agreements withInfrastructure Ontario to verify the fair presentation ofthe loans on the statements.

► We will review the accounting treatment of the loans toverify that they were treated in accordance with theappropriate accounting standards and requirements ofthe HSA.

Long-term debt and interestexpense

► We will confirm each significant lender, includingInfrastructure Ontario, to confirm outstanding principalbalance at year end, maturity date, interest rate,interest and principal payments made during the year.

► We will perform analytical procedures on the interestexpense as well as the allocation between short-termand long-term debt.

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Areas of Audit Emphasis andSignificant Risks

Planned Audit Responses; comments

Recognition of Argos Settlement

► Earlier this year, the Ontario Court of Appeal rejectedthe appeal filed by Argos Carpets but the company isapplying for leave to appeal to the Supreme Court ofCanada. OCHC expects the application to be denied anda decision to be released before year end.

► We will monitor the situation closely to verify that theaccounting of the contingent gain is properly recordedin the financial statements at year end.

Fraud considerations and risk of management override

We are responsible for planning and performing the audit to obtain reasonable assurance aboutwhether the financial statements are free of material misstatement, whether caused by fraud orerror.

Our audit procedures will include: brainstorming, gathering information to facilitate theidentification of fraud risks and performing procedures in the areas where fraud risks areidentified including performing procedures required by our professional standards, designed toaddress the risk of management override (including examining journal entries, reviewingaccounting estimates and evaluating the business rationale of significant unusual transactions).

We evaluate the risk of management override using the fraud triangle which includesrationalization, opportunity, and incentive and consider the actions management has taken torespond to those risks.

As a result of our audit planning activities, we have not identified a fraud risk that would bematerial to the financial statements. The fraud risk assessment will be reviewed on an ongoingbasis throughout our 2015 audit. Should any matters be identified that may create a risk ofmaterial misstatement due to fraud, we will perform audit procedures as discussed above.

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Audit team

Engagement Member Role Contact Number

Deanna Monaghan Engagement Partner 613-598-4305Suzie Gignac Independent Review Partner 613-598-4376Etienne Boucher-Labelle Audit Manager 613-598-4374

Fees

Fiscal 2015Estimated Fees

Fiscal 2014Fees

Audit of OCHC’s financial statements $62,000 $60,000

Audit of Carleton Condominium financial statements $3,100 $3,000

Report on the OCHC Annual Information Return $3,100 $3,000

Additional audit procedures due to two systems in fiscal2014 requiring verification and specific data conversionprocedures to perform a control assessment review of thenew financial system data conversion audit

$9,500

Grand Total $68,200 $75,500

In addition to these fees, there is an administrative charge of 11.5% to cover expenses such astelecommunication charges, photocopying, delivery, postage, clerical assistance and computertechnology costs. We will provide a complete listing of any fees for other services performedduring the year as part of our year-end reporting package.

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Appendix A – Timing of required communications

Communicatewhen

event occurs

Communicateon a timely

basis, at leastannually

Auditor’s responsibility under Canadian GAAS, includingdiscussion of the type of opinion we are issuing

X

Overview of planned scope and timing X

Other information in documents containing the auditedfinancial statements

X

Major issues discussed with management in connection withinitial or recurring retention

X

Significant audit adjustments, including significant disclosuredifferences that merit the attention of those charged withgovernance

X

Uncorrected misstatements, including significant disclosuredifferences that merit the attention of those charged withgovernance, considered by management to be immaterial

X

Critical accounting policies and practices X

Our judgments about the quality of OCHC accountingprinciples

X

The adoption of, or a change in, an accounting policy X

Methods of accounting for significant unusual transactionsand for controversial or emerging areas

X

Sensitive accounting estimates X

Material alternative accounting treatments discussed withmanagement

X

Disagreements with management X

Consultations with other accountants X

Serious difficulties encountered in dealing with managementwhen performing the audit

X

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Communicatewhen

event occurs

Communicateon a timely

basis, at leastannually

Significant deficiencies in internal control over financialreporting

X

Fraud and illegal acts involving senior management and fraudand illegal acts that cause a material misstatement of thefinancial statements

X

Other material written communications with, andrepresentations sought from management

X

Independence matters X

Other findings or issues regarding the oversight of thefinancial reporting process

X

Subsequent events X

Related-party transactions X

Matters related to the component entities of OCHC X

All relationships between auditor and OCHC X

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Appendix B – Engagement Letter

Mr. Dan DoreTreasurerOttawa Community Housing Corporation39 Auriga DriveOttawa, ON K2E 7Y8

17 December 2015

Dear Mr. Dore

1. This Engagement Letter, together with the attached General Terms and Conditions,(collectively, this “Agreement”), confirms the terms and conditions upon which Ernst & YoungLLP (“we” or “EY”) has been engaged to audit and report on the financial statements of theOttawa Community Housing Corporation (the “Corporation”) for the year ended December 31,2015. The services described in this paragraph may hereafter be referred to as either the“Audit Services” or the “Services.”

2. We understand that the financial statements will be prepared in accordance with a specialpurpose framework based on the Housing Services Act and the guidance in its application bythe City of Ottawa as Service Manager. The financial statements are designed to meet theneeds of the City of Ottawa as Service Manager and our auditors’ report will be addressed tothe Board of Directors of OCHC.

3. We understand the accounting policies to be used in the preparation of the financialstatements and which will be disclosed in such statements are as follows:► Reporting requirements of the HSA and of the City of Ottawa as Service Manager. The

basis of accounting differs from Canadian Generally Accepted Accounting Standards[“CGAAP”] for the public sector including PS4200-4270 series for Government Not-For-Profit organizations [“Government NPOs”] due to:Ø Capital repairs and replacement, including the acquisition of office furniture and

equipment, are charged directly to the Capital Reserve in the statement of reserves[rather than being capitalized on the balance sheet and depreciated over their usefullives].

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Ø Capital assets governed by the reporting requirements of the HSA and of the City ofOttawa are recorded at the net value of the outstanding debt corresponding to thoseassets.

Ø When outstanding debt corresponding to assets governed by the reportingrequirements of the HSA and of the City of Ottawa is refinanced at an amount greaterthan the outstanding debt, the difference is recorded as an increase to capital assetsand Capital Reserve.

Ø Depreciation of capital assets [including land] governed by the reporting requirementsof the HSA and of the City of Ottawa is provided on the same basis as the principalrepayments on the corresponding debt during the year.

Ø Interest income, realized and unrealized gains and losses and any impairment related tomarketable securities are recorded directly to the statement of reserves rather thanbeing recorded in the statement of operations and surplus.

4. As the financial statements will be prepared to meet the specific requirements and are notintended for distribution to other than the specified users, our report will include a paragraphfollowing the opinion paragraph indicating that the financial statements are not intended to beand should not be used by anyone other than the specified users or for any other purpose.Should you distribute the financial statements and our report to any party other than thespecified users, we accept no responsibility to you or to any other reader for any loss ordamage suffered as a result of using the financial statements for other than the specifiedpurpose.

Audit responsibilities and limitations5. The objective of our audit is to express an opinion on whether the financial statements are

prepared, in all material respects, in accordance with the Housing Services Act and theguidance in its application by the City of Ottawa as Service Manager. Should conditions notnow anticipated preclude us from completing our audit and issuing a report (the “Report”) ascontemplated by this Agreement, we will advise you and those charged with governancepromptly and take such action as we deem appropriate.

6. We will conduct the audit in accordance with Canadian generally accepted auditing standards,as promulgated by the Chartered Professional Accountants of Canada (“CPA Canada”). Thosestandards require that we comply with ethical requirements and plan and perform the audit toobtain reasonable, rather than absolute, assurance about whether the financial statementsare free of material misstatement, whether due to fraud or error. There are inherentlimitations in the audit process, including, for example, the use of judgment and selectivetesting of data and the possibility that collusion or forgery may preclude the detection of

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material error, fraud, or illegal acts. Accordingly, there is some risk that a materialmisstatement of the financial statements may remain undetected. Also, an audit is notdesigned to detect fraud or error that is immaterial to the financial statements.

7. As part of our audit, we will consider, solely for the purpose of planning our audit anddetermining the nature, timing, and extent of our audit procedures, the Corporation’s internalcontrol over financial reporting. This consideration will not be sufficient to enable us toexpress an opinion on the effectiveness of internal control or to identify all significantdeficiencies.

8. In accordance with professional standards established by the CPA Canada, we willcommunicate certain matters related to the conduct and results of the audit to those chargedwith governance. Such matters include:► Our responsibility under Canadian generally accepted auditing standards for forming and

expressing an opinion on the financial statements that have been prepared by managementwith the oversight of those charged with governance and that such an audit does notrelieve management and those charged with governance of their responsibilities;

► An overview of the planned scope and timing of the audit;► Significant findings from the audit, which include: (1) our views about the significant

qualitative aspects of the Corporation’s accounting practices, including accounting policies,accounting estimates, and financial statement disclosures; (2) significant difficulties, if any,encountered during the audit; (3) uncorrected misstatements, other than those we believeare trivial; (4) disagreements with management, if any, whether or not satisfactorilyresolved; and (5) other matters, if any, arising from the audit that are, in our professionaljudgment, significant and relevant to those charged with governance regarding theoversight of the financial reporting process, including significant matters in connectionwith the Corporation’s related parties; and

► Written representations requested from management and significant matters, if any,arising from the audit that were discussed, or the subject of correspondence, withmanagement.

Changes to the scope of our Audit Services may occur as a result of the issuance of newstandards and interpretations or inspections findings. We will communicate any significantchanges in the scope of our Audit Services and related procedures to management and thosecharged with governance on a timely basis.

9. If we determine that there is evidence that fraud or possible non-compliance with laws andregulations may have occurred, we will bring such matters to the attention of the appropriate

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level of management. If we become aware of fraud involving management or fraud involvingemployees who have significant roles in internal control or others where the fraud results in amaterial misstatement of the financial statements, we will report this matter directly to thosecharged with governance. We will communicate with those charged with governance mattersinvolving non-compliance with laws and regulations that come to our attention unless they areclearly inconsequential.

10. We will communicate in writing significant deficiencies in internal control identified during theaudit of the Corporation’s financial statements.

11. We also may communicate our observations as to the potential for economies in, or improvedcontrols over, the Corporation’s operations.

Management’s responsibilities and representations12. Our audit will be conducted on the basis that management and where appropriate, those

charged with governance, acknowledge and understand that they have responsibility:(a) For preparation of the financial statements in accordance with the Housing Services Act

and the guidance in its application by the City of Ottawa as Service Manager;(b) For such internal control as management determines is necessary to enable the

preparation of the financial statements that are free from material misstatement,whether due to fraud or error; and

(c) To provide us with: 1) access, on a timely basis, to all information of which managementis aware that is relevant to the preparation of the financial statements such as records,documentation and other matters; 2) additional information that we may request frommanagement for the purpose of the audit; and 3) unrestricted access to persons withinthe Corporation from whom we determine it necessary to obtain audit evidence.

Management’s failure to provide us with the information referred to above or access topersons within the Corporation may cause us to delay our report, modify our procedures, oreven terminate our engagement.

13. Management is responsible for determining the appropriateness and the adequacy of theaccounting policies selected in the preparation of the financial statements as well asdetermining that the financial reporting framework is applicable in the circumstances.

14. Management is responsible for determining whether the Corporation’s incorporating or othergoverning legislation requires general purpose financial statements to be prepared inaccordance with Canadian public sector accounting standards. The financial statements on

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which we are engaged by this Agreement to report are not general purpose financialstatements and will not comply with nor satisfy any such incorporating or governinglegislation. Those charged with governance should consider the financial and otherimplications of non-compliance, if any, with incorporating or governing legislation, and weaccept no responsibility for any such implications.

15. Management is responsible for apprising us of all allegations involving financial improprietiesreceived by management or those charged with governance (regardless of the source or formand including, without limitation, allegations by “whistle-blowers,” employees, formeremployees, analysts, regulators or others), and providing us full access to these allegationsand any internal investigations of them, on a timely basis. Allegations of financialimproprieties include allegations of manipulation of financial results by management oremployees, misappropriation of assets by management or employees, intentionalcircumvention of internal controls, inappropriate influence on related party transactions byrelated parties, intentionally misleading EY, or other allegations of illegal acts or fraud thatcould result in a misstatement of the financial statements or otherwise affect the financialreporting of the Corporation. If the Corporation limits the information otherwise available tous under this paragraph (based on the Corporation’s claims of solicitor/client privilege,litigation privilege, or otherwise), the Corporation will immediately inform us of the fact thatcertain information is being withheld from us. Any such withholding of information could beconsidered a restriction on the scope of the audit and may prevent us from opining on theCorporation’s financial statements; prevent us from consenting to the inclusion of previouslyissued auditors’ reports in future Corporation filings; alter the form of report we may issue onsuch financial statements; or otherwise affect our ability to continue as the Corporation’sindependent auditors. We will disclose any such withholding of information to those chargedwith governance.

16. Management is also responsible for adjusting the financial statements to correct materialmisstatements identified by us during the current audit and pertaining to the latest period andfor affirming to us in its representation letter that they believe the effects of unrecordedmisstatements are immaterial, individually and in aggregate, to the financial statements as awhole.

17. We will make specific inquiries of management about the representations contained in thefinancial statements. At the conclusion of the audit, we will also obtain writtenrepresentations from management about these matters, and that management: (1) hasfulfilled its responsibility for the preparation of the financial statements in accordance withthe Housing Services Act and the guidance in its application by the City of Ottawa as Service

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Manager and that all transactions have been recorded and are reflected in the financialstatements; and (2) has provided us with all relevant information and access as contemplatedin this Agreement. The responses to those inquiries, the written representations, and theresults of our procedures comprise evidence on which we will rely in forming an opinion on thefinancial statements.

18. Management of the Corporation is responsible for advising us of any documents or otherinformation provided during the course of the audit over which it intends to assert a claim ofprivilege and should mark any such documentation accordingly.

Fees and billings19. Our fees will be subject to approval by the Finance and Audit Committee. However, our actual

fees may exceed the proposed amount based on changes to the business (e.g., nature of thebusiness or change in business entities) or other matters within the scope of our audit thatwere not provided for in the proposed fee..

20. Our estimated pricing is based upon, among other things, our preliminary review of theCorporation’s records and the representations Corporation personnel have made to us andare dependent upon the Corporation’s personnel providing a reasonable level of assistance.Should our assumptions with respect to these matters be incorrect or should the condition ofrecords, degree of cooperation, results of our audit procedures, or other matters beyond ourreasonable control require additional commitments by us beyond those upon which ourestimates are based, we may adjust our fees and planned completion dates. Fees for anyspecial audit-related projects, such as research and/or consultation on special business orfinancial issues, will be billed separately from the fees referred to above and may be thesubject of other written agreements.

Other matters21. This agreement will also govern all professional services we provide to the Organization for

which no other specific engagement agreement or Statement of Work is signed. The natureand content of any advice EY provides will necessarily reflect the specific scope andlimitations of assistance that is requested, the amount and accuracy of information providedto EY and the timescale within which the advice is required. Any significant projects willtypically be covered in separate engagement agreements or Statements of Work.

35

We appreciate the opportunity to be of assistance to the Corporation. If this Agreement accuratelyreflects the terms on which the Corporation has agreed to engage us, please sign below on behalfof the Corporation and return it to Deanna J. Monaghan at Suite 1200 – 99 Bank Street, Ottawa,ON; K1P 6B9.

Yours very truly,

Chartered Professional AccountantsLicensed Public AccountantsPer Deanna Monaghan, FCPA auditor, FCA, CPA (Illinois, USA)

Agreed and accepted by:Ottawa Community Housing Corporation

By:

Date:

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General Terms and Conditions

Our relationship with you1. We are a member of the global network of

Ernst & Young firms (“EY Firms”), each ofwhich is a separate legal entity.

2. We may subcontract portions of the Servicesto other EY Firms, as well as to other serviceproviders, who may deal with you directly.Nevertheless, we alone will be responsible toyou for the Report(s), the performance of theServices, and our other obligations under thisAgreement.

Your responsibilities3. You shall be responsible for your personnel’s

compliance with your obligations under thisAgreement.

Our reports4. You may not rely on any draft Report.

Notice re: Québec5. From time to time, we may have individual

partners and employees performing theServices who are members of the Ordre descomptables professionnels agréés du Québec(the “Québec Order”). Any individual memberof the Québec Order practising the professionof chartered professional accountant assumesfull personal civil liability arising therefrom,regardless of his or her status within ourorganization. He or she may not invoke theliability of our organization as a ground forexcluding or limiting his or her own personalliability for the practice of the profession. Thesections that follow below under the heading"Limitations" shall not apply to limit thepersonal civil liability of individual members ofthe Québec Order arising from their practiceof the chartered professional accountant

profession (and to such extent, shall bedeemed to not be included in this Agreement).

Limitations6. You (and any others for whom Services are

provided) may not recover from us, incontract or tort (including negligence), understatute or otherwise, any consequential,incidental, indirect, punitive or specialdamages in connection with claims arising outof this Agreement or otherwise relating to theServices, including any amount for loss ofprofit, data or goodwill, whether or not thelikelihood of such loss or damage wascontemplated.

7. Our total aggregate liability to you (and anyothers for whom Services are provided) forany loss or damage arising out of or relatingto this Agreement or the Services shall belimited to the greater of (i) the total fees paidto us for the Services and (ii) $1,000,000.This limitation applies regardless of whetherour liability arises under contract, tort(including negligence), statute or otherwise.This limitation will not limit liability for loss ordamage caused by our fraud or willfulmisconduct or to the extent prohibited byapplicable law or professional regulations.

8. If we are liable to you (or to any others forwhom Services are provided) under thisAgreement or otherwise in connection withthe Services, for loss or damage to which anyother persons have also contributed, ourliability to you shall be several and not jointand several, solidary or in solidum, with suchothers, and shall be limited to ourproportionate share of that total loss ordamage, based on our contribution to the lossand damage relative to the others’contributions. No exclusion or limitation on

37

the liability of other responsible personsimposed or agreed at any time shall affect anyassessment of our proportionate liabilityhereunder, nor shall settlement of or difficultyenforcing any claim, or the death, dissolutionor insolvency of any such other responsiblepersons or their ceasing to be liable for theloss or damage or any portion thereof, affectany such assessment.

9. You shall make any claim relating to theServices or otherwise under this Agreementno later than one year after you becameaware (or ought reasonably to have becomeaware) of the facts giving rise to any allegedsuch claim and in any event, no later than twoyears after the completion of the particularServices (and the parties agree that thelimitation periods established by theLimitations Act, 2002 (Ontario) or any otherapplicable legislation shall be varied and/orexcluded accordingly). This limitation will notapply to the extent prohibited by applicablelaw or professional regulations.

10. You may not make a claim or bringproceedings relating to the Services orotherwise under this Agreement against anyother EY Firm or our or its subcontractors,members, shareholders, directors, officers,partners, principals or employees ("EYPersons"). You shall make any claim or bringproceedings only against us. Sections 6through 9 and this Section 10 are intended tobenefit the other EY Firms and all EY Persons,who shall be entitled to rely on and enforcethem.

Indemnity11. To the fullest extent permitted by applicable

law and professional regulations, you shallindemnify and hold harmless EY, the other EY

Firms and the EY Persons from and against allclaims by third parties (including youraffiliates) and resulting liabilities, losses,damages, costs and expenses (includingreasonable external and internal legal costs)arising out of or relating to the Services orthis Agreement. On behalf of yourself andyour affiliates, you release us, the other EYFirms and the EY Persons from all claims andcauses of action (together, “Claims”), pendingor threatened, that you or they may havearising out of the Services or this Agreementto the extent such Claims result from or ariseout of any misrepresentation or fraudulentact or omission by you, your employees oragents on your behalf.

Confidentiality12. We follow professional standards of

confidentiality and will treat informationrelated to you disclosed to us by you or onyour behalf (“Client Information”) as set forthin the Rules of Professional Conduct ofprovincial Institutes of Chartered Accountantsor the Code of Ethics of the Ordre descomptables professionnels agréés du Québec(as applicable).

13. Either of us may use electronic media tocorrespond or transmit information and suchuse will not in itself constitute a breach of anyconfidentiality obligations.

14. We may provide Client Information to otherEY Firms (which are listed at www.ey.com),EY Persons, and service providers to EY andother EY Firms, all of whom may collect, use,transfer, store or otherwise process(collectively “Process”) it in variousjurisdictions in which we and they operate inorder to facilitate performance of theServices, to comply with regulatory

38

requirements, to check conflicts, to providetechnology or administrative services, or forquality, risk management or financialaccounting purposes. We shall be responsibleto you for maintaining the confidentiality ofClient Information, regardless of where or bywhom such information is Processed on ourbehalf.

Canadian Public Accountability Board15. EY may from time to time receive requests or

orders from the Canadian PublicAccountability Board (“CPAB”) to providethem with information and copies ofdocuments in our files, including our workingpapers and other work-product relating toyour affairs. You acknowledge that EY willprovide these documents and informationwithout further reference to, or authorityfrom, you.

16. You must mark any document over which youassert privilege as privileged and inform us ofthe grounds for your assertion of privilege(such as whether you claim solicitor-clientprivilege or litigation privilege). EY will usereasonable efforts to refuse access to anydocument over which you have expresslyinformed us that you assert privilege, unlessproviding access to privileged documents isrequired by the laws of any jurisdiction thatyou or EY are subject to.

17. We will also be required to provide CPAB withinformation relating to the fees that you payus for audit services, other accountingservices and non-audit services (and youagree to the disclosure of such information toCPAB).

Data protection18. EY, the other EY Firms and our respective

service providers may Process Client

Information that can be linked to specificindividuals (“Personal Data”) in variousjurisdictions in which we and they operate, forthe purposes described in section 14. AllPersonal Data will be Processed in accordancewith applicable law and professionalregulations. We will require any serviceprovider that Processes Personal Data on ourbehalf to adhere to such requirements and weshall be responsible to you for maintaining theconfidentiality of Personal Data, regardless ofwhere or by whom such Personal Data isProcessed on our behalf. Our Canadianprivacy policy is available at www.ey.com/ca.

19. You warrant that you have the authority toprovide the Personal Data to us in connectionwith the performance of the Services and thatthe Personal Data provided to us has beenProcessed in accordance with applicable law.

Solicitation and hiring of EY personnel20. Our auditor independence may be impaired if

you solicit or hire certain EY personnel. Thismay either delay the provision of the Servicesor cause us to resign from the engagement.You shall not, during the term of thisAgreement, and for 12 months following itstermination for any reason, without our priorwritten consent, solicit for employment orhire in any role, including a position on yourBoard of Directors, any current or formerpartner or professional employee of EY, anyaffiliate thereof, any other EY Firm or any oftheir respective affiliates, if any such personeither: i) performed any audit, review, attestor related service for or relating to you at anytime (a) since the date on which your mostrecent audited financial statements were filedwith the relevant securities regulator(s) orstock exchange(s) (or, since the beginning of

39

the most recent fiscal year to be covered byyour first such financial statements, ifapplicable), or (b) in the 12 months ended thedate on which your most recent financialstatements were filed with the relevantsecurities regulator(s) or stock exchange(s);or (ii) influences EY’s operations or financialpolicies or has any capital balances or anyother continuing financial arrangement withEY.

Fees and expenses generally21. You shall pay our professional fees and

expenses in connection with the Services. Inlieu of specific itemized charges, ourtechnology tools, administrative supportpersonnel, printing and other routineexpenses are charged at 11.5% of ourprofessional fees. Out-of-pocket expenses foritems such as travel, meals, accommodationand other matters specifically related to thisengagement will also be invoiced. Ourinvoices are rendered on a periodic basis asour assignment progresses. Payment of ourinvoices is due upon receipt. Interest onoverdue accounts accrues at 12% per annumstarting 30 days following the date of ourinvoice. EY may suspend performance of theServices in the event you fail to pay ourinvoice. Our fees are exclusive of taxes orsimilar charges, as well as customs, duties ortariffs imposed in respect of the Services, allof which you shall pay (other than taxesimposed on our income generally).

22. If we are required by applicable law, legalprocess or government action to produceinformation or personnel as witnesses withrespect to the Services or this Agreement,you shall reimburse us for any professionaltime and expenses (including reasonable

external and internal legal costs) incurred torespond to the request, unless we are a partyto the proceeding or the subject of theinvestigation.

Force majeure23. Neither you nor we shall be liable for breach

of this Agreement (other than paymentobligations) caused by circumstances beyondyour or our reasonable control.

Term and termination24. This Agreement applies to the Services

whenever performed (including before thedate of this Agreement).

25. This Agreement shall terminate on thecompletion of the Services. We may terminatethis Agreement, or any particular Services,immediately upon written notice to you if wereasonably determine that we can no longerprovide the Services in accordance withapplicable law or professional obligations.

26. You shall pay us for all work-in-progress,Services already performed, and expensesincurred by us up to and including theeffective date of the termination of thisAgreement. Payment is due within 30 daysfollowing receipt of our invoice for theseamounts.

27. The provisions of this Agreement that giveeither of us rights or obligations beyond itstermination shall continue indefinitelyfollowing the termination of this Agreement.

Governing law and dispute resolution28. This Agreement, and any non-contractual

matters or obligations arising out of thisAgreement or the Services, shall be governedby, and construed in accordance with, thelaws of the Province of Ontario and the laws

40

of Canada applicable therein, without regardto principles of conflicts of law. Any dispute,claim or other matter arising out of or relatingto this Agreement or the Services shall besubject to the exclusive jurisdiction of theOntario courts, to which each of us agrees tosubmit for these purposes.

Miscellaneous29. This Agreement constitutes the entire

agreement between us as to the Services andthe other matters it covers, and supersedesall prior agreements, understandings andrepresentations with respect thereto,including any confidentiality agreementspreviously delivered. In addition, any policy,protocol, agreement (other than thisAgreement) or other instrument, in whateverform, imposed at any time that purports toobligate EY, any other EY Firm or any EYPerson with respect to the use of ClientInformation shall be void and of no furthereffect, and you shall not seek to enforce anysuch obligation.

30. Both of us may execute this Agreement (andmodifications or supplements to it) byelectronic means and each of us may sign adifferent copy of the same document. Both ofus must agree in writing to modify orsupplement this Agreement.

31. We retain ownership in the working paperscompiled in connection with the Services.

32. Neither of us may assign any of our rights,obligations or claims under this Agreement.

33. If any provision of this Agreement (in whole orpart) is held to be illegal, invalid or otherwiseunenforceable, the other provisions shallremain in full force and effect.

34. If there is any inconsistency betweenprovisions in different parts of this

Agreement, those parts shall haveprecedence as follows (unless expresslyagreed otherwise): (a) the letter to whichthese General Terms and Conditions areattached, (b) these General Terms andConditions, and (c) other annexes to thisAgreement.

35. Without limiting any other terms of thisAgreement, the provisions of Sections 11, 14and 18 are intended to benefit the other EYFirms and all EY Persons, who shall be entitledto rely on and enforce them.

36. We are a registered limited liabilitypartnership ("LLP") continued under the lawsof the province of Ontario and we areregistered as an extra-provincial LLP inQuebec and other Canadian provinces.Generally, an LLP partner is not personallyliable for the debts, obligations or liabilities ofthe LLP arising from the negligence ofpersons not under his or her directsupervision (including other LLP partners) ormost other debts or obligations of the LLP. Asan LLP, we are required to maintain certaininsurance. Our insurance exceeds themandatory professional liability insurancerequirements established by any provincialInstitute of Chartered Accountants/ Order ofChartered Professional Accountants.

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Mr. Dan DoreTreasurerOttawa Community Housing Corporation39 Auriga DriveOttawa, ON K2E 7Y8

17 December 2015

Dear Mr. Dore

1. This Engagement Letter, together with the attached General Terms and Conditions,(collectively, this “Agreement”), confirms the terms and conditions upon which Ernst & YoungLLP (“we” or “EY”) has been engaged to audit and report on the financial statements of theOttawa Community Housing Corporation (the “Corporation”) for the year ended December 31,2015. The services described in this paragraph may hereafter be referred to as either the“Audit Services” or the “Services.”

2. We understand that the financial statements will be prepared in accordance with a specialpurpose framework based on the Housing Services Act and the guidance in its application bythe City of Ottawa as Service Manager. The financial statements are designed to meet theneeds of the City of Ottawa as Service Manager and our auditors’ report will be addressed tothe Board of Directors of OCHC.

3. We understand the accounting policies to be used in the preparation of the financialstatements and which will be disclosed in such statements are as follows:► Reporting requirements of the HSA and of the City of Ottawa as Service Manager. The

basis of accounting differs from Canadian Generally Accepted Accounting Standards[“CGAAP”] for the public sector including PS4200-4270 series for Government Not-For-Profit organizations [“Government NPOs”] due to:Ø Capital repairs and replacement, including the acquisition of office furniture and

equipment, are charged directly to the Capital Reserve in the statement of reserves[rather than being capitalized on the balance sheet and depreciated over their usefullives].

Ø Capital assets governed by the reporting requirements of the HSA and of the City ofOttawa are recorded at the net value of the outstanding debt corresponding to thoseassets.

Ø When outstanding debt corresponding to assets governed by the reportingrequirements of the HSA and of the City of Ottawa is refinanced at an amount greaterthan the outstanding debt, the difference is recorded as an increase to capital assetsand Capital Reserve.

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Ø Depreciation of capital assets [including land] governed by the reporting requirementsof the HSA and of the City of Ottawa is provided on the same basis as the principalrepayments on the corresponding debt during the year.

Ø Interest income, realized and unrealized gains and losses and any impairment related tomarketable securities are recorded directly to the statement of reserves rather thanbeing recorded in the statement of operations and surplus.

4. As the financial statements will be prepared to meet the specific requirements and are notintended for distribution to other than the specified users, our report will include a paragraphfollowing the opinion paragraph indicating that the financial statements are not intended to beand should not be used by anyone other than the specified users or for any other purpose.Should you distribute the financial statements and our report to any party other than thespecified users, we accept no responsibility to you or to any other reader for any loss ordamage suffered as a result of using the financial statements for other than the specifiedpurpose.

Audit responsibilities and limitations5. The objective of our audit is to express an opinion on whether the financial statements are

prepared, in all material respects, in accordance with the Housing Services Act and theguidance in its application by the City of Ottawa as Service Manager. Should conditions notnow anticipated preclude us from completing our audit and issuing a report (the “Report”) ascontemplated by this Agreement, we will advise you and those charged with governancepromptly and take such action as we deem appropriate.

6. We will conduct the audit in accordance with Canadian generally accepted auditing standards,as promulgated by the Chartered Professional Accountants of Canada (“CPA Canada”). Thosestandards require that we comply with ethical requirements and plan and perform the audit toobtain reasonable, rather than absolute, assurance about whether the financial statementsare free of material misstatement, whether due to fraud or error. There are inherentlimitations in the audit process, including, for example, the use of judgment and selectivetesting of data and the possibility that collusion or forgery may preclude the detection ofmaterial error, fraud, or illegal acts. Accordingly, there is some risk that a materialmisstatement of the financial statements may remain undetected. Also, an audit is notdesigned to detect fraud or error that is immaterial to the financial statements.

7. As part of our audit, we will consider, solely for the purpose of planning our audit anddetermining the nature, timing, and extent of our audit procedures, the Corporation’s internalcontrol over financial reporting. This consideration will not be sufficient to enable us to

43

express an opinion on the effectiveness of internal control or to identify all significantdeficiencies.

8. In accordance with professional standards established by the CPA Canada, we willcommunicate certain matters related to the conduct and results of the audit to those chargedwith governance. Such matters include:► Our responsibility under Canadian generally accepted auditing standards for forming and

expressing an opinion on the financial statements that have been prepared by managementwith the oversight of those charged with governance and that such an audit does notrelieve management and those charged with governance of their responsibilities;

► An overview of the planned scope and timing of the audit;► Significant findings from the audit, which include: (1) our views about the significant

qualitative aspects of the Corporation’s accounting practices, including accounting policies,accounting estimates, and financial statement disclosures; (2) significant difficulties, if any,encountered during the audit; (3) uncorrected misstatements, other than those we believeare trivial; (4) disagreements with management, if any, whether or not satisfactorilyresolved; and (5) other matters, if any, arising from the audit that are, in our professionaljudgment, significant and relevant to those charged with governance regarding theoversight of the financial reporting process, including significant matters in connectionwith the Corporation’s related parties; and

► Written representations requested from management and significant matters, if any,arising from the audit that were discussed, or the subject of correspondence, withmanagement.

Changes to the scope of our Audit Services may occur as a result of the issuance of newstandards and interpretations or inspections findings. We will communicate any significantchanges in the scope of our Audit Services and related procedures to management and thosecharged with governance on a timely basis.

9. If we determine that there is evidence that fraud or possible non-compliance with laws andregulations may have occurred, we will bring such matters to the attention of the appropriatelevel of management. If we become aware of fraud involving management or fraud involvingemployees who have significant roles in internal control or others where the fraud results in amaterial misstatement of the financial statements, we will report this matter directly to thosecharged with governance. We will communicate with those charged with governance mattersinvolving non-compliance with laws and regulations that come to our attention unless they areclearly inconsequential.

44

10. We will communicate in writing significant deficiencies in internal control identified during theaudit of the Corporation’s financial statements.

11. We also may communicate our observations as to the potential for economies in, or improvedcontrols over, the Corporation’s operations.

Management’s responsibilities and representations12. Our audit will be conducted on the basis that management and where appropriate, those

charged with governance, acknowledge and understand that they have responsibility:(a) For preparation of the financial statements in accordance with the Housing Services Act

and the guidance in its application by the City of Ottawa as Service Manager;(b) For such internal control as management determines is necessary to enable the

preparation of the financial statements that are free from material misstatement,whether due to fraud or error; and

(c) To provide us with: 1) access, on a timely basis, to all information of which managementis aware that is relevant to the preparation of the financial statements such as records,documentation and other matters; 2) additional information that we may request frommanagement for the purpose of the audit; and 3) unrestricted access to persons withinthe Corporation from whom we determine it necessary to obtain audit evidence.

Management’s failure to provide us with the information referred to above or access topersons within the Corporation may cause us to delay our report, modify our procedures, oreven terminate our engagement.

13. Management is responsible for determining the appropriateness and the adequacy of theaccounting policies selected in the preparation of the financial statements as well asdetermining that the financial reporting framework is applicable in the circumstances.

14. Management is responsible for determining whether the Corporation’s incorporating or othergoverning legislation requires general purpose financial statements to be prepared inaccordance with Canadian public sector accounting standards. The financial statements onwhich we are engaged by this Agreement to report are not general purpose financialstatements and will not comply with nor satisfy any such incorporating or governinglegislation. Those charged with governance should consider the financial and otherimplications of non-compliance, if any, with incorporating or governing legislation, and weaccept no responsibility for any such implications.

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15. Management is responsible for apprising us of all allegations involving financial improprietiesreceived by management or those charged with governance (regardless of the source or formand including, without limitation, allegations by “whistle-blowers,” employees, formeremployees, analysts, regulators or others), and providing us full access to these allegationsand any internal investigations of them, on a timely basis. Allegations of financialimproprieties include allegations of manipulation of financial results by management oremployees, misappropriation of assets by management or employees, intentionalcircumvention of internal controls, inappropriate influence on related party transactions byrelated parties, intentionally misleading EY, or other allegations of illegal acts or fraud thatcould result in a misstatement of the financial statements or otherwise affect the financialreporting of the Corporation. If the Corporation limits the information otherwise available tous under this paragraph (based on the Corporation’s claims of solicitor/client privilege,litigation privilege, or otherwise), the Corporation will immediately inform us of the fact thatcertain information is being withheld from us. Any such withholding of information could beconsidered a restriction on the scope of the audit and may prevent us from opining on theCorporation’s financial statements; prevent us from consenting to the inclusion of previouslyissued auditors’ reports in future Corporation filings; alter the form of report we may issue onsuch financial statements; or otherwise affect our ability to continue as the Corporation’sindependent auditors. We will disclose any such withholding of information to those chargedwith governance.

16. Management is also responsible for adjusting the financial statements to correct materialmisstatements identified by us during the current audit and pertaining to the latest period andfor affirming to us in its representation letter that they believe the effects of unrecordedmisstatements are immaterial, individually and in aggregate, to the financial statements as awhole.

17. We will make specific inquiries of management about the representations contained in thefinancial statements. At the conclusion of the audit, we will also obtain writtenrepresentations from management about these matters, and that management: (1) hasfulfilled its responsibility for the preparation of the financial statements in accordance withthe Housing Services Act and the guidance in its application by the City of Ottawa as ServiceManager and that all transactions have been recorded and are reflected in the financialstatements; and (2) has provided us with all relevant information and access as contemplatedin this Agreement. The responses to those inquiries, the written representations, and theresults of our procedures comprise evidence on which we will rely in forming an opinion on thefinancial statements.

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18. Management of the Corporation is responsible for advising us of any documents or otherinformation provided during the course of the audit over which it intends to assert a claim ofprivilege and should mark any such documentation accordingly.

Fees and billings19. Our fees will be subject to approval by the Finance and Audit Committee. However, our actual

fees may exceed the proposed amount based on changes to the business (e.g., nature of thebusiness or change in business entities) or other matters within the scope of our audit thatwere not provided for in the proposed fee..

20. Our estimated pricing is based upon, among other things, our preliminary review of theCorporation’s records and the representations Corporation personnel have made to us andare dependent upon the Corporation’s personnel providing a reasonable level of assistance.Should our assumptions with respect to these matters be incorrect or should the condition ofrecords, degree of cooperation, results of our audit procedures, or other matters beyond ourreasonable control require additional commitments by us beyond those upon which ourestimates are based, we may adjust our fees and planned completion dates. Fees for anyspecial audit-related projects, such as research and/or consultation on special business orfinancial issues, will be billed separately from the fees referred to above and may be thesubject of other written agreements.

Other matters21. This agreement will also govern all professional services we provide to the Organization for

which no other specific engagement agreement or Statement of Work is signed. The natureand content of any advice EY provides will necessarily reflect the specific scope andlimitations of assistance that is requested, the amount and accuracy of information providedto EY and the timescale within which the advice is required. Any significant projects willtypically be covered in separate engagement agreements or Statements of Work.

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We appreciate the opportunity to be of assistance to the Corporation. If this Agreement accuratelyreflects the terms on which the Corporation has agreed to engage us, please sign below on behalfof the Corporation and return it to Deanna J. Monaghan at Suite 1200 – 99 Bank Street, Ottawa,ON; K1P 6B9.

Yours very truly,

Chartered Professional AccountantsLicensed Public AccountantsPer Deanna Monaghan, FCPA auditor, FCA, CPA (Illinois, USA)

Agreed and accepted by:Ottawa Community Housing Corporation

By:

Date:

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General Terms and Conditions

Our relationship with you1. We are a member of the global network of

Ernst & Young firms (“EY Firms”), each ofwhich is a separate legal entity.

2. We may subcontract portions of the Servicesto other EY Firms, as well as to other serviceproviders, who may deal with you directly.Nevertheless, we alone will be responsible toyou for the Report(s), the performance of theServices, and our other obligations under thisAgreement.

Your responsibilities3. You shall be responsible for your personnel’s

compliance with your obligations under thisAgreement.

Our reports4. You may not rely on any draft Report.

Notice re: Québec5. From time to time, we may have individual

partners and employees performing theServices who are members of the Ordre descomptables professionnels agréés du Québec(the “Québec Order”). Any individual memberof the Québec Order practising the professionof chartered professional accountant assumesfull personal civil liability arising therefrom,regardless of his or her status within ourorganization. He or she may not invoke theliability of our organization as a ground forexcluding or limiting his or her own personalliability for the practice of the profession. Thesections that follow below under the heading"Limitations" shall not apply to limit thepersonal civil liability of individual members ofthe Québec Order arising from their practiceof the chartered professional accountant

profession (and to such extent, shall bedeemed to not be included in this Agreement).

Limitations6. You (and any others for whom Services are

provided) may not recover from us, incontract or tort (including negligence), understatute or otherwise, any consequential,incidental, indirect, punitive or specialdamages in connection with claims arising outof this Agreement or otherwise relating to theServices, including any amount for loss ofprofit, data or goodwill, whether or not thelikelihood of such loss or damage wascontemplated.

7. Our total aggregate liability to you (and anyothers for whom Services are provided) forany loss or damage arising out of or relatingto this Agreement or the Services shall belimited to the greater of (i) the total fees paidto us for the Services and (ii) $1,000,000.This limitation applies regardless of whetherour liability arises under contract, tort(including negligence), statute or otherwise.This limitation will not limit liability for loss ordamage caused by our fraud or willfulmisconduct or to the extent prohibited byapplicable law or professional regulations.

8. If we are liable to you (or to any others forwhom Services are provided) under thisAgreement or otherwise in connection withthe Services, for loss or damage to which anyother persons have also contributed, ourliability to you shall be several and not jointand several, solidary or in solidum, with suchothers, and shall be limited to ourproportionate share of that total loss ordamage, based on our contribution to the lossand damage relative to the others’contributions. No exclusion or limitation on

49

the liability of other responsible personsimposed or agreed at any time shall affect anyassessment of our proportionate liabilityhereunder, nor shall settlement of or difficultyenforcing any claim, or the death, dissolutionor insolvency of any such other responsiblepersons or their ceasing to be liable for theloss or damage or any portion thereof, affectany such assessment.

9. You shall make any claim relating to theServices or otherwise under this Agreementno later than one year after you becameaware (or ought reasonably to have becomeaware) of the facts giving rise to any allegedsuch claim and in any event, no later than twoyears after the completion of the particularServices (and the parties agree that thelimitation periods established by theLimitations Act, 2002 (Ontario) or any otherapplicable legislation shall be varied and/orexcluded accordingly). This limitation will notapply to the extent prohibited by applicablelaw or professional regulations.

10. You may not make a claim or bringproceedings relating to the Services orotherwise under this Agreement against anyother EY Firm or our or its subcontractors,members, shareholders, directors, officers,partners, principals or employees ("EYPersons"). You shall make any claim or bringproceedings only against us. Sections 6through 9 and this Section 10 are intended tobenefit the other EY Firms and all EY Persons,who shall be entitled to rely on and enforcethem.

Indemnity11. To the fullest extent permitted by applicable

law and professional regulations, you shallindemnify and hold harmless EY, the other EY

Firms and the EY Persons from and against allclaims by third parties (including youraffiliates) and resulting liabilities, losses,damages, costs and expenses (includingreasonable external and internal legal costs)arising out of or relating to the Services orthis Agreement. On behalf of yourself andyour affiliates, you release us, the other EYFirms and the EY Persons from all claims andcauses of action (together, “Claims”), pendingor threatened, that you or they may havearising out of the Services or this Agreementto the extent such Claims result from or ariseout of any misrepresentation or fraudulentact or omission by you, your employees oragents on your behalf.

Confidentiality12. We follow professional standards of

confidentiality and will treat informationrelated to you disclosed to us by you or onyour behalf (“Client Information”) as set forthin the Rules of Professional Conduct ofprovincial Institutes of Chartered Accountantsor the Code of Ethics of the Ordre descomptables professionnels agréés du Québec(as applicable).

13. Either of us may use electronic media tocorrespond or transmit information and suchuse will not in itself constitute a breach of anyconfidentiality obligations.

14. We may provide Client Information to otherEY Firms (which are listed at www.ey.com),EY Persons, and service providers to EY andother EY Firms, all of whom may collect, use,transfer, store or otherwise process(collectively “Process”) it in variousjurisdictions in which we and they operate inorder to facilitate performance of theServices, to comply with regulatory

50

requirements, to check conflicts, to providetechnology or administrative services, or forquality, risk management or financialaccounting purposes. We shall be responsibleto you for maintaining the confidentiality ofClient Information, regardless of where or bywhom such information is Processed on ourbehalf.

Canadian Public Accountability Board15. EY may from time to time receive requests or

orders from the Canadian PublicAccountability Board (“CPAB”) to providethem with information and copies ofdocuments in our files, including our workingpapers and other work-product relating toyour affairs. You acknowledge that EY willprovide these documents and informationwithout further reference to, or authorityfrom, you.

16. You must mark any document over which youassert privilege as privileged and inform us ofthe grounds for your assertion of privilege(such as whether you claim solicitor-clientprivilege or litigation privilege). EY will usereasonable efforts to refuse access to anydocument over which you have expresslyinformed us that you assert privilege, unlessproviding access to privileged documents isrequired by the laws of any jurisdiction thatyou or EY are subject to.

17. We will also be required to provide CPAB withinformation relating to the fees that you payus for audit services, other accountingservices and non-audit services (and youagree to the disclosure of such information toCPAB).

Data protection18. EY, the other EY Firms and our respective

service providers may Process Client

Information that can be linked to specificindividuals (“Personal Data”) in variousjurisdictions in which we and they operate, forthe purposes described in section 14. AllPersonal Data will be Processed in accordancewith applicable law and professionalregulations. We will require any serviceprovider that Processes Personal Data on ourbehalf to adhere to such requirements and weshall be responsible to you for maintaining theconfidentiality of Personal Data, regardless ofwhere or by whom such Personal Data isProcessed on our behalf. Our Canadianprivacy policy is available at www.ey.com/ca.

19. You warrant that you have the authority toprovide the Personal Data to us in connectionwith the performance of the Services and thatthe Personal Data provided to us has beenProcessed in accordance with applicable law.

Solicitation and hiring of EY personnel20. Our auditor independence may be impaired if

you solicit or hire certain EY personnel. Thismay either delay the provision of the Servicesor cause us to resign from the engagement.You shall not, during the term of thisAgreement, and for 12 months following itstermination for any reason, without our priorwritten consent, solicit for employment orhire in any role, including a position on yourBoard of Directors, any current or formerpartner or professional employee of EY, anyaffiliate thereof, any other EY Firm or any oftheir respective affiliates, if any such personeither: i) performed any audit, review, attestor related service for or relating to you at anytime (a) since the date on which your mostrecent audited financial statements were filedwith the relevant securities regulator(s) orstock exchange(s) (or, since the beginning of

51

the most recent fiscal year to be covered byyour first such financial statements, ifapplicable), or (b) in the 12 months ended thedate on which your most recent financialstatements were filed with the relevantsecurities regulator(s) or stock exchange(s);or (ii) influences EY’s operations or financialpolicies or has any capital balances or anyother continuing financial arrangement withEY.

Fees and expenses generally21. You shall pay our professional fees and

expenses in connection with the Services. Inlieu of specific itemized charges, ourtechnology tools, administrative supportpersonnel, printing and other routineexpenses are charged at 11.5% of ourprofessional fees. Out-of-pocket expenses foritems such as travel, meals, accommodationand other matters specifically related to thisengagement will also be invoiced. Ourinvoices are rendered on a periodic basis asour assignment progresses. Payment of ourinvoices is due upon receipt. Interest onoverdue accounts accrues at 12% per annumstarting 30 days following the date of ourinvoice. EY may suspend performance of theServices in the event you fail to pay ourinvoice. Our fees are exclusive of taxes orsimilar charges, as well as customs, duties ortariffs imposed in respect of the Services, allof which you shall pay (other than taxesimposed on our income generally).

22. If we are required by applicable law, legalprocess or government action to produceinformation or personnel as witnesses withrespect to the Services or this Agreement,you shall reimburse us for any professionaltime and expenses (including reasonable

external and internal legal costs) incurred torespond to the request, unless we are a partyto the proceeding or the subject of theinvestigation.

Force majeure23. Neither you nor we shall be liable for breach

of this Agreement (other than paymentobligations) caused by circumstances beyondyour or our reasonable control.

Term and termination24. This Agreement applies to the Services

whenever performed (including before thedate of this Agreement).

25. This Agreement shall terminate on thecompletion of the Services. We may terminatethis Agreement, or any particular Services,immediately upon written notice to you if wereasonably determine that we can no longerprovide the Services in accordance withapplicable law or professional obligations.

26. You shall pay us for all work-in-progress,Services already performed, and expensesincurred by us up to and including theeffective date of the termination of thisAgreement. Payment is due within 30 daysfollowing receipt of our invoice for theseamounts.

27. The provisions of this Agreement that giveeither of us rights or obligations beyond itstermination shall continue indefinitelyfollowing the termination of this Agreement.

Governing law and dispute resolution28. This Agreement, and any non-contractual

matters or obligations arising out of thisAgreement or the Services, shall be governedby, and construed in accordance with, thelaws of the Province of Ontario and the laws

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of Canada applicable therein, without regardto principles of conflicts of law. Any dispute,claim or other matter arising out of or relatingto this Agreement or the Services shall besubject to the exclusive jurisdiction of theOntario courts, to which each of us agrees tosubmit for these purposes.

Miscellaneous29. This Agreement constitutes the entire

agreement between us as to the Services andthe other matters it covers, and supersedesall prior agreements, understandings andrepresentations with respect thereto,including any confidentiality agreementspreviously delivered. In addition, any policy,protocol, agreement (other than thisAgreement) or other instrument, in whateverform, imposed at any time that purports toobligate EY, any other EY Firm or any EYPerson with respect to the use of ClientInformation shall be void and of no furthereffect, and you shall not seek to enforce anysuch obligation.

30. Both of us may execute this Agreement (andmodifications or supplements to it) byelectronic means and each of us may sign adifferent copy of the same document. Both ofus must agree in writing to modify orsupplement this Agreement.

31. We retain ownership in the working paperscompiled in connection with the Services.

32. Neither of us may assign any of our rights,obligations or claims under this Agreement.

33. If any provision of this Agreement (in whole orpart) is held to be illegal, invalid or otherwiseunenforceable, the other provisions shallremain in full force and effect.

34. If there is any inconsistency betweenprovisions in different parts of this

Agreement, those parts shall haveprecedence as follows (unless expresslyagreed otherwise): (a) the letter to whichthese General Terms and Conditions areattached, (b) these General Terms andConditions, and (c) other annexes to thisAgreement.

35. Without limiting any other terms of thisAgreement, the provisions of Sections 11, 14and 18 are intended to benefit the other EYFirms and all EY Persons, who shall be entitledto rely on and enforce them.

36. We are a registered limited liabilitypartnership ("LLP") continued under the lawsof the province of Ontario and we areregistered as an extra-provincial LLP inQuebec and other Canadian provinces.Generally, an LLP partner is not personallyliable for the debts, obligations or liabilities ofthe LLP arising from the negligence ofpersons not under his or her directsupervision (including other LLP partners) ormost other debts or obligations of the LLP. Asan LLP, we are required to maintain certaininsurance. Our insurance exceeds themandatory professional liability insurancerequirements established by any provincialInstitute of Chartered Accountants/ Order ofChartered Professional Accountants.

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- 1 -

2016 BUDGET





Approval of 2016 OCH Budget



NEXT STEPS: Implement and Monitor 2016 Budget by Responsibility Centre

1. CONTEXT

The annual budget is based on detailed estimates of revenues and expenses. These estimates have been rolled up in a summary format by source and use of funds, and project fund balances at the end of the fiscal year. As the Service Manager, a role established by the Housing Services Act, and as the sole Shareholder of the Corporation, the City of Ottawa will provide OCH a total of $66 million in 2016 (48% of revenue) through subsidies, rent supplement agreements, and grants. The Operating Agreement that determines the subsidy for 80% of the portfolio is based on benchmarks that are adjusted annually by indices established by the Province. The indices for 2016 were issued by the Service Manager on July 30, 2015. The balance of OCH revenues comes from rent that is paid by tenants and “other” revenue from sources such as parking fees and non-residential rents. The provincial Rent Control Guideline is 2.0% for 2016 and, consistent with the practice in previous years, the Board approved a 2% increase on market rents for 2016. It is assumed that the current RGI rent profile (the amount of subsidy that is required based on household income) will continue in 2016.

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- 2 -

Key expense categories include the cost of servicing debt payments, utility and staffing costs, the cost of materials, services and capital projects, and investments that support the Green Plan. The expense estimates were arrived at through a critical review of business requirements and strategic priorities.

2. KEY APPROVAL ELEMENTS The 2016 proposed budget considers sources and uses of funds across the following fund categories:

§ An Operating Fund records sources and uses of funds related to day-to-day

operations and includes most revenues and operating expenses. § A Capital Fund supports work that is not part of normal day-to-day

maintenance; it includes the replacement of significant building components or an improvement that increases the useful life of the asset. The fund also covers the acquisition of equipment and office furniture, information technology and software. Salary expenses for staff dedicated to capital work are also covered by this fund.

§ A Green Fund supports specific operational or capital initiatives which increase

the environmental sustainability of OCH. Contributions to the fund may include energy grants, transfers from the capital reserves and income generated from the sale of electricity.

§ The Community Reinvestment Fund (CRF) is a discretionary reserve that

exists to develop new housing. § The Vehicle Fund supports the acquisition of new vehicles.

Appendix 1 identifies the annual budget across all revenue sources (tenant rent, grants, subsidies, other revenue) and expenses (salaries, capital maintenance and repair, utilities, etc.) and provides the estimated balance of each fund at the end of the fiscal year.

3. CONSULTATION The Finance and Audit Committee reviewed the budget development process on August 27, 2015 and considered the main economic factors, cost drivers, funding constraints and other revenue considerations. The budget presented in this report reflects further research, analysis and input from the Senior Management Team.

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- 3 -

There have been discussions with utility providers and buying consortiums regarding their projected charges. The City of Ottawa has already provided the relevant indices and OCH has an ongoing discussion with City staff during the budget development process. The Finance and Audit Committee recommended, on December 16, 2015, the Board of Directors approve the proposed 2016 Budget.

4. KEY IMPACTS, BENEFITS & RISKS The 2016 budget provides a yardstick against which actual performance can be measured.

While some 2016 expense estimates, such as debt servicing costs, are highly reliable, other expense categories are more challenging to estimate. Utility cost estimates require an estimate of consumption, as well as, a projection regarding changes in rates and delivery costs.

5. FINANCIAL IMPACT The 2016 budget estimates total spending of $172.2 million, an increase of 1.2% over 2015, and revenues of $137.4 million, a modest increase of 0.7%. The budget is sustainable because of the contributions to reserve funds from re-financing and loan proceeds which are not included in the identified revenue. The balance for all funds at the end of 2016 is forecast at $35.0 million versus the 2015 year end projection of $36.0 million. Debt servicing costs are estimated at $30.3 million, a decrease of $834,000, or 2.68% from 2015. The reduction reflects lower costs in the Public program resulting from debenture maturities. Debt servicing costs are fully funded for all properties under the Operating Agreement and these estimates are highly reliable. Refinancing in 2016 will generate about $31.1 million for capital repairs. There is a modest improvement in the Debt Service Coverage Ratio, from 1.5 in 2015 to 1.6 in 2016, reflecting an increase in OCH financial resilience and ability to service debt. Utility expenses are estimated at $23.4 million, a decrease of $569,000. This is based on actual experience in 2015 plus the changes in utility charges identified by suppliers. The reductions demonstrate the impact of the investment in the utility retrofit program and other green initiatives such as the lighting retrofit program. Utility estimates are challenging due to the volatility of the energy market, the uncertainty of weather conditions and ongoing improvements that reduce energy consumption.

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Staffing Costs for 2016 are estimated at $35.7 million. The average OCH salary is estimated at $73,200 and the median salary is $66,200. The variance of $2.8 million or 8.49% from the 2015 salary budget is impacted by a decision to hold a contingency for 2015 Cost of Living (COLA) increases outside of the salary budget. The 2015 Budget was published at a time when collective bargaining had not been concluded and the Board had not yet considered the COLA that would be applied to the salaries of managers and exempt employees. As OCH continues to develop the organizational capacity to service major initiatives, there is some requirement to add additional staff positions. These requirements are supported by business cases that are each carefully evaluated. In 2016, three new positions will support the Integrated Pest Management Program. Dedicated positions will also support the implementation of the portfolio management strategy and improvements to the service delivery model for Information Systems, and Human Resources. The variance from the 2015 Budget consists of the following:

· 2016 COLA (1.8%) $630,000 · Movement on Scale $400,000 · 2015 COLA (1.8%) $600,000 · Pension and Benefit Costs $600,000 · New Initiatives $550,000

Building Operations spending has decreased by $1.3 million, or 1.8% from 2015. There is a reduction in carryover costs related to Capital funded projects and a re-allocation of $975,000 in consulting costs, to support Capital projects, to the Administration and Other cost category. Administration and Other costs have increased by $789,000, largely driven by the movement of Professional and Consulting costs from Building Operations. The cost estimates also recognize a reduction of $600,000 in contingent funding, for Staffing costs, $325,000 in consulting costs related to divestment of properties and $340,000 for business case development to support the Portfolio Management Strategy. The cost estimate maintains a $120,000 contribution from OCH to the OCH Foundation for Healthy Communities. Subsidy includes all funding provided by the City of Ottawa, estimated at $66.0 million, a 2.39% increase from 2015. The increase is primarily driven by new grant funding for development projects. The subsidy for housing funded under the

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Operating Agreement has increased by 0.29% or $120,000. Capital Funding for 2016 includes: · $16.8 million in annual funding and OCH contributions · $1.4 million from the City Housing and Homelessness program · $31.0 million from re-financing mortgages in the provincial pool · $400,000 from earnings on Capital Reserves The beginning balance of the Capital Fund is estimated at $21.3 million and total capital spending is estimated at $49.6 million. In addition to the $29.7 million identified in this report, 2016 spending also includes $4.4 million in salary costs related to capital projects and $15.5 million in other spending that includes fire restoration, replacement of furnaces and hot water tanks, and vacant unit turnover. The Community Reinvestment Fund (CRF) is projected to have a beginning balance of $2.6 million. $2.7 million will be contributed to the fund as a result of property sales. $2.6 million will be provided by the City of Ottawa for the Carlington Community Health Hub and Michelle Heights projects. $900,000 is recognized an interfund transfer from the Investment in Capital Assets resulting from the re-financing of 380 Somerset. The CRF will fund the remaining $60,000 for the Van Lang field house and $650,000 for the Michelle Heights development. Costs also include $1.8 million for part of the construction cost for the Carlington Community Health Hub. The CRF will also fund $325,000 for divestment expenses related to properties identified for sale and $340,000 for consulting costs related to the implementation of the Portfolio Management Strategy. Green Fund activity will include $1.5 million for Phase 2 of the Heating Management System program, $1.5 million for Phase 3 of the Lighting Retrofit program, and $385,000 the Utility Management and Engagement Pilot Study. Green fund revenue is estimated at $2.6 million from electricity generation revenue and program rebates. $880,000 will be required for vehicle acquisitions as OCH continues to acquire more fuel efficient vehicles to support maintenance service delivery. $880,000 will be transferred from the Capital Reserves to the Vehicle Reserve Fund. 2016 source and use of funds by funding envelope are detailed in Appendix A.

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6. SUCCESS MEASURES

This 2016 budget identifies important revenue and cost drivers for 2016, and provides a picture of fund balances at the end of the year. The budget establishes benchmarks for revenues and expenses and is used as the yardstick to assess actual financial performance.

7. NEXT STEPS Implement and monitor 2016 budget by responsibility centre.


That the Board of Directors approve the 2016 Budget.

APPENDICES

A. 2016 BUDGET BY SOURCES AND USES OF FUNDS

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APPENDIX A

2016 Revenues

Operating Subsidies

29%

Rent Supplement7%

Rent48%

Other4%

Capital Funding12%

2014 2015 2015 2016 2016 2016 Actual Budget Projected Preliminary vs 2015 vs 2015

All Funds All Funds All Funds OP Fund CAP Fund GF CRF VEH ICA All Funds $ %

ExpensesDebt Servicing 31,682 31,085 31,350 30,251 - - - - - 30,251 (834) -2.68%Staffing Costs 31,529 32,865 32,859 30,977 4,396 223 61 - - 35,657 2,792 8.49%Municipa l Taxes 24,376 - 1,107 1,127 - - - - - 1,127 1,127 0.00%Uti l i ties 22,423 23,967 23,628 23,398 - - - - - 23,398 (569) -2.38%Bui lding Operations 42,969 71,775 62,873 21,955 42,632 3,385 2,511 - - 70,482 (1,293) -1.80%Adminis tration & Other 5,137 7,963 6,230 5,554 2,432 41 725 - - 8,752 789 9.90%Bad Debt & Col lection Costs 702 712 700 712 - - - - - 712 0 0.01%Vehicle Fleet 704 1,379 1,255 547 - - - 880 - 1,427 48 3.49%Tenant & Community Engagement 89 375 290 248 125 - - - - 373 (2) -0.47%

Total Expenses 159,611 170,121 160,292 114,769 49,584 3,649 3,297 880 - 172,179 2,058 1.21%

RevenuesService Manager 78,564 64,467 67,460 63,382 - - 2,625 - - 66,007 1,540 2.39%Tenant Rent 65,220 65,568 65,000 65,272 - - - - - 65,272 (296) -0.45%Other revenue 4,163 6,028 6,400 4,416 - 1,275 - - - 5,692 (336) -5.58%Interest Income 672 383 330 - 400 - - - - 400 17 4.44%

Total Revenues 148,619 136,446 139,190 133,070 400 1,275 2,625 - - 137,371 925 0.68%

Fund Balance Jan 1 53,710 49,117 49,117 3,923 21,262 111 2,628 - 8,108 36,032 (13,085) -26.64%Net Use & Source of Funds (+/-) (10,992) (33,675) (21,102) 18,301 (49,184) (2,374) (672) (880) - (34,808) (1,133) 3.37%Reserve Contributions - - - (18,301) 18,301 - - - - - - 0.00%Proceeds from Property Sa les 234 2,065 591 - - - 2,655 - - 2,655 590 28.57%Loan Proceeds 4,039 8,100 7,426 - 31,100 - - - - 31,100 23,000 283.95%Interfund Transfer - (88) - (2,823) 2,263 980 880 (1,300) - 88 -100.00%Other Contributions 2,126 - - - - - - - - - - 0.00%

Fund Balance Dec 31 49,117 25,519 36,032 3,923 18,656 0 5,592 - 6,808 34,979 9,372 36.72%

2016 Proposed Budget By Fund

2016 Expenses

Materials & Services

18%

New Development

2%

Other3%

Capital Projects25%

Debt Servicing18%

Staffing Costs20%

Utlities14%

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2016 OCH Budget

OCH Board of Directors January 14, 2016

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2016 Budget Highlights

§ Further reduction in utility expenses due to retrofit program, green initiatives and low natural gas prices

§ New staffing initiatives to support Integrated Pest Management Program, Portfolio Management and improvements in service delivery model for IT and HR

§ Budget is sustainable due to refinancing and loan proceeds which generate $32 million in 2016

2 62

Cost Indices Under Operating Agreement

3

2016 Indices for indexed benchmark operating costs for Ottawa

Item Index Index for 2016

Admin and Maintenance Ont CPI All Items 0.95%

Insurance Ont CPI - Homeowners home & mortgage insurance sub index 14.71%

Bad Debt Market Rent Index per CMHC MRI

Electricity Ont CPI - Electricity sub-index 7.16%

Water Ont CPI - Water sub-index 6.16%

Natural Gas Ont CPI - Natural gas sub-index -16.77%

Oil & Other Fuel Ont CPI - Fuel oil & other fuel sub-index -15.16%

Capital Reserves Ont CPI All Items 0.95%

Source : City of Ottawa Housing Branch - July 30, 2015

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2016 Expenses

4 64

Operating Expenses

§ Property Tax Estimate for commercial properties, solid waste and Fire Supply charges • 2015 projected expense increased by 2.0% • Subsidy from City to cover 86% of property tax

expense § Debt Servicing Costs decreased by $834,000

resulting from debenture maturities § Staffing costs increased by $2.8 million and reflects

negotiated COLA, movement on scale and new initiatives

§ Utility estimate is based on actual experience, savings from retrofits and forecast changes as provided by suppliers

5 65

2016 Revenues

6 66

7

Operating Revenues

§ Rent Revenue • RGI revenue consistent with 2015 projection • Market rents increased by 2.0%

§ Safer Communities Grant ($2.4 million) up 0.95% § Rent Supplement Revenue ($9.4 million) up 2.0% § Subsidy for MNP, Provincial Reformed and Public

Housing ($40.9 million) up 0.29% per Operating Agreement

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8

Capital Work and Fund

§ Capital reserve contributions increased by 0.95% consistent with operating agreement

§ Spending envelope estimate at $49.6 million § Non-project spending estimate $15.5 million § Capital Program spending estimate $29.7 million § Salary expenses related to capital work $4.4 million

§ Additional $31.1 million from refinancing of pooled mortgages renewing in 2016

§ $1.4 million anticipated funding from Housing and Poverty reduction grant from City of Ottawa

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9

Development: Community Reinvestment Fund

§ CRF starts 2016 with balance of $2.6 million § $60,000 Van Lang Field House § $650,000 Michelle Heights § $1.8 million part of costs related CCHH § $665,000 for divestment expenses and cost related

to Portfolio Management Strategy § $2.6 million from Property Sales § $2.6 million grant from City of Ottawa for CCHH § $900,000 re-financing of 380 Somerset § $5.6 million CRF Balance at end of 2016

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2016 Budget by Fund

10

2014 2015 2015 2016 2016 2016 Actual Budget Projected Preliminary vs 2015 vs 2015

All Funds All Funds All Funds OP Fund CAP Fund GF CRF VEH ICA All Funds $ %

ExpensesDebt Servicing 31,682 31,085 31,350 30,251 - - - - - 30,251 (834) -2.68%Staffing Costs 31,529 32,865 32,859 30,977 4,396 223 61 - - 35,657 2,792 8.49%Municipa l Taxes 24,376 - 1,107 1,127 - - - - - 1,127 1,127 0.00%Uti l i ties 22,423 23,967 23,628 23,398 - - - - - 23,398 (569) -2.38%Bui lding Operations 42,969 71,775 62,873 21,955 42,632 3,385 2,511 - - 70,482 (1,293) -1.80%Adminis tration & Other 5,137 7,963 6,230 5,554 2,432 41 725 - - 8,752 789 9.90%Bad Debt & Col lection Costs 702 712 700 712 - - - - - 712 0 0.01%Vehicle Fleet 704 1,379 1,255 547 - - - 880 - 1,427 48 3.49%Tenant & Community Engagement 89 375 290 248 125 - - - - 373 (2) -0.47%

Total Expenses 159,611 170,121 160,292 114,769 49,584 3,649 3,297 880 - 172,179 2,058 1.21%

RevenuesService Manager 78,564 64,467 67,460 63,382 - - 2,625 - - 66,007 1,540 2.39%Tenant Rent 65,220 65,568 65,000 65,272 - - - - - 65,272 (296) -0.45%Other revenue 4,163 6,028 6,400 4,416 - 1,275 - - - 5,692 (336) -5.58%Interest Income 672 383 330 - 400 - - - - 400 17 4.44%

Total Revenues 148,619 136,446 139,190 133,070 400 1,275 2,625 - - 137,371 925 0.68%

Fund Balance Jan 1 53,710 49,117 49,117 3,923 21,262 111 2,628 - 8,108 36,032 (13,085) -26.64%Net Use & Source of Funds (+/-) (10,992) (33,675) (21,102) 18,301 (49,184) (2,374) (672) (880) - (34,808) (1,133) 3.37%Reserve Contributions - - - (18,301) 18,301 - - - - - - 0.00%Proceeds from Property Sa les 234 2,065 591 - - - 2,655 - - 2,655 590 28.57%Loan Proceeds 4,039 8,100 7,426 - 31,100 - - - - 31,100 23,000 283.95%Interfund Transfer - (88) - (2,823) 2,263 980 880 (1,300) - 88 -100.00%Other Contributions 2,126 - - - - - - - - - - 0.00%

Fund Balance Dec 31 49,117 25,519 36,032 3,923 18,656 0 5,592 - 6,808 34,979 9,372 36.72%

2016 Proposed Budget By Fund

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2016 CAPITAL BUDGET ENVELOPE





Recommend Approval of 2016 Capital Budget Envelope



NEXT STEPS: Implementation of the 2016 Capital Works Program

1. CONTEXT

The proposed 2016 Capital Works Program is funded by a Capital Budget Envelope that is defined annually and incorporated into the OCH annual budget. This Capital Works Program includes: · ongoing and cyclical programs of work

· capital repairs related to renewal of major building systems

· new and unplanned programs or projects that address emerging issues throughout the year

· block funding for community-based priorities

The Capital Budget Envelope is considered with appropriate detail to comply with a requirement, identified in the Procurement Policy, to have Board approval for procurement activities with a value greater than $1 million.

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2. KEY APPROVAL ELEMENTS

The 2016 Capital Budget Envelope identifies new and ongoing programs of work and capital projects that have an estimated value of $20 million. Capital projects that were initiated in 2015 and under contract at beginning of 2016 will involve an expenditure of an additional $9.7 million.

Program Roofing Program $2,000,000 Asphalt and Step Repair Program $600,000 Generator Replacement Program $1,000,000 Mechanical System Replacement Program $1,000,000 Elevator Upgrade Program $1,500,000 Furnace Program $500,000 Fire Safety System Renewal Program $1,250,000 Major Projects * 380 Murray St – Revitalization Phase 2 $2,300,000 Winthrop Court – Site Re-grading $750,000 Clementine – Balcony Repair $600,000 Lebreton 3 – Regrading and Fencing $600,000 800 St. Laurent Blvd. – Balcony Repair $500,000 Confederation Court – Courtyard Fence & Walkway Replacement $500,000 Richelieu Court – Phase 1, Re- grading and Cladding Repair $400,000 1909 Russell Rd – Bedroom Window and Door Replacement, Phase 2 $1,500,000 Overbrook Community – Canopy Structures $500,000 Other District-Based Priorities $3,000,000 Contingency Allowance $1,500,000 TOTAL 2016 CAPITAL PROJECTS $20,000,000 Carry Over – Contracted in 2015 and Ongoing $9,700,000 Capital Works Project Total $29,700,000

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3. CONSULTATION

These programs and projects have been identified through a collaborative process that has involved staff across OCH, under the leadership of the project implementation team within the Asset Management department. The 2016 Capital Projects were reviewed in September with the Asset Management Committee. Approval of the 2016 Capital Budget Envelope was recommended by the Finance and Audit Committee on December 16, 2015.

4. KEY IMPACTS, BENEFITS & RISKS Ongoing capital investment ensures that properties retain their value and are kept in good repair for tenants. This investment also enables OCH to fulfill obligations in accordance with the Shareholder Directive. There is some limitation on the ability to estimate repair requirements accurately in all instances and to forecast the market response to competitive procurement processes. These risks are mitigated by the identification of appropriate contingency allowances.

5. FINANCIAL IMPACT The 2016 budget includes significant capital funding: · $16.8 million in annual funding and OCH contributions · $1.4 million from the City of Ottawa Housing and Homelessness Prevention Program · $31.0 million from refinancing mortgages · $400,000 from earnings on Capital Reserves Total capital spending is estimated at $49.6 million. In addition to the $29.7 million identified in this report, 2016 spending also includes $4.4 million in salary costs related to capital projects and $15.5 million in other spending that includes fire restoration, replacement of furnaces and hot water tanks, and vacant unit turnover.

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6. SUCCESS MEASURES

The 2016 Capital Budget Envelope identifies an important and affordable program of work that responds to priority capital repair requirements. The approval process establishes the authority to undergo procurement related to these capital projects and programs. The implementation of this works program in 2016 will be tracked and reports provided on a regular basis to ensure appropriate oversight and accountability. The successful completion of this program of work, on time and within the approved budget, will play a critical role in maintaining the housing portfolio.

7. NEXT STEPS Implementation of the 2016 Capital Works Program

8. RECOMMENDATION (S) That the Board of Directors approve the 2016 Capital Budget Envelope.

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PENDING BOARD APPROVAL OCHC-004/16

2016 LOAN APPLICATION DOCUMENTATION INFRASTRUCTURE ONTARIO





Approve 2016 Infrastructure Ontario Loan Application


Enable effective oversight by the Board of Directors

NEXT STEPS: Submit Loan Application to Infrastructure Ontario

1. CONTEXT

From 2011 to 2015, OCH has successfully borrowed $114 million from refinancing of mortgages that have come due under the Operating Agreement with the City of Ottawa. OCH used $51.1 million to pay out mortgages and raised $ 62.9 million for capital repairs and maintenance. The refinancing with Infrastructure Ontario (IO) has generated these additional funds without adding to the annual debt servicing costs. For 2016, there are eleven properties identified for re-financing that are part of the provincial pool. The current annual payment of $2.9 million can generate a total loan of approximately $48.6 million, of which $17.5 million would be used to repay the outstanding balance on the loans and the remaining $31.1 million would be contributed to capital reserves to fund future capital repairs. For 2015, OCH was able to lock-in a 30 year mortgage at a fixed rate of 3.79%. On June 24, 2015, City Council approved an extension of this strategy for loan renewals under Operating Agreement for the years 2016-2018, as long as the new subsidy does not exceed current subsidy levels.

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On March 12, 2015, the OCH Board of Directors approved refinancing of the 2016 mortgage renewals under the Operating Agreement with Infrastructure Ontario (IO), with a term of 30 years, on condition that the annual loan payment does not exceed the current annual mortgage subsidy of $2.9 million as provided by the City of Ottawa. The total loan value and Equity withdrawal will be dependent on the interest rate at time of renewal, which is not know at this time. OCH will ensure that the annual loan payment will not exceed the current mortgage subsidy.

2. KEY APPROVAL ELEMENTS The following steps are required as part of the loan application process for the refinancing of the subject properties:

· Approval of Resolution of Ottawa Community Housing Corporation (Appendix A)

· Completion of the Officer’s Certificates (Appendix B) by the Treasurer; and, · Completion by the Treasurer of the Certificates of Officer Regarding Litigation

(Appendix C) · Completion of Loan Application Signature Page (Appendix D)

After OCH submits these documents, IO will issue a financing proposal. Once OCH returns the financing proposal, the application is submitted for final credit approval. IO will then issue a term sheet and a Financing Agreement that locks the rate and terms for the loan. The current renewal dates range from February 1, 2016 to August 1, 2016. Those mortgages renewing with Scotiabank will be consolidated in one tranche and renewed with IO on May 1, 2016. Those mortgages renewing in February, April and June will be renewed on a short-term basis with current lender (CMHC) so that we can consolidate the renewals with IO in a second tranche on August 1, 2016. Based on current discussions with our legal counsel and IO, interest rates are not expected to change significantly over this period. The renewal of all these mortgages in two tranches meets the requirements of the current lenders and minimizes transaction costs.

3. CONSULTATION

OCH has worked closely with the City on the 2016 refinancing strategy and has secured City Council and Board approval to proceed with the 2016 refinancing. OCH

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will work with our legal counsel, IO and the Ministry of Municipal Affairs and Housing (MMAH) to ensure the efficient renewal process with minimum transaction costs.

The report was received by the Finance and Audit Committee on December 16, 2015.

4. KEY IMPACTS, BENEFITS & RISKS This report illustrates the impacts on additional funds raised from refinancing existing mortgages with IO for 2016. The proceeds will fund future capital repairs.

5. FINANCIAL IMPACT The estimated proceeds of $31.1 million from the refinancing will used to fund capital repairs. There are modest transaction costs related to Environmental Site Assessments and legal fees that are covered within the Finance Department’s approved budget.

6. SUCCESS MEASURES

The financing initiative outlined in this report will raise significant funds for capital repairs.

7. NEXT STEPS This report is being forwarded to the Board of Directors for approval.

8. RECOMMENDATION (S) That the Board of Directors approve the following:

· Resolution of Ottawa Community Housing Corporation (Appendix A); · Officer’s Certificate (Appendix B); and · Certificate of Officer Regarding Litigation (Appendix C) · Loan Application Signature Page (Appendix D)

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APPENDICES

A. RESOLUTION OF OTTAWA COMMUNITY HOUSING CORPORATION B. OFFICER’S CERTIFICATE C. CERTIFICATE OF OFFICER REGARDING LITIGATION D. LOAN APPLICATION SIGNATURE PAGE

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Appendix A

RESOLUTION OF OTTAWA COMMUNITY HOUSING CORPORATION (“Borrower”)

CAPITAL PROJECTS – FINANCING

WHEREAS the By-laws and/or the Articles of Incorporation of the Borrower and the governing legislation establishing the Borrower empowers the Board or person(s) authorized by the Board to borrow from time to time such sums for the use of the Borrower;

AND WHEREAS it is in the best interests of the Borrower that the Borrower borrow an aggregate amount of up to $48,600,000 pursuant to a financing agreement (the "Financing Agreement") to be entered into between the Borrower and Ontario Infrastructure and Lands Corporation ("OILC");

AND WHEREAS the Borrower is required to convert the short term advances to term loan advances (”Term Loan Advances”) to OILC on certain pre-determined dates as to be provided in the Financing Agreement;

AND WHEREAS it is proposed that the Borrower issue promissory notes (“Promissory Notes”) to OILC as evidence of Term Loan Advances in a principal amount not exceeding $48,600,000;

AND WHEREAS it is in the best interests of the Borrower to issue the Term Loan Advances;

NOW THEREFORE BE IT RESOLVED THAT:

Approval of Financing Agreement

1. the Borrower is hereby authorized to borrow up to $48,600,000 from OILC for financing certain capital projects pursuant to the terms and subject to the conditions of the Financing Agreement;

2. any two of the Chief Executive Officer, Chief Financial Officer, or Treasurer]of the Borrower (each an "Authorized Person") are hereby authorized and directed, for and on behalf of the Borrower, to negotiate the definitive terms of the Financing Agreement and such other documentation as may be required in connection therewith;

3. the Borrower is hereby authorized to execute, deliver and perform its obligations under the Financing Agreement, substantially on the terms and subject to the conditions of the Financing Agreement, with such changes thereto as the Authorized Persons executing the

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Financing Agreement may approve, such approval to be conclusively evidenced by the execution of the Financing Agreement by such Authorized Persons;

4. any two Authorized Persons are hereby authorized and directed, for and on behalf of the Borrower, to execute under the corporate seal of the Borrower and deliver the Financing Agreement, substantially on the terms and subject to the conditions of the Financing Agreement, with such amendments and variations thereto as may be negotiated by such Authorized Persons, and/or which such Authorized Persons may approve, such approval to be conclusively evidenced by the execution and delivery of the Financing Agreement by such Authorized Persons;

5. any two Authorized Persons are hereby authorized and directed, for and on behalf of the Borrower, to execute under the corporate seal of the Borrower and deliver all such further agreements, instruments, amendments, certificates and other documents and to do all such other acts or things as such Authorized Person may determine to be necessary or advisable in connection with the transactions contemplated by the foregoing resolutions, the execution of any such document or the doing of any such other act or thing by such Authorized Person being conclusive evidence of such determination.

Approval of Term Loan Advances

6. the Borrower is hereby authorized to issue the Term Loan Advances through the issuance of Promissory Notes, which Term Loan Advances (i) shall be in the principal amount of not more than $48,600,000 in Canadian dollars, (ii) shall bear interest calculated in such manner as determined and approved by any two Authorized Persons (such determination and approval to be conclusively evidenced by the execution of the Term Loan Advances), and (iii) shall have such other terms and conditions as are described in the terms and conditions attached to the said Term Loan Advances;

7. any two Authorized Persons are hereby authorized and directed, for and on behalf of the Borrower, to negotiate the terms and conditions of the Term Loan Advances and such other documentation as is required in connection therewith;

8. the Borrower is hereby authorized to execute, deliver and perform its obligations under the Term Loan Advances, such authorization to be conclusively evidenced by the execution of the Term Loan Advances;

9. any two Authorized Persons are hereby authorized and directed, for and on behalf of the Borrower, to execute under the corporate seal of the Borrower and deliver the Term Loan Advances, with such amendments and variations thereto as may be negotiated by such Authorized Persons, and/or which such Authorized Persons may approve, such approval to be conclusively evidenced by the execution and delivery of the Term Loan Advances by such Authorized Persons;

Grant of Security Interest

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10. the Borrower is hereby authorized to grant a security interest in favour of OILC over all of the assets of the Corporation in connection with the Financing Agreement and the issuance of Term Loan Advances;

11. any two Authorized Persons are hereby authorized and directed, for and on behalf of the Borrower, to execute under the corporate seal of the Borrower and deliver such documents in connection with the grant of security interest, with such amendments and variations thereto as may be negotiated by such Authorized Persons, and/or which such Authorized Persons may approve, such approval to be conclusively evidenced by the execution and delivery of the Financing Agreement, a general security agreement or such other similar document by such Authorized Persons;

General

12. any two Authorized Persons are hereby authorized and directed, for and on behalf of the Borrower, to execute under the corporate seal of the Borrower and deliver all such further agreements, instruments, amendments, certificates and other documents and to do all such other acts or things as such Authorized Person may determine to be necessary or advisable in connection with the transactions contemplated by this resolution, the execution of any such document or the doing of any such other act or thing by such Authorized Person being conclusive evidence of such determination.

Dated with effect the [■ Date].

Name: Title:

Name: Title:

[Affix Corporate Seal]

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Appendix B

OFFICER'S CERTIFICATE

TO: ONTARIO INFRASTRUCTURE AND LANDS CORPORATION ("OILC")

The undersigned, ■ [Insert Name], ■ [Insert Title] of the ■ [Insert Legal Name of Borrower] (the "Borrower"), hereby certifies for and on behalf of the Borrower, and not in [his/her] personal capacity, that:

1. Attached hereto as Schedule “A” is a true and complete copy of [The Articles of Incorporation/Letters Patent establishing the Borrower], which is in full force and effect and unamended as of the date hereof.

2. Attached hereto as Schedule “B” is a true and complete copy of [General By-law] of the Borrower dated ■. Such by-law remains in full force and effect on the date hereof and no resolution has been passed or other action taken authorizing any amendment to, alteration of or variation in such by-law to the date hereof.

3. Attached hereto as Schedule “C” is a true and complete copy of a resolution of the Board of Directors of the Borrower dated ■, which, among other things, authorizes the Borrower to borrow up to $■ from OILC and enter into a financing agreement with OILC. Such resolution remains in full force and effect on the date hereof and no resolution has been passed or other action taken authorizing any amendment to, alteration of or variation in such resolution to the date hereof.

4. Include this paragraph as applicable for share capital corporations [There exists no unanimous shareholder agreement or declaration or other agreement affecting or limiting the borrowing of the Borrower and the governance of the Borrower and no proceedings have been taken or are pending to create any such agreement.]

5. There are no provisions in the Articles of Incorporation/Letters Patent of the Borrower which:

(a) restrict or limit the powers of directors of the Borrower to borrow money upon the credit of the Borrower; to issue, re-issue, sell or pledge debt obligations of the Borrower; or

(b) restrict or limit the authority of the directors of the Borrower by resolution to delegate the powers set out in subparagraph (a) to a director, a committee of the directors or an officer of the Borrower.

6. No acts or proceedings have been taken or are pending by or against the Borrower in connection with, the Borrower has not received any notice in respect of, and the Borrower is

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not in the course of, any dissolution, liquidation, winding-up, bankruptcy, insolvency, amalgamation, continuation or reorganization.

7. On the date hereof, the persons named below are duly elected or appointed officers of the Borrower holding the offices set opposite their names and the signatures set out opposite their names are the genuine signatures of such persons:

Name Office Held Specimen Signature

■ ■

■ ■

■ ■

8. Infrastructure Ontario is authorized to act upon any instructions received from any of these persons from time to time, whose instructions shall be binding upon the Borrower, until the Borrower provides written revocation of such authority to Infrastructure Ontario and Infrastructure Ontario has had a reasonable period of time to change its internal controls to give effect to such revocation.

9. The Corporation’s principal place of business and its chief executive office and principal place of residence is located in the Province of Ontario.

DATED at ______________, Ontario this ____ day of ____________.

Name: ■ Title: ■

I, ■ [Insert Name], ■ [Insert Title] of the ■ [Insert Legal Name of Borrower], hereby certify for and on behalf of the Borrower, and not in my personal capacity, that ■ is the ■ of Board of Directors of the Borrower and that the signature appearing above is [his/her] genuine signature.

DATED at _________, Ontario this ____ day of _______________.

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Name: ■

Title: ■

[AFFIX CORPORATE SEAL]

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SCHEDULE A [Letters Patent/Articles of Incorporation establishing the Borrower]

See attached.

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PENDING BOARD APPROVAL

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Appendix C

CERTIFICATE OF OFFICER REGARDING LITIGATION

IN THE MATTER OF an application of the ■ (Insert Legal Name of Borrower) (the “Borrower”) dated ■ [Insert Date of Application] (the “Application”) to the Ontario Infrastructure and Lands Corporation for short and long term project financing in the maximum aggregate principal amount of $ ■ [Insert Amount of Requested Funds] in respect of the projects more particularly described in the Application (individually a “Project” and collectively the “Projects”)

TO: ONTARIO INFRASTRUCTURE AND LANDS CORPORATION This Certificate is delivered as an attachment to the Application.

I, ■ [Insert Name of Officer], the ■ [Insert Title of Officer] of the Borrower, certify for and on behalf of the Borrower as follows: 1. [Except as summarized in Exhibit “A” hereto], there is no litigation or judicial or

administrative proceeding of any kind now existing, pending or threatened that in any way seeks to restrain, enjoin, delay or otherwise adversely affect the commencement or completion of any of the Projects or that would substantially impair the Borrower’s ability to meet its debt obligations as they generally come due or that in any manner questions the proceedings and authority under which the Projects or the borrowings applied for in the Application have been or will be authorized, or the capacity of the officers of the Borrower authorized in that behalf there under.

DATED this ■ day of ■, 200■.

[■ Insert Legal Name of Borrower]

_______________________________ Name: Title:

[AFFIX CORPORATE SEAL]

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EXHIBIT “A” PENDING LITIGATION

[LIST HERE OR INSERT

“NONE”]

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Appendix D

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DESIGNATION OF SIGNING OFFICERS AND DELEGATION OF SIGNING AUTHORITY





To update the Designation of Signing Officers and Delegation of Authority in recognition of Executive Staff changes

STRATEGIC GOAL: Foster an Organizational Culture of Leadership, Accountability, and Continuous Improvement

NEXT STEPS: Update of Banking Resolution and Certificate of Officers, Directors and Signing Authority

1. CONTEXT

OCH By-Law No. 9, as enacted by OCH’s Board of Directors on May 8, 2014 (Ref: Clause 13.01), provides that: “Deeds, transfers, assignments, contracts and obligations of the Corporation may be signed by the Chief Executive Officer or any other person designated by the Directors. Notwithstanding this, the Board may at any time and from time to time direct the manner in which and the person or persons by whom any particular deed, transfer, contract or obligation or any class of deeds, transfers, contracts or obligations may be signed.” The same by-law (Ref. Clause 15.02) provides that “All cheques and other negotiable instruments for the payment of money shall be signed in such manner and by such officers or persons as the Board may from time to time designate”.

2. KEY APPROVAL ELEMENTS The recommendations provide a clear assignment of signing authority including the limits within which one signatory can sign alone, as well as, provision for delegation of authority to additional senior managers.

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3. CONSULTATION

The recommendations advanced in this report are consistent with the policy on Purchasing and Procurement that was approved by the Board of Directors on August 14, 2014.

4. FINANCIAL IMPACT This is an administrative manner that is consistent with best financial practices and the exercise of due diligence by the Board of Directors.

5. NEXT STEPS

Update Banking Resolution and Certificate of Officers, Directors and Signing Authorities.

6. RECOMMENDATION (S) That the following positions be designated as signing officers for the Corporation:

(1) Chair; (2) Vice-Chair; (3) Treasurer; (4) Chief Executive Officer; (5) Vice President and Chief Financial Officer; (6) Vice President of Real Estate; (7) Vice President of Organizational Effectiveness; (8) Vice President of Tenant Services; (9) Vice President Community Development

That the signatures of any two signing officers be required on all cheques and negotiable instruments.

That the signature of two signing officers be sufficient for all contracts and non-negotiable instruments with a value up to $250,000, excluding applicable taxes.

That the signature of the CEO and one signing officer be required for all contracts and non-negotiable instruments with a value of $250,000 or more, excluding applicable taxes.

That the Chief Executive Officer be authorized to delegate signing authority up to $50,000, to any senior manager of the Corporation and up to $10,000 to any other manager with an appropriate level of responsibility.

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That the Chief Executive Officer be authorized to delegate signing authority up to $100,000, to any senior manager of the Corporation for extraordinary circumstance purchases considered necessary to remedy a situation without regard for a competitive process.

That the Chief Executive Officer be authorized to delegate signing authority for leases of residential units to appropriate staff.

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BOARD AND COMMITTEE MULTI-YEAR LEARNING PLAN



FROM: Kelly Hastings, Program and Policy Officer, Organizational Effectiveness

PURPOSE: FOR APPROVAL

Approval of the Board and Committee Learning Plan


Promote good governance and effective management

NEXT STEPS: Implement the Board and Committee Learning Plan

1. CONTEXT § Importance of ongoing learning identified in 2014 Enhanced Governance Review § The Board and Committee Multi-Year Learning Plan was introduced in 2014 § Incorporates varied learning approaches § Additional learning materials will be shared through the ‘At a Glance’, e-bulletin

for Board and Committee Members 2. KEY APPROVAL ELEMENTS § Three learning events are planned for 2016 § Content aligns with governance responsibilities § Learning schedule provides flexibility to integrate emerging needs

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3. CONSULTATION § Research on governance best practice and Board Orientation and Learning

§ Board Orientation, Governance Studio § Best Practices: Nonprofit Corporate Governance, McDermott Will & Emery § The Guide for Not-For-Profit Governance, Weil, Gotshal & Manges LLP

§ Internal consultation, including members of the Senior Executive Team § This report was approved by the Board Governance Sub Committee on

November 25, 2015 and the Sub Committee recommended that this report be forwarded to the Corporate Affairs Committee for approval.

§ The presentation was received by the Corporate Affairs Committee on December 15, 2015.

4. KEY IMPACTS, BENEFITS & RISKS § Focus on specific topics with clear learning objectives § Increased Board and Committee knowledge of governance effectiveness

5. FINANCIAL IMPACT § Approximately $2,000 annually (guest speakers, room rental, and food)

6. SUCCESS MEASURES § Board and Committee participation § Board and Committee satisfaction rating, including:

§ Learning objectives were clear and were met § Learning activity was relevant § Instructions were clear and materials useful § Learning method was effective

7. NEXT STEPS § Implement the Board and Committee Learning Plan

8. RECOMMENDATION (S) § That the Board of Directors approve the Board and Committee Learning Plan, as

identified in this report.

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APPENDICES

A. BOARD AND COMMITTEE LEARNING PLAN

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Appendix A: Multi-Year Board and Committee Learning Plan 2016-2017

Date Event Duration Objectives

February 2016 (date to be determined)

The Municipal Housing Picture

1.5 hours · Describe the demographic predictions for the City of Ottawa

· Identify how the City’s transportation plans impact housing development

· Explain the City’s vision for future housing development

· Link OCH housing plans to the needs of the City of Ottawa

June 2016 (date to be determined)

Governance Essentials: Fiduciary Duties and Conflicts of Interest

2 hours · Review fiduciary duties of all Board and Committee members

· Recognize the risks posed when fiduciary duties are overlooked

· Identify real, potential and perceived Conflicts of Interest

· Explain how to avoid and mitigate conflicts of interest

October 2016 (date to be determined)

OCH Financial Status and Strategy

1 hour · Identify the prominent sources for OCH funding, including key government funding agreements in place and how they work

· Explain how to provide diligent financial oversight · Describe financing (refinancing) strategies used

and/or contemplated by OCH February 2017 (date to be determined)

New Member Orientation

4 hours · Identify OCH tenant demographic and shifting needs · Describe OCH’s organizational structure and services · Describe the OCH portfolio · Describe the OCH Portfolio Renewal Strategy · Review the legal framework in which OCH operates · Describe OCH’s funding sources · Identify the fiduciary duties of Board and Committee

members · Identify real, potential and perceived Conflicts of

Interest · Explain how to avoid and mitigate Conflicts of

Interest ·

June 2017 (date to be determined)

Telling Our Story

1.5 hours · Explain the OCH Business Intelligence Model · Identify the Key Performance Indicators used in

business reporting · Identify the strategic reports used in telling the OCH

story · Interpret the OCH Scorecard and potential

governance response October 2017 (date to be determined)

OCH’s Policy Framework

1 hour · Describe the process for developing policy at OCH · Review OCH’s Policy Framework · Explain the role of the Board and Committees in the

Policy Framework

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2015 CORPORATE SCORECARD



FROM: Stéphane Giguère Chief Executive Officer

PURPOSE: To provide the 2015 year-end progress report on the Corporate Scorecard.


To ensure alignment of and progress on key objectives set out in OCH’s Strategic Plan (past and new)

NEXT STEPS: To report to the Board with a mid-year progress report in June

1. EXECUTIVE SUMMARY § This report outlines the status of work undertaken in accordance with the

corporate scorecard/work plan (Corporate Scorecard); identifying key initiatives and projects that supported the 2012-2015 Strategic Plan.

§ The 10-Year Strategic Plan, spanning 2016 to 2025, was presented to and approved by the Board of Directors at the November 2015 meeting. As a result of the new Strategic Plan, a new Corporate Scorecard aligned with the four main goals identified in the new 10-Year Strategic Plan has been developed (see Appendix B).

§ In cases where the objectives set for 2015 are part of a multi-year journey and remain aligned with the goals of the new Strategic Plan, they have been carried over to the 2016 Corporate Scorecard.

2. CONTEXT § A Corporate Scorecard (formerly known as the CEO Scorecard) progress report is

presented to the Board biannually; as a mid-year and year-end report.

2015 Corporate Scorecard § The 2015 Corporate Scorecard (Appendix A) reflects the key initiatives under the

14 goals and five key focus areas (Our Homes, Our Communities, Our Service,

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Our Partners and Our Team) of the 2012-2015 Strategic Plan. It also identifies associated timelines, progress and comments for each initiative.

§ As part of the overall corporate implementation, these goals were communicated extensively to staff throughout the organization and were the main tool for maintaining strategic focus and for monitoring progress.

§ The 2015 mid-year report that was presented to the Board in September 2015. § Part A of the Corporate Scorecard (Appendix A) includes the first eight measures

being piloted through the Business Intelligence Team (BIT) for which results will be included in the 2016 Corporate Scorecard report.

2016 Corporate Scorecard § As a result of the new Strategic Plan, a new Corporate Scorecard aligned with the

streamlined 4 main goals of the Strategic Plan has been developed (see Appendix B).

§ Key projects and initiatives for longer term objectives from the previous year’s scorecard have been carried over into the 2016 Corporate Scorecard.

§ Consistent with the multi-year nature of many strategic priorities, many of the new objectives are expected to span a three to five year timeframe which has been reflected in the scorecard timelines.

§ As part of the overall corporate implementation of the new Strategic Plan, these goals and initiatives will be communicated to staff throughout the organization and will be the main tool for maintaining strategic focus and for monitoring progress. The establishment of clear, consistent performance objectives will help the entire organization, from CEO, to senior staff, to front lines, to remain focused on relevant priorities as approved by the Board of Directors.

3. CONSULTATION § Executive management staff have been consulted and participated in the

development of these objectives. 4. KEY IMPACTS, BENEFITS & RISKS § These priorities provide overall corporate direction to all staff once they are

approved. They also provide an alignment with our community partners and to stakeholders involved in OCH operations.

§ Timelines, targets and measures allow OCH to be accountable to its Shareholder, tenants and partners; as well as provide insight to improve decision making.

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5. FINANCIAL IMPACT § Any financial impacts of these initiatives and performance objectives have been

reflected in both the 2015 and 2016 operating and capital budgets as appropriate. 6. CONCLUSION § A 2016 mid-year review will provide an update on the progress of the new

Corporate Scorecard (per Appendix B).

§ A year-end report will provide a complete year-end review of the progress made toward the corporate objectives.

7. RECOMMENDATION (S) § That the Board receive this report for information.

APPENDICES

A. 2015 YEAR-END CORPORATE SCORECARD B. NEW 2016-2018 CORPORATE SCORECARD

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Ottawa Community HousingCorporate Score Card and Work Plan

2015 Year End Update

Introduction

Legend:Status (Green/Yellow/Red)

Corporate Services Target completion date met, progressing very well Green

Asset Management Target completion date has/may not be met but good progress Yellow

Tenant Services Target completion date will not be met, progressing with some difficulty and/or delays Red

Community Development

Organisational Effectiveness

Key Projects/Initiatives

This Corporate Scorecard reflects the key initiatives under the 14 goals and five key focus areas (Our Homes, Our Communities, Our Service, Our Partners and Our Team) of the 2012-2015 Strategic Plan. It also identifies associated timelines, progress and comments for each initiative.

Part A of this Corporate Scorecard includes the first eight measures being piloted through the Business Intelligence Team (BIT) for which resulting measures will be included in the 2016 Corporate Scorecard report.

The legend below provides a reference for the color coding used in the scorecard indicating the lead department for each of the initiatives; as well as, a description of the status codes of green, yellow and red.

DRAFT - Version 9.1Updated: December 30, 201599


2015 Year End Update

Strategic Plan Objective Performance Indicator Description Frequency 2015 Target Measure Current Measure Date of Measure

Provide well-maintained housing Demand Maintenance Effectiveness RatingQuarterly

Ensure financial sustainability Long Range Financial ForecastAnnually

Build safe and healthy communities No-Smoking Conversion PercentageQuarterly 10% 16.4% September 30, 2015

Build a customer-focused, results oriented culture

Pest-Free Housing PercentageAnnually

Ensure responsive service to tenants Capital Works Project Completion ForecastAnnually

Support successful tenancies and healthy communities

Partnership Rating


Current Year Budget VarianceQuarterly

Be an excellent employer Employee Engagement Rating

Our Homes

Our Communities

Our Service

Our Partners

Our Team

DRAFT - Version 8Updated: December 30, 2015100


2015 Year-End Update

Strategic Plan

ObjectiveKey Goals Key Projects/Initiatives

Planned Completion

Date

Level of Completion

(%)

Status (Green/Yellow/

Red)

Comments and Key Highlights (as required)

Our HomesEnsure strategic and long term approach to portfolio management.

Develop a portfolio management framework to enable strategic and informed investment decisions in OCH portfolio. 2015 - Q3 100% Green

Implement 2015 Capital Works program.2015 - Q4 100% Green

2015 Capital budget fully committed, implementation will continue throughout 2016.

Update three year Community Investment Plans. 2015 - Q3 100% Green

Finalize the long range portfolio management strategy. 2017 - Q4 20% GreenEnsure sufficient resource capacity to develop and implement the portfolio management framework. 2015 - Q4 100% Green

Complete construction of new housing development at Lees Avenue. 2016 - Q2 85% Green

Complete construction of new housing development at Michelle Heights. 2016 - Q2 50% Green Funding from City approved ($650K)

Develop and begin implementation of new multi-year green (sustainability) plan. 2015 - Q4 100% Green

Provide well-maintained housing

Adopt green practices

Ensure sufficient resource capacity to develop and implement the portfolio management strategy.

Set direction and establish initiatives to become a leader

Ensure effective use of capital budget.

Pursue portfolio growth and renewal




Implement Long Term Financial Strategy 2015 Work Plan. 2015 - Q4 99% Green

Exceeded targets in debt financing and City funding. Feasibility study on revenue generation options completed. Ten-year refinancing analysis completed. Debt analysis completed, improved OCH debt profile. Obtained City approval of refinancing for three year period. Improved OCH purchasing and contract management practices. Continued work on standardization needed. Property sales target not met. Pursing adoption of new strategy and approach for obtaining bulk ministerial approval to support portfolio management.

Work toward solutions that evolve toward a more for long- term sustainable financial model for OCH.

Identify and assess viable alternatives and long-term funding solutions (e.g. refinancing, rental developments) to achieve a financially sustainable business model for OCH.

2016 - Q2 50% Green

Refreshed models of long-term financing and revenue projections. Portfolio evaluation tool developed to identify and assess opportunities to leverage assets. OCH actively collaborating with Housing Services Corporation and Housing Partnership Collaboration on the establishment of housing sector bank.

Engage the financial sector and seek input on future interest and options.

Develop plan(s) to implement any viable solution(s) identified. 2016 - Q3 10% Green

Communities

Build tenant capacity to identify, report and play a role in reducing domestic violence and sexual violence and exploitation.

2016 - Q1 50% Yellow Postponed until after staff training completed, targeted for 2017 -Q2.

Create program, material and/or opportunities which enable safer communities.

Build safe and healthy communities

Ensure financial sustainability

in sustainability in social housing industry.




Explore social enterprise and job readiness opportunities for high-risk young men living in OCH communities. 2015 - Q4 100% Green

OCH will continue to advocate for and support OPS gang strategy. Discussions with Youth Services Bureau, City of Ottawa, the Boys and Girls Club, etc. were concluded. Efforts and initiatives are underway.

Implement the Seniors Safety Audit. 2015 - Q4 60% Green Sites selected and audit tool developed. Audits targeted to be completed by Q1 2016.

Strengthen tenant partnerships

Undertake initiative(s) to build tenant capacity.

Facilitate a tenant led initiative to identify Tenant Ambassadors aimed at foster greater understanding and awareness of social housing.

2016 - Q1 35% Green Successful launch with CTV Amazing People tenant finalist.

Our ServiceConduct an independent tenant survey to evaluate current tenants' experience in, and with, OCH housing and related services.

2015 - Q4 100% Green Survey completed in June 2015; results shared with Board and committees.

Develop an implementation plan based on gaps and opportunities identified by the tenant survey. 2016 - Q1 100% Green

Action plan developed and presented to Corporate Affairs Committee and Board. Implementation to occur throughout 2016

Investigate and pilot pest management solutions and models. 2015 - Q4 100% GreenPilots undertaken, new strategy developed; ensdorsed by executive team, approved by Board.

Review and/or establish service standards (e.g. response time, process, frequency) for primary tenant services (e.g. service requests, rentals, call centre).

2016 - Q2 50% GreenPreliminary work started as part of tenant experience; scorecards adapted to reflect standard.

Build staff capacity to identify, report and play a role in reducing domestic violence and sexual violence and exploitation.

2015 - Q3 50% GreenDeveloping training material for staff. Tenant awareness raising will follow the staff awareness.

Build a customer-focused, results oriented culture

Define and standardize the experience, including service to tenants ('tenant experience').

Ensure responsive service to tenants



2015 Year-End UpdateReview current vendor contracts in relation to tenant interaction protocols and service standards to ensure consistency and standardization.

2016 - Q1 90% Green

Standard Terms and Conditions for vendors complete, on target for implementation in 2016 Q1. Expanded on service levels in vendor contract clauses. Tenant experience sub work group addressing standardization; work on standards for cleaning, A/C, sheds, finished basements and satellite dishes. Revised and updated appliances and painting contracts and associated standards.

Examine opportunities and need for Tenant Ombudsman aimed at facilitating and providing access to effective issues resolutions.

2016 - Q4 30% Green

Researched practices among other organizations with respect to similar third party tenant advocates/ombudsman. Not a widely used practice. Consulting tenant survey for further insights provided by tenants. This exploratory work will comprise part of the Tenant Experience work group plan.

Implement new After Hours Services Plan. 2015 - Q3 100% GreenImplementation finalized and post implementation report tabled at Board committee (December).

Ensure responsive service to tenants (continued)

Complete video surveillance pilot. 2016 - Q2 95% Green Final recommendations and reports beng finalized; evaluation conducted.

Our Partners

Finalize Memorandum of Understanding with Ottawa Police Service aimed at enhanced collaboration. 2015 - Q3 100% Green

June 22 OPS Board approval and signing. Actively implementing the agreement and strengthening ongoing collaboration.

Review and established renewed partnership arrangements with onsite partners. 2016 - Q1 70% Green

Final agreement ready for Salus and Community Houses discussions ongoing with the City.

Establish and/or renew collaborative partnerships which support tenants.

Support successful tenancies and healthy communities




Consult key social services partners to investigate existing and required supports for high need tenants. 2016 - Q2 50% Green

Working with health and emergency service partners to understand the cost of responding to high need tenants in crisis. Initiating dialogue with mental health and addiction providers on community based supports.

Participate in housing sector studies/surveys lead by ONPHA and Housing Services Corporation. 2015 - Q4 100% Green

Work with local universities to foster interest and identify research opportunities which support OCH's mandate and/or agencies offering supportive services to OCH tenants.

2015 - Q4 100% Green

Meetings with University of Ottawa and Carleton University, identifying potential research opportunities and next steps to further foster greater interest and investment into research supporting social housing.

Our TeamIdentify key policy and procedure gaps and make recommendations for priorities for development. 2015 - Q2 100% Green

Implement "Enhanced Governance" initiatives. 2016 - Q4 65% GreenOutstanding initiatives include items such as risk reporting through Q-Bit dashboard, by-law review, web-enabled meetings.

Develop new strategic plan and long-term vision for OCH. 2015 - Q4 100% Green

Identify gaps and/or opportunities in current communication and media relations; and develop corresponding strategy to address/fulfil these.

2015 - Q2 80% Yellow

Review, identify and implement Business Process Improvements (min.1 per department). 2015 - Q4 100% Green

Tenant Interac payment process improvements, resulting in simplied work flow, increased productivity. Simplied procure to pay process for planned maintenance. Annual reporting process reviewed and improvements being implemented for 2016.

Contribute to sector capacity


Ensure appropriate policy, procedural, planning and evaluative frameworks are in place.

Promote good governance and effective management (continued)

Ensure appropriate policy, procedural, planning and evaluative frameworks are in place. (continued)




Establish standing offer arrangements up to three select contracted out tenant services with high volume and opportunities for more strategic sourcing and vendor engagement.

2015 - Q4 100% Green

Restoration Services SOA to be extended or posted by year end 2015. New and strategic approach developed for painting SOA, aimed at improvements to quality and process; to be established in Q1 2016. New flooring SOA being developed for 2016 Q1.

Pilot and report on first phase of corporate performance measures. 2015 - Q4 90% Green

Enhance privacy and records retention practices, awareness and training across the organization. 2016 - Q4 40% Green

Develop a standardized program/project evaluation framework and tools to assess effectiveness of new and large-scale changes implemented across the organization.

2016 - Q3 10% Green

Identify and implement enhancements to IT systems and IT service delivery model. 2016 - Q2 65% Green

System upgrades with enhancements complete. Complleted current state assessment, drafted new IT strategy. Technology in Business group established to inform future business needs and priorities. Realigned IT department with OE. New service desk software successfully implemented. Implemented new business transformation team for continued enhancements to IT systems.

Undertake preliminary and high level assessment of current organizational capacity including identification of functional gaps and benchmarking to other organizations.

2016 - Q2 65% Green

Departmental high level review undertaken with short and long-term gaps and needs identified resulting in organizational changes and some additional capacity to address gaps. IT resourcing identified as below benchmark. Further review of legal, community developoment, tenant services, and business services being undertaken.

Promote good governance and effective management (continued)

Ensure appropriate policy, procedural, planning and evaluative frameworks are in place. (continued)




Develop framework and assessment to identify and support ongoing performance. 2016 - Q2 45% Green

Pilot initiatives undertaken to assist with greater visibility and improved performance in areas of maintenance delivery.

Develop and generate system reports to meet identified priority reporting requirements across the organization. 2015 - Q4 80% Green

Several reports are now available across the organization; this is a shift and improvement from the previous limited capacity and access to centralized reporting. Continued focus on increasing capacity and improved management, including identification of business needs. Hiring new manager in 2016 to increase capacity and enable improved responsiveness.

Be an excellent employer

Enable and create opportunities for employee development and leverage fully skillsets and talent.

Develop second phase of the management development program. 2015 - Q4 45% Yellow

Following consultation with management and to enable a more strategic focus, efforts were shifted to developing a talent management strategy to inform smart investment and development programs for management.

Enable and create opportunities for employee development and leverage fully skillsets and talent. (continued)

Invest in and develop more effective communication tools based on needs identified by employees (e.g. employee newsletter).

2015 - Q4 100% Green

Identify additional training and tools needed to support staff with business transformation changes such as new business processes, technologies/systems.

2016 - Q2 65% Green

Training and support sessions undertaken on contractor portal, reporting. Enhancements and pilots to assess and improve resource allocation and utilisation by the system. Provided tools such as mobile devices (SurfacePro) to enable greater flexibility.

Develop and launch an Employee Volunteer Program (EVP). 2015 - Q3 100% Green

Evolve the workforce in a planned and strategic manner.

Be an excellent employer (continued)




Undertake preliminary risk assessment and steps to inform succession planning activities over the next 3-5 years. 2016 - Q2 80% Green

Completed assessment, done modeling for retirement and eligibility for retirement. Talent Management strategy and assessment to inform investment undertaken.

Implement 2015 Human Resource Training Plan. 2015 - Q4 100% Green

Corporate training planned for 2015 delivered; included executive leadership training. OCH leveraged technology in the delivery of training.

Create outlet for staff identified ideas through launch of staff ideas program and implementation of first intake idea(s). 2016 - Q1 75% Green

Complete the assessment of non rental revenue potential in OCH stock. 2015 - Q2 100% Green

Implement pilot(s) of revenue generation findings. 2015 - Q3 65% YellowCompleted feasibility study, concluded sponsored wi-fi not viable. Exploring low cost wi-fi to tenants pilot, launching in Q2 2016.

Procure multi year laundry services contract. 2015 -Q4 30% Yellow

Multi-departmental initiative, pilot project completed to refurbish 3 laundry rooms and convert to natural gas with installation of meters to track utility usage. A resource dedicated to revenue generation will evaluate all options in 2016.

Seek out new funding or grant programs that will lead to decreased operating costs (e.g. retrofits). 2015 - Q3 100% Green Funding secured to support lighting retrofit

program and heating management system.

Legend:

Status (Green/Yellow/Red)Corporate Services Target completion date met, progressing very well GreenAsset Management Target completion date has/may not be met but good progress Yellow


Pursue revenue generation and cost reduction opportunities

Pursue revenue generation and cost reduction opportunities (continued)

Assess and implement initiatives with greatest opportunity for reducing costs and/or increasing revenue. (continued)

Assess and implement initiatives with greatest opportunity for reducing costs and/or increasing revenue.




Tenant ServicesTarget completion date will not be met, progressing with some difficulty and/or delays Red

Community Development

Organizational Effectiveness



2016-2018

Introduction

Legend:Status (Green/Yellow/Red)

Corporate Services Target completion date met, progressing very well Green

Asset Management Target completion date has/may not be met but good progress Yellow

Tenant Services Target completion date will not be met, progressing with some difficulty and/or delays Red

Community DevelopmentOrganisational EffectivenessJoint/Cross Departmental

This Corporate Scorecard reflects the key initiatives under the 4 key goalsof the 2016-2025 Strategic Plan. It also identifies associated timelines, progress and comments for each initiative.The legend below provides a reference for the color coding used in the scorecard indicating the lead department for each of the initiatives; as well as, a description of the status codes of green, yellow and red.


Part A of this Corporate Scorecard includes the first eight measures being piloted through the Business Intelligence Team (BIT) for which resulting measures will be included in the 2016 Corporate Scorecard final report.



2016-2018

Strategic Plan Success Measure Frequency Target Measure Current Measure Date of Measure

Engaged tenantsAnnually

Tenant Circles and/or Associations in 40% of

OCH communities

Tenant Circles and/or Associations in 30% of

OCH communitiesDecember 1, 2016 For Illustrative Purposes Only

Effective partnerships with agencies supporting tenants

Community-driven asset improvements

Satisfied tenants Every Second Year 70% 75% September 1, 2015 For Illustrative Purposes Only

Responsive and efficient service delivery model

Healthy and safe living environmentsachieved through building systemmaintenance according to law andindustry practice

Housing portfolio in good conditionAnnually "Good" rating on FCI* Fair October 1, 2016 For Illustrative Purposes Only

Business process efficiencies

Increase secondary revenue, basedon an established annual target

Capital investment plan executed

STRATEGIC GOAL: Nurture healthy, safe and inclusive communities

STRATEGIC GOAL: Deliver quality services to every tenant, every home

STRATEGIC GOAL: Innovate to meet housing and financial needs



2016-2018

Budget aligned with revenue and expenditures

Engaged workforce Every Second Year 70% 82% Every Second Year For Illustrative Purposes Only

Talent fully optimized

Strong and effective peer network

Effective governance

Positive public perception

STRATEGIC GOAL: Foster an organisational culture of leadership, accountability and continuous improvement



2016-2018

Strategic Goal Key Strategies Key Projects/InitiativesPlanned

Completion Date

Level of Completion

(%)

Status (Green/Yellow/

Red)

Comments and Key Highlights (as required)

Expand and improve effectiveness of practices and programs aimed at increasing tenant accountability, empowerment and engagement

2017

Develop key partnerships aimed at delivering programs which build tenant capacity and empowerment 2018

Build tenant capacity to identify, report and play a role in reducing domestic violence and sexual violence and exploitation

2017

In partnership with Ottawa Public Health, identify mutual objectives and an action plan; and review annually 2017

Broaden the safety culture, communication, awareness and feedback mechanism to promote safety in a more holistic way 2016

Increase and formalize collaboration efforts with Ottawa Fire Safety with respect to fire safety including training, education, data exchange, targeted promotion and communication efforts, and joint pursuit of pilot initiatives

2018

Facilitate the establishment of more structured post-incident supports for tenants 2017

Review and established renewed partnership arrangements with onsite partners 2016

Build on partnership, and continue collaboration, with Ottawa Police Services by identifying annual goals and implementing corresponding action plan

2016

Nurture healthy, safe and inclusive communities

Directly and through partnerships, empower tenants to create the communities they want to live in

Establish supports with partners to address tenant and community needs



2016-2018

Identify and plan opportunities to recognize and celebrate tenant leadership and community involvement 2017

Work with the City of Ottawa Parks, Recreation and Culture Department towards more strategic and optimized recreational resources and engagement of tenants in both the planning and utilization of opportunities in the broader Ottawa community

2017

Examine opportunities and need for Tenant Ombudsman aimed at facilitating and providing access to effective issues resolutions

2016

Implement tenant survey action plan based on gaps and opportunities identified by the Tenant Satisfaction Survey Q4 - 2016

Establish a program for continuous monitoring and evaluation of maintenance services including system and processes; track and communicate progress

2018

Review and enhance process for current and future tenant data collection and applicant assessment to inform community profiling and enable best choices and opportunities for tenants

2018

Facilitate access and availability of support services and programs needed by tenants

Identify gaps in partner agency programs and services needed by tenants and communities and opportunities for more streamlined and coordinated delivery of services; and develop an advocacy plan for these services and coordinate accordingly

2017

Make best use of technology to enhance the tenant experience

Identify key opportunities where technology can be leveraged to both improve the service to OCH tenants and opportunities for tenant feedback 2018

Establish consistent practices and standards for building maintenance 2017

Review and/or establish service standards (e.g. response time, process, frequency) for primary tenant services (e.g. service requests, rentals, call centre)

2016

Engage with the broader neighbourhood and the City of Ottawa

Deliver quality services to every tenant, every home

Improve our understanding and response to the needs of current and future tenants

Improve maintenance services standards and delivery model



2016-2018

Assess and select most efficient and effective delivery method for key services such as pest management and maintenance 2016

Finalize the long range portfolio management strategy 2017

Complete construction of new housing development at Lees Avenue 2016

Complete construction of new housing development at Michelle Heights 2016

Pilot a small scale redevelopment opportunity identified by the portfolio management housing review 2018

Explore and capitalize on real estate market opportunities (acquisition, divestiture) to better align housing stock with long range objectives identified by the Portfolio Management Framework

2018

Refresh and implement the Long Term Financial Strategy 2016

Identify and assess viable alternatives and long term funding solutions (e.g. refinancing, rental developments) to achieve a financially sustainable business model for OCH

2018

Regularly liaise with City of Ottawa Waste Management department to identify opportunities to leverage outreach programs, waste data and support City in client mapping, tenant engagement and pilot projects

2016

Implement and monitor the three-year Green Plan 2016

Establish a vendor strategy including identifying practices which foster greater accountability and leverage vendor ingenuity toward sustainable solutions

2017

Identify, select and deploy standards for new builds and ongoing maintenance of OCH housing 2018

Innovate to meet housing and financial needs

Actively manage housing stock through strategic rationalization, redevelopment, acquisition and disposition

Leverage funding, financing and partnership opportunities

Leverage purchasing power to obtain greater cost efficiencies and improved service



2016-2018

Assess, understand and make decisions to enable OCH to be responsive to the Housing First model, including key partnerships and optimal housing options such as block leases to supportive housing

2016

Increase resources and develop tools for identifying and implementing process improvements 2018

Work with City to expand operating agreement to provide more flexibility and opportunity 2017

Explore service offering potential and opportunities to assist with housing sector capacity (e.g. offering HR , procurement, risk management) as secondary revenue source

2018

Pilot dedicated resource position to explore capital project sponsorships and funding application; determine cost benefit and long-term viability

2018

Facilitate a tenant-led initiative to identify Tenant Ambassadors aimed at foster greater understanding and awareness of social housing

2016

Implement "Enhanced Governance" initiatives 2017Undertake preliminary and high level assessment of current organizational capacity including identification of functional gaps and benchmarking to other organizations

2017

Create outlet for staff identified ideas through launch of staff ideas program and implementation of first intake idea(s) 2016

Allow for a more adaptable and agile workforce

Develop and incorporate into an HR strategy an approach which allows OCH to continually attract, develop and retain the right talent

2017

Enhance privacy and records retention practices, awareness and training across the organization 2018

Develop a standardized program/project evaluation framework and tools to assess effectiveness of new and large scale changes implemented across the organization

2016

Enhance team performance and the profile of the organization

Evolve to more efficient and adaptable business practices

Create and expand secondary sources of revenue

Foster an organisational culture of leadership, accountability and continuous improvement

Invest in and develop effective tools and best practices based on need



2016-2018

Identify and implement enhancements to IT systems and IT service delivery model 2016

Create formal and informal opportunities to identify, participate and share learnings from networks and associations that bring value and innovation

2017

Deliver targeted training and tools to enable more effective fire and City by-law compliance which contributes to safer, healthy environments and reduces potential unnecessary costs

2017

Work with academic institutions to foster increased commitment to research to support social housing including practices, programs and strategic decisions

2018

Keep our values alive in all that we do by embedding them in our daily practices and interactions

Identify practices such as performance appraisals, project plans, meeting protocols, procurement, and opportunities such as employee newsletter, recognition, events to further embed, promote and live OCH values

2016

Finance Asset ManagementTenant Services (and HR)Community DevelopmentOrganisational EffectivenessJoint/Cross Departmental

Create and optimize opportunities for development, knowledge and best practices exchange across the housing sector

Foster an organizational culture of leadership, accountability and continuous improvement (continued)


TENANT EXPERIENCE PROJECT – TENANT SATISFACTION SURVEY



FROM: Guy Arseneau VP, Tenant Services

PURPOSE: FOR INFORMATION

To provide the Tenant Satisfaction Survey results to the Board for information


Ensure responsive service delivery to tenants and provide well maintained housing

NEXT STEPS: To consult more broadly on results and action plans


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1. EXECUTIVE SUMMARY

§ As part of the tenant experience project, a tenant satisfaction survey was conducted to gain a better understanding of tenants and what their levels of satisfaction were with their homes and our services (Appendix A – survey results)

§ The intent is to utilize the survey results to gauge OCH’s level

of responsiveness to OCH commitments, to improve services and develop standards

§ The 2015 survey will serve as the baseline assessment with

follow up surveys to be conducted periodically (every 18-36 months)

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2. CONTEXT

§ Survey results provide a launch pad from which to devise an action plan to improve areas that are deemed less satisfactory and a communication plan for those areas where superior results are reported

§ Survey results can be used to compare OCH’s relative performance in the sector

§ Survey results reflect OCH behaviour and tenant expectations SURVEY RESULTS ARE THE VOICE OF THE TENANTS

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3. CONSULTATION

§ The OCH survey questionnaire was devised by an external consultant and conducted by a research firm via telephone

§ The questionnaire was presented to Corporate Affairs and the Board of Directors in May and June 2015 respectively

§ The questionnaire was piloted at the District Based Committee on June 17, 2015


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§ Provide a better understanding of OCH tenants § Provide a baseline from which to measure future feedback § Identify areas for improvement § Ability to set priorities based on targeted efforts § Provide a forum for key messages § Provide a “rich” database to rely on for future decision making § In the absence of validation cycle and data analysis, data on

itself could be misleading

122

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5. FINANCIAL IMPACT

§ The third party costs to develop and deliver the survey were $47,845.

123

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6. CONCLUSION

Survey results are favorable and also serve to identify areas of improvement for the organization. This exercise is part of a continuous quality improvement cycle that is both consultative and iterative.

124

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

125

QUESTIONS

126

APPENDIX A TENANT SATISFACTION

SURVEY RESULTS - SUMMARY

127

- 11 -

75% 75% 74%

OVERALL SATISFACTION

Highlight: OCH scores were similar or better to comparable surveys conducted in the social housing sector.

are satisfied with their homes

are satisfied with their communities

are satisfied with the level of service

128

- 12 -

OVERALL SATISFACTION

AMONG SENIORS are satisfied with their

homes

are satisfied with their communities 85%

87%

90% of seniors report feeling safe overall

129

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58% are mostly or completely

proud of their neighborhood

75% feel comfortable

asking their neighbours for

help

78% use OCH offices

as a point of contact

TENANT SATISFACTION: OCH COMMUNITIES

130

- 14 -

TENANT SATISFACTION: OCH SERVICES

89% of tenants find maintenance staff are helpful and polite

72% are satisfied with the quality of work performed by maintenance services

131

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of tenants feel safe inside their homes

of tenants feel safe outside their homes

Tenant Safety

& Security

91%

81% 132

- 16 -

OCH Highlight:

Most tenants are very satisfied with our security

services, including staff and timeliness of response.

133

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of tenants report that they are able to access the internet in some capacity

70%

56% prefer traditional mail prefer the OCH tenant

newsletter

31%

Highlight: Survey results show that the majority of tenants still prefer that we communicate with them via traditional marketing material (Print).

COMMUNICATING WITH TENANTS

Two of the top choices:

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DISSATISFACTION

1-in-6 tenants reported

being dissatisfied.

This represents less than

19%.

Tenants Identified 3

Main Areas for Improvement

48% Maintenance

& Cleanliness

16% Safety

& Security

11% Pest Issues

& Remediation

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2016 FOLLOW UP ACTIONS – MAINTENANCE (1/3)

MAINTENANCE

Overall, one-in-six tenants are dissatisfied (10-12%) or very dissatisfied (6-7%)

Review of service delivery model planned for 2016. Review standards for tenant communication in Q3 2016.

69% were satisfied with cleanliness of indoor common areas, 23% expressed some level of dissatisfaction; common laundries was fairly prominent in comments

Building cleaning audits and reviews have been conducted in June 2015 and Oct. 2015; reviews need to focus on specific areas; performance discussions with contractors to be formalized; new janitorial Request For Proposal being planned for Q1 2016.

Pest issues are the single most prominent problem across maintenance categories. 40% of respondents stated that they have had pest problems in the last year and were dissatisfied with how the problem was dealt with and how long it took to resolve it

New service delivery model being implemented in Q1 2016.

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2016 FOLLOW UP ACTIONS – COMMUNITY SAFETY AND COMMUNITY DEVELOPMENT (2/3)

COMMUNITY SAFETY / COMMUNITY DEVELOPMENT

Greatest safety and security concerns are from tenants with children, especially single parents

Work with Ottawa Police Service and partners to solicit data. Engage specifically with youth groups to understand their needs. Formulate strategies to address this concern.

One-in-five (18%) did not feel that staff had provided a meaningful resolution to their safety concern.

Educate tenants on process. Leverage impact of Community Safety Workers having telephones. Work with offices in districts to broaden view of what is occurring in communities.

Participation in both informal social events (BBQ, street party, tenant meetings) is at 60% awareness and 24% participation

A plan will be devised to increase awareness of activities to increase 60% awareness. OCH very pleased with 24% participation rate.

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2016 FOLLOW UP ACTIONS – COMMUNICATIONS (3/3)

COMMUNICATIONS

Given the large majority of residents (70%) that have access to the internet, the number using it for information about OCH and about things that may affect them is very low. This suggests an opportunity to encourage and facilitate increased use

Functionality to be embedded in website (e.g. self-serve module primed for use). Assess use of automated forms. Promote website.

OCH website: few access the site more than once a week - only 2% said that they do. Notably 80% never use the OCH website to get information about their housing or their community

New website being launched in Dec. 2015. Review methods to promote and create awareness for tenants.

Focusing on our Tenant Service Promise, the largest concerns related to the provision of information about services available in the neighbourhood, and the lack of response or call back from phone inquiries.

Work with community houses and partners for neighbourhood information. Inquire with rental coordinators on how to improve. Add as a standing agenda item at new quarterly meetings for new tenants. Project being launched regarding call routing.

138


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EMPLOYEE ENGAGEMENT SURVEY TO: THE BOARD OF DIRECTORS


FROM: Patricia Tessier, VP, Organizational Effectiveness Melissa Salvatore, Director, Human Resources


To update the Board of Directors on the results of the 2015 Employee Engagement Survey

STRATEGIC OBJECTIVE: Enhance team performance and the profile of the organization

NEXT STEPS: Identification and implementation of three key actions to continue strengthening employee engagement

1. EXECUTIVE SUMMARY § OCH engaged third party specialist TalentMap to conduct our second Employee

Engagement Survey; benchmarked against the first survey they conducted for OCH in 2012.

§ This year participation rate showed a percentage increase of close to 28% (up 19%) and employee engagement scores showed a percentage increase of almost 11% (up 7%).

§ The top drivers of engagement identified, as outlined below, continued to revolve around Organizational Vision and Innovation; with the addition in 2015 of Professional Growth.

§ Professional Growth, while a driver, was also identified as an area where OCH has developed and improved since 2012.

§ Senior leadership made a commitment to staff to identify three key actions in response to the survey results aimed at continually strengthening employee engagement.

Results 2015 2012 Response Rate 87% 68% Engagement Score 72% 65% Top Drivers of Engagement

Organizational Vision Senior Leadership Professional Growth Organizational Vision

Innovation Innovation Teamwork

139


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2. CONTEXT § Confidential employee engagement surveys are considered best practice in

assisting organizations take a ‘health’ pulse, based on the feelings and opinions of employees.

§ Due to the increased focus, efforts and desire to align with common industry practice, survey questions related to Health and Safety were added to the 2015 survey. Results on Health and Safety were favourable.

§ The ability to benchmark against 2012 results provided OCH the most opportunity to assess improvements and needs to inform its ongoing strategies and activities.

3. CONSULTATION § Engaging and consulting a third party specialist for the survey allowed OCH to

leverage their tools including questions and approach. This also allowed for improved benchmarking capability.

§ Notwithstanding the above, senior management was consulted and provided input to the development of the initial survey in 2012.


4. KEY IMPACTS, BENEFITS & RISKS § Engaged employees lead to a healthier workplace, increased efficiencies and

improved services to tenants. § The ability to benchmark against 2012 results provided OCH the most

opportunity to assess improvements and needs to inform its ongoing strategies and activities.

§ OCH benefited from, and incorporated, lessons learned from the 2012 process to better inform planning and communication activities surrounding the 2015 survey; including for example more timely communication of results and a commitment to three key actions in response to the survey.

§ While professional growth is a top driver, it has been an area of focus for the past three years and was also identified as a key strength. Efforts around this dimension will carry on, to maintain and to continue improving on this year’s score of 70%.

5. FINANCIAL IMPACT

140


- 3 -

§ The survey cost for 2015 was $17,000 and was included in the Human Resource budget.

141


- 4 -

6. CONCLUSION § While there are opportunities for improvements including clarity and conviction of

organizational goals, work environment and work/life balance, OCH is headed in the right direction in responding to employee needs, as well as maintaining and improving engagement.

7. RECOMMENDATION (S) § That this report be received for information by the Board of Directors.

APPENDICES

A. TALENTMAP EXECUTIVE SUMMARY

142

Executive

Summary

Following is a high-

level summary of

Ottawa Community

Housing’s 2015

Employee Engagement

Survey, completed by

300 employees

between September 22

and October 6, 2015.

OttawaCommunityHousing

EmployeeEngagementSurvey

November2015

143

2

In the fall of 2015, Ottawa Community Housing (OCH) contracted TalentMap to conduct the 2015

employee engagement survey in which employees expressed their views on their workplace. The

level of employee engagement was measured and compared to the previous survey conducted in

2012.

Response Rates

The overall OCH response ratewas 87%, which represented a significant increase over the

68% who responded in 2012. This response rate ensures that the results of the survey are highly

representative of the entire employee base, while also demonstrating a strong desire among

employees to express their views and participate in improving their workplace.

Overall Employee Engagement

TheOCHoverallengagementscorein2015was72%,apercentageincreaseofalmost11%

overthe2012results.

Seventy-eight percent (78%) of OCH employees are proud to tell others they work at the

organization. Of note is the fact that 75% of employees would now recommend OCH to a friend as

a great place to work, an increase of 11% over 2012. Similarly, all of the attitudes which comprise

employee engagement have improved since 2012. However, even with the improvements in

employee engagement, OCH still falls slightly behind the benchmark average, indicating that while

the progress has been good, work remains to be done to lift employee engagement into the top

half of similar organizations.

Key Drivers of Employee Engagement and Opportunities for Action

Drivers of Engagement are those workplace dimensions that have the strongest influence on

employees’ level of engagement. Improvements intheseareaswillhavethegreatest impact

onengagement.

144

3

Understanding the Key Engagement Drivers

Organizational Vision

As this chart shows, most employees

understand OCH’s values in the workplace

and they feel they demonstrate them in

the workplace. Seventy-one percent

(71%) of employees surveyed feel that the

organization has a long-term purpose, and

59% understand what is needed to

succeed; yet less than half feel that leaders

paint a compelling vision.

Professional Growth

Views regarding professional growth, as

shown in this next chart, have improved

by 5% over 2012. Of particular note is the

large increase in among those who feel

their career aspirations can be met at OCH

(+16%), which is also 8% above

benchmark of other similarly-sized

organizations.

145

4

Innovation

How employees perceive the culture of

innovation is also a key determinant of

employee engagement at OCH, and one

where employees feel there is

opportunity for improvement. While the

commitment to quality is high at 75%,

only 54% of employees feel that OCH

systematically adopts new ways of

working. Many do not feel that a culture

of innovation exists or that failure is

treated as a learning opportunity.

However, as 39% are undecided, there is

opportunity for improvement.

Teamwork

While it doesn’t have the same degree of

influence on overall engagement as the

preceding three dimensions, teamwork

has also been identified as a priority area

for OCH.

With 52% favourable on this dimension,

it follows that a focus here, especially

with regard to improving team spirit, will

work in tandem with the preceding

dimensions to improve overall

engagement.

Action Planning Commitment

Given the results of the survey, OCH is committing to working with employees to undertake action

on the key priority areas of organizational vision, innovation and teamwork. Concerted action on

these dimensions should have a significant positive impact on overall employee engagement.

146


- 1 -

OCH ATTENDANCE MANAGEMENT PROGRAM



FROM: Kelly Foley Human Resources Officer, Human Resources


To update the Board on the Attendance Management Program


Be an excellent employer

NEXT STEPS: Implementation, communication and monitoring of the program. Launched on January 1, 2016.


§ The Attendance Management Program (AMP) provides a structured approach to attendance management by identifying expectations and guidelines for monitoring and responding to attendance matters in a consistent and fair manner

§ Ottawa Community Housing’s AMP was developed through a review of best practices, consultation with managers and unions and support from external legal counsel

§ OCH launched the AMP effective January 1, 2016

2. CONTEXT § Sick leave usage at OCH has increased incrementally over the last few years § High absenteeism rates have impacted service delivery and managing absenteeism has

been a significant challenge

147


- 2 -

3. CONSULTATION § AMP was developed through a review of best practices, consultation with managers and

unions and support from external legal counsel § Received on Dec 15, 2015 by the Corporate Affairs Committee for information

4. KEY IMPACTS, BENEFITS & RISKS § Ensure all employees are aware of their responsibility to attend work on a regular and

consistent basis § Provide clear standards regarding employee attendance and ensure a consistent and fair

approach to the management of attendance § Provide assistance and support to employees who may have a problem that is affecting

their attendance § Promote awareness of the importance of regular and appropriate attendance § Reduce absences from work and the impact on work teams and the associated costs § Assist managers in differentiating between non-disciplinary and disciplinary approaches

to managing attendance § Recognize employees with exemplary attendance levels § Require additional capacity to administer the program

5. FINANCIAL IMPACT § Minimal costs for external legal support to develop and implement the program were

included as part of the 2015 budget 6. CONCLUSION § The consistent application of AMP aims to provide a structured approach to managing

attendance § Updates on the effectiveness of the AMP will be provided to the Corporate Affairs

Committee 7. RECOMMENDATION (S) § That this report be received for information by the Board of Directors

148

INTEGRATED PEST MANAGEMENT NEW SERVICE DELIVERY MODEL





To discuss the changes proposed in the treatment of pests


Ensure responsive service delivery to tenants

NEXT STEPS: Full implementation of the new model


149

- 2 -

1. KEY DISCUSSION POINTS § Demonstrate the need for a change in unit preparation and

treatment practices § Provide peer comparator information across the sector § Identify key roles for staff, contractors and tenants § Seek input on new model

150

- 3 -

2. CONTEXT § Pest management is a significant problem with landlords

(housing providers, hotels, student residences, etc.) § Literature tells us that in a span of three years the growth in

bedbug infestations is anywhere from 20-50% (Compass Research)

§ At Ottawa Community Housing the infestation rates have remained stable but with increased investments in treatments

§ Our recent tenant survey has identified this as the key issue for

tenants - 40% state that they have had a pest problem in the last year

§ Components of the IPM model have been piloted in 2015

151

- 4 -

3. POTENTIAL IMPACTS, BENEFITS & RISKS

§ Ottawa Community Housing will be implementing an Integrated Pest Management (IPM) strategy, a multifaceted approach to prevent and mitigate the presence of bedbugs and cockroaches in OCH communities. This is recognized as a leading best practice for all landlords in pest management

§ The model requires a dedicated focus and team (IPM) § Standardization of process and practices: targeted analysis and

reporting, effective contract management, tenant education, support and agency collaboration

§ The IPM team will also address other pest concerns such as rodents, etc. 152

- 5 -

3. POTENTIAL IMPACTS, BENEFITS & RISKS

The effectiveness of the model relies on key roles: § Integrated Pest Management (IPM) Manager dedicated to

contractor performance and plan implementation § Data Analyst to identify trends, activity movement and

effectiveness rates § Maintenance Administrator to ensure timely scheduling, access

to units and vendor exchange

§ Eight IPM workers certified in the field to prepare and plan services

153

- 6 -

4. POTENTIAL FINANCIAL IMPACT

The inclusion of three new roles has a total annual cost of approximately $211,410 excluding benefits

The three roles are: § Manager, Integrated Pest Management § Maintenance Administrator § Operational Data Administrator

Costs will be offset by the decreases in: § cost of vendor usage for preparation § costs associated units not being prepared for treatment

154

- 7 -

5. CONCLUSION The implementation of a IPM Manager, IPM Analyst, IPM Administrator and centralized IPM Workers will enable the following: § Effective response to tenant requests for service (reactive) § Strategic, planned approach to priorities and prevention

(proactive) in partnership with the Property Management Team § Implementation of a standardized approach § Increase ability to analyze, measure, improve, control and

report § Develop IPM expertise to improve response, reduce incidents,

reduce chemical treatment and associated cost § Improve contractor management and effectiveness § Increase tenant education, support and engagement

155

- 8 -


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

156

QUESTIONS

157

APPENDIX A. Integrated Pest Management (IPM) – Business

Case

158

- 11 -

TENANT EXPERIENCE SURVEY RESULTS

§ Pests are the single most significant problem across all maintenance categories

§ 40% of all respondents to the survey had experienced a pest problem in the last year

§ 41% of respondents (405 in total) were dissatisfied with the response Ø 65% due to recurrence (problems not solved) Ø 31% due to the time it took to resolve the problem

159

- 12 -

PURPOSE To implement an Integrated Pest Management (IPM) strategy, a multifaceted approach to prevent and mitigate the presence of bedbugs and cockroaches in OCH communities. The Integrated Pest Management (IPM) strategy includes: § Dedicated focus and team (IPM Specialist) § Standardization of process and practices § Targeted data analysis and reporting § Effective contract management § Tenant education, support and engagement § Partner and support agency relationships

160

13 -

PEST MANAGEMENT CURRENT STATE Oversight by 4 Tenant Services (TS) Directors, 16 Property Managers (PMs), and internal work through 32 maintenance staff who are responsible for tenant requests for service (for pest), as well as, all module maintenance. Four external vendors provide services primarily for chemical treatment. Historically, there is annual cumulative reporting and analysis. This structure and assignment of accountability has manifested into the following: § Insufficiently defined priorities and planned approach § Lack of accountability – too many “owners” and competing demands § Lack of consistent practices being used by OCH staff and contractors § Insufficient contractor oversight § Lack of timely and meaningful data, analysis and reporting § Insufficient tenant engagement and education § Lack of coordinated tenant support through partnership agencies § Maintenance staff are generalists and not specialists

Maintenance Reactive to IPM Proactive approach 161

- 14 -

PEST MANAGEMENT CURRENT STATE

• Currently, OCH dedicates the equivalent of an estimated 7 FTE’s for inspections for bedbugs and $1.0M (annual) in contracted services for an estimated 10,000 treatments.

• The COMPAS Research Survey of Canadian Health Inspectors shows cases of bedbugs have increased anywhere from 20 to 50 per cent in the last three years.

8% 8% 10% 10% 10%

14% 13% 12% 14% 14%

$605,229 $643,094

$774,565

$922,305 $1,000,000

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2010 2011 2012 2013 2014

Cost

Pest

Rat

e %

Year

Pest Management Average Pest Treatment Rate and Associated Cost

Bedbug RateCockroach RateAnnual Cost

(6200) (6200)

(7400)

(9315) (10,091)

162

- 15 -

FUTURE STATE

The Integrated Pest Management (IPM) strategy requires: § Effective response to tenant requests for service (reactive) § Strategic, planned approach to priorities and prevention (proactive) Objectives: § Phase 1: Ø Reduce pest incidence rates of our communities, affecting our

tenants (target buildings with 20%+ pest rate) Ø Develop in-house IPM expertise Ø Reduce annual cost of contracted services in 2016 (compared to

2015) § Phase 2: Ø Reduce chemical treatment and associated vendor costs, while

reducing pest incidence rates in our communities Ø Optimize pest (all) free communities, while reducing costs for

pests

163

- 16 -

CONCEPTUAL APPLICATION OF A STRATEGIC IPM APPROACH Pest Rate 50%+ Building Approach A Resource Requirements: • Building Approach: 1.4 FTE • Tenant Request: 1.1 FTE

Pest Rate 0% – 10% Unit Approach D Resource Requirements: • Tenant Request: 0.8 FTE

Pest Rate 20% – 49% Building Approach B Resource Requirements: • Building Approach:3.2 FTE • Tenant Request:3.8 FTE

Pest Rate 11% – 19% Unit Approach C Resource Requirements: • Tenant Request: 1.2 FTE

164

- 17 -

LEADING PRACTICE: INTEGRATED PEST MANAGEMENT (IPM)

"Integrated Pest Management (IPM) is a knowledge-based, decision-making process that anticipates, limits and eliminates or prevents pest problems, ideally before they have become established. IPM typically combines several strategies to achieve long-term solutions. IPM programs include education, proper waste management, structural repair, maintenance, biological and mechanical control techniques, and pesticide application when necessary." http://www.pestcontrolcanada.com/integrated_pest_management.htm

165

- 18 -

IPM PROGRAM

Knowledge-based decision making Defined inspection and follow up Reliable data, based on meaningful, timely and accurate reporting

Education Tenant education and awareness, staff training, education

Proper waste management Practices that isolate infested items; proper marking and disposal of infested items requiring disposal

Structural repair and maintenance Eliminating water sources, harborage areas

Biological and mechanical control techniques

Use of multiple tools and approaches including monitoring systems, dusts

Pesticide application when necessary

Appropriate chemical application only when needed

166

EMERGENCY MANAGEMENT PLAN UPDATE



FROM: Alain Cadieux Director, Support Services, Tenant Services


To update the Board of Directors regarding the OCH Emergency Management Plan


Nurture healthy, safe and inclusive communities

NEXT STEPS: Continued high response performance


167

- 2 -


§ The purpose of the Emergency Management Plan is to define OCH’s all-hazards approach to mitigate, prevent, prepare for, respond to, and recover from emergencies which impact operations, tenants and properties.

§ A significant amount of activities have been undertaken in 2015

to prepare for and improve our ability to respond to emergencies.

§ This report provides an overview of emergency management

activities over the past year, as well as planned activities for 2016.

168

- 3 -

2. CONTEXT

§ In 2010, OCH worked with a consultant to develop a comprehensive Emergency Management Plan (EMP) that met all relevant legislative requirements.

§ The EMP Checklist (Red Book) is a tool used by staff in the field

to ensure a coordinated response to different categories and types of emergencies.

§ The EMP has an established governance model including an

EMP Steering Committee. The EMP Steering Committee meets on a regular basis, and is the principal forum for addressing internal emergency management activities.

169

- 4 -

3. SUMMARY OF ACTIVITIES 2015

§ Developed an emergency management work plan to establish priorities for 2015 and 2016.

§ Implemented OCH’s office evacuation plans. § Completed a comprehensive review and update of the

Emergency Checklist.

§ Trained all staff using a “train the trainer” approach on the Emergency Management Plan and Emergency Checklist.

§ Developed and implemented a “Lock Down” procedure.

170

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4. SUMMARY OF ACTIVITIES 2015 (CONTINUED)

§ A table top exercise was completed with the assistance of an expert consultant in this field. This was designed to test OCH’s response to a major emergency requiring the establishment of an Incident Command System (ICS), and it identified 28 items for consideration.

§ A contingency plan was developed, in the event of a major

emergency lasting longer than 24 hours for the Call Centre and Community Safety service operations.

§ Four Emergency Management Plan liaisons (subject matter

experts) representing each of the OCH offices were established.

171

- 6 -

5. PLANNED ACTIVITIES 2015 - 2016

§ Identify and purchase the required materials and technology required to equip OCH’s Incident Command System (ICS) room in order to appropriately manage a large scale emergency.

§ Train Incident Management Systems, IMS 100 and IMS 200, to

the senior leadership team to clearly identify roles and responsibilities and build capability during a major emergency.

§ Identify and implement an alternative site for a Incident Comment System (ICS) room and Call Centre Operations.

§ Develop awareness, capacity and leadership of the “Are You Ready” program in senior buildings, in collaboration with the Office of Emergency Management (OEM) of the City of Ottawa.

172

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6. PLANNED ACTIVITIES 2015 – 2016 (CONT’D) § Initiate an Emergency Management Plan practical exercise to

evaluate the practical execution of the Emergency Plan and supporting plans.

§ Develop a building shutdown checklist and after-incident building assessment checklist to assist staff in conducting building damage assessments.

173

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7. CONSULTATION § A consultant assisted in the development of the OCH

Emergency Management Plan, Emergency Checklist and with the preparation and completion of the table top exercise that challenged OCH’s existing response capabilities and identified areas for improvement.

§ The table top exercise included members of the City of Ottawa Office of Emergency Management.

§ OCH staff participate in City of Ottawa initiatives related to emergency planning, including the Ottawa Interagency Pandemic Planning Committee.

§ Staff engagement in Emergency Management Plan is ongoing, and has been a key to our success in this area.


174

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8. FINANCIAL IMPACT

§ The cost of engaging consultant support for the Emergency Management Plan table top exercise and to develop the related training documents was $13,000.

§ All other emergency management related activities are covered

through operational budgets.

175

- 10 -


§ That this presentation be received for information by the Board

of Directors.

176

QUESTIONS

177

TENANT UNIT MODIFICATION -

IMPLEMENTATION PLAN TO: BOARD OF DIRECTORS




To update the Board of Directors on the implementation of standards as they relate to unit modifications of OCH properties


Provide well-maintained housing

NEXT STEPS:


178

- 2 -


§ As part of the Tenant Experience (Welcome Home) Project, a key objective is to initiate a review of standards and where these are non-existent, to define them.

§ Based on existing operational challenges, four (4) areas were selected initially to establish standards. These include: – exterior storage – air conditioning – finished basements – External-mounted receivers (i.e. satellite dishes) The establishment of these standards follows the approval of the Tenant Unit Modification Policy by the Corporate Affairs Committee and the Board of Directors in the Spring of 2015.

179

- 3 -

2. CONTEXT

§ Tenant unit modifications can offer greater enjoyment to OCH tenants, but can also damage OCH property or result in higher maintenance and operating costs. Therefore, a process to review and either approve or deny major unit modifications is proposed.

§ The current lease agreement requires the landlord’s approval in such instances, and therefore this process serves to reinforce and communicate this requirement.

§ Safety is a key objective in reviewing tenant modification requests.

180

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3. CONSULTATION

§ The Tenant Unit Modification policy was approved by Corporate Affairs on May 21, 2015 and the Board of Directors on June 25, 2015.

§ The new standards and process were discussed at the District Based Committees held between November 17 and November 26, 2015.

§ The standards and process will also be tabled at the January 12, 2016 Tenant Advisory Group meeting in advance of the January Board meeting.

§ This presentation was received by the Corporate Affairs Committee on December 15, 2015.

181

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4. KEY BENEFITS

The establishment of service and property standards allows OCH to: § Promote a culture of service excellence and continuous

improvement with OCH staff and tenants § Improve tenant satisfaction with our services § Promote consistency and equity of service provision across OCH § Demonstrate commitment to our tenant service policy and

promise § Provide transparency and awareness to tenants about the

experience and service levels they should expect § Protect OCH property and promote safety in all instances

182

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4A. KEY IMPACTS & RISKS

The establishment of service and property standards could result in: § A tenant’s application for a unit modification being denied § Removal of or a request to remove a tenant’s previously

performed unit modification, for which OCH was not advised or which does not meet the health and safety requirements § The perception of inconsistent enforcement given a gradual

implementation (a transition period whereby standards will apply to all new requests and a grace period will apply for existing tenant installations or modifications) § OCH completing necessary remediation at the tenant’s cost § An application to the Landlord Tenant Board for compliance,

termination of the tenancy and/or costs

183

- 7 -

5. FINANCIAL IMPACT

§ There are no direct financial implications associated with this

report.

§ Where OCH materials are required to satisfy the implementation of the standard, this will be assured. At this time, the only identified requirement relates to an anchor for the installation of satellite dishes in buildings without balconies.

184

- 8 -

6. CONCLUSION

§ To implement in a very gradual manner − Start with safety risks first; followed by new requests from

tenants; and finally full policy enforcement. Undertaken over a 2-3 year period

§ To kick off with 4 standards and gauge receptiveness and

feedback − Other standards to follow following initial learnings (e.g.

pigeon netting, fences)

§ To create a greater understanding of implications regarding tenant unit modifications for tenants and of financial charges for non compliance or to return unit to base condition

185

- 9 -


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

186

QUESTIONS

187

APPENDICES A. 4 Standards Defined B. May 21 2015 Corporate Affairs Approval of Unit

Modification Policy

188

APPENDIX A

FOUR STANDARDS DEFINED

189

- 13 -

PROCESS TO REQUEST A TENANT UNIT MODIFICATION

§ All requests to be submitted in writing and require Property Manager pre approval in writing and review post completion of work and substantiated with required permits and drawings

§ Documentation to be kept on tenant file § Where removal required and if tenant performed the

modification, they will be required to remove or be charged for OCH removal

190

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TEMPORARY EXTERIOR STORAGE Proposed standards for exterior storage (shed): § The new standard will apply to all new requests § Size equal or less than 100 sq. ft. § Compliant with city bylaws for size and location (4 feet from building)

and overhang Process for existing tenants: § Inspections to be conducted via yard inspections in 2016 (completed

annually in spring and early summer) § If unsafe, request to remove or repair § If non-compliant, will allow to remain in place until tenant leaves at

which time it will be dismantled if not removed § If non-compliant and neighbour complaint received, tenant will be

provided opportunity to remedy otherwise removal will be done § In all other instances, non-compliant sheds with existing tenants to be

grandfathered until tenant leaves

191

- 15 -

AIR CONDITIONER Proposed standards for air conditioner(a/c) installation: § Non-permanent, temporary installation § Limit of 1 a/c per bedroom per home, with sufficient electrical

capacity § Limit of 1 a/c per window § For buildings, installation must be in a window over a balcony

otherwise the a/c must be a portable unit (floor model) § A/c must be no more than 12 amps § Plywood painted white or ivory, or Plexiglas are the standards

to block off window § Standards will apply spring 2016 for new tenants and policy

must be met by May 2018 for existing tenants 192

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TEMPORARY FINISHED BASEMENT Proposed standard for finished basement:

§ Minor modifications may be permitted after prior written permission

§ Finished basements are not permitted except in exceptional

circumstances § New requests must be submitted to the Property Manager § For existing modifications, review will be done during 2016 annual

unit assessment; initial visual will be conducted to determine safety status; if unsafe, immediate corrective measures will be required, including permits

§ Where non-compliant but with no safety issue, the finished basement

will be left until time of tenant turnover, at which time it will be removed, at the tenant’s cost

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EXTERNAL MOUNTED RECEIVERS (SATELLITE DISHES) Proposed standard for external mounted receivers: § No installation on building shell for buildings or townhomes § Must not run cable around exterior of the building § Maximum of two devices per unit (one regular and one free to

air) § Specifications for apartments with balconies and houses § In 2016, an inventory of existing dishes will be conducted § Where installation is unsafe OCH will remove the dish; the

tenant is responsible for reinstall to new standard § Where safe but not properly installed (on shell of building),

tenant will be notified no later than Jan 1, 2017 of the requirement to adhere to the new standard by Jan 1, 2018

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QUESTIONS POSED AT DBCS (DISTRICT BASED COMMITTEES)

§ Do you see any challenges with these standards?

§ What are the barriers to meeting these timeframes?

§ Should we be considering anything else? If so, what?

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APPENDIX B

TENANT UNIT MODIFICATION POLICY

196

TENANT UNIT MODIFICATION POLICY

TO: CORPORATE AFFAIRS COMMITTEE

MEETING DATE: May 21, 2015

FROM: Guy Arseneau Executive Director, Tenant Services

APPROVAL SOUGHT:

Approval of the Tenant Unit Modification Policy


Ensure responsive service delivery to tenants. Maintain assets to established standards.

NEXT STEPS: Tenant consultation on OCH standards. Communication on policy, standards and modification approval process to tenants.

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1. CONTEXT

§ Tenants make or ask permission to make modifications of all types

§ Some modifications are relatively minor

§ Others affect the safety of tenants and staff

§ May have negative impact on OCH assets

§ There is a need for clear consistent decisions and practice

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2. KEY APPROVAL ELEMENTS

§ Policy will – Confirm modifications may be made with OCH permission

– Formalize operational practice

– Emphasize alignment with legislative and OCH standards

– Clarify cost responsibility of tenants

– Create a structure for requests and approval

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3. CONSULTATION

§ Clarified issues and authorities through outside legal counsel

§ Reviewed current practice with Property Managers

§ Developed policy with staff team of subject matter experts

§ Conferred with Tenant Services Directors

§ Reviewed and approved by Senior Executive Team

§ Tenant consultation will be conducted on specific standards

(e.g. window air conditioners, satellite dishes) 200

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§ Provides a framework for consistent decision-making

§ Enforces importance of compliance with legislated and OCH

standards

§ Creates a foundation for appropriate response to unsafe or unauthorized unit modifications

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5. FINANCIAL IMPACT

§ Policy provides a framework for decision making and as such as

no direct additional financial cost to OCH § OCH anticipates financial benefit derived from

– reduced operational costs associated with unit turnover – ability to maintain residual value of OCH property

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6. SUCCESS MEASURES

§ More consistent application of standards

§ Improved unit safety

§ Reduced operational costs associated with unit turnover

§ Enhanced tenant experience

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7. NEXT STEPS

§ Complete development and review of standards for – Air Conditioners and installation – Satellite Dishes – Pigeon Netting – Kitchens, Bath and Flooring

§ Consult with OCH tenants on standards

§ Communicate standardized procedures and tools to staff

204

QUESTIONS

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§ That the Committee recommend to the Board of Directors the approval of the Tenant Unit Modification Policy as identified in this presentation

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AWARD OF AUDIT SERVICES FOR 2016-2018





Award of Audit Services for the 2016-2018 Financial Statements


Enable effective oversight by the Board of Directors

NEXT STEPS: Confirmation of the Auditor by the City of Ottawa, as Shareholder, at the Annual General Meeting


On September 10, 2015 the Board of Directors approved tendering external audit services for the fiscal years 2016 through 2018 with an option for two extensions of one year. On September 14, 2015 a Request for Proposal (RFP) was published via MERX and closed on October 5, 2015. The RFT was based on mandatory requirements and price. Four firms submitted responses, of which two qualified to proceed to a pricing review.

The tender was a best value approach and the evaluation was split by 65% technical and 35% pricing. The firm of Ernst and Young was selected as the successful proponent.

2. CONTEXT

The Request for Proposal (RFP) allowed OCH to proceed with a competitive process for external audit services, as directed by the Board of Directors.

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The timelines identified in the RFP provided OCH the opportunity for diligent review with a recommendation on the successful proponent, in time for the Annual General Meeting (AGM) of the Shareholder which is scheduled for the spring of 2016. The firm of Ernst and Young was selected as the successful proponent. They will be engaged for the period 2016-2018, with an option for a two year extension. The Business Corporations Act requires that the auditor be appointed by the Shareholder at the AGM.

3. CONSULTATION

The Finance and Audit Committee and the Board of Directors were consulted in the procurement process for external audit services. On September 10, 2015, the Board of Directors approved the procurement of audit services. Senior staff consulted with the City of Ottawa to confirm that the timing of the OCH audit must be aligned with the City of Ottawa to ensure the consolidation of the OCH financial statements with the City of Ottawa financial statements. The report was received by the Finance and Audit Committee on December 16, 2015.


The International Auditing and Assurance Standards Board’s (IAASB) framework for audit quality states that the “objective of an audit of financial statements is for the auditor to form an opinion on the financial statements based on having obtained sufficient appropriate audit evidence about whether the financial statements are free from material misstatement and report in accordance with the auditor’s findings.” OCH’s recommendation was based on a selection process that ensured a successful proponent that would add value and mitigate risk. In accordance with the RFP requirements, Ernst and Young are being recommended for award of audit services for OCH. Their proposal response confirmed they: · Exhibit appropriate values, ethics and attitudes · Have the requisite knowledge of the OCH financial framework · Have the skills and experience necessary to perform the audit work

208


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· Have a rigorous audit process and quality control procedure that comply with all applicable regulations including the Housing Services Act

· Can provide all reporting by required timelines and; · Have an understanding of the stakeholder requirements

5. FINANCIAL IMPACT The annual expense for base services is fixed at $54,400. Added costs outside of the base services will be identified by Ernst and Young and billed separately in accordance with the RFP.

6. CONCLUSION

The Finance and Audit Committee and OCH are committed to ensuring the integrity of financial reporting. The selection of Ernst and Young will be forwarded to the Board for information, and OCH will seek confirmation by the Shareholder at the 2016 Annual General Meeting.

7. RECOMMENDATION

That the Board of Directors receive this report for information and request confirmation by the City of Ottawa, as Shareholder, at the Annual General Meeting of the appointment of the firm of Ernst and Young as Auditor for the years 2016, 2017 and 2018.

209

AFTER-HOURS MAINTENANCE SERVICE DELIVERY UPDATE



FROM: Alain Cadieux Director, Support Services, Tenant Services


To provide an update on the implementation of the After-Hours Maintenance Service Delivery model (AHMS)


Deliver quality services to every tenant, every home

NEXT STEPS: Continued high response performance


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1. EXECUTIVE SUMMARY § Ottawa Community Housing successfully implemented the new

After-Hours Maintenance Service Delivery (AHMS) model on August 31, 2015.

§ The AHMS team completed 956 work orders between the hours of 4:30 pm and 12:30 am in a eight week period. The AHMS team resolved 78.54% of work orders during the initial response, compared to 76.32% for the previous eight week period. Unresolved items are forwarded to OCH contractors.

§ The results are communicated on a daily, weekly and monthly

basis to ensure visibility and understanding of the AHMS operations.

§ The After-Hours Maintenance Service offered is clearly defined to ensure consistency and responsiveness.

211

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2. CONTEXT

§ AHMS was previously offered on an on-call basis on weekday evenings and weekends.

§ A review of the service was conducted in 2014 and a modified

service delivery model proposed. § AHMS review was undertaken to ensure that the service delivery

model: Ø is responsive to the needs of tenants Ø provides a clear menu of services for tenants and staff, with

priorities and response times clearly defined Ø effectively addresses maintenance emergency situations Ø is resourced cost effectively

212

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3. PERFORMANCE REPORTS

§ The AHMS Team completed 956 work orders § The significant increase in work order volume is caused by the

cold temperature and no-heat work orders.

Highlights: (August 31 to October 18, 2015)

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4. PERFORMANCE REPORTS

§ Effectiveness average: 78.54% (2.22% improvement) § The decline in resolution over the last 4 weeks is directly

attributed to the no-heat work orders, AHMS team has a limited ability to fix heating systems.

Highlights: (August 31 to October 18, 2015)

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5. CONSULTATION

§ Staff engagement in the development, implementation and ongoing support of the AHMS delivery model is key to our success in this area.

§ We completed a tenant survey and overall, tenant expectations

align with current after hours service types for response.


215

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6. KEY IMPACTS AND BENEFITS

Driving a Positive Tenant Experience

A tenant: § is able to contact someone to address emergency requests in a

timely manner § receives clear and consistent information and action on

emergency maintenance requests

§ has a clear understanding about what will and will not be done, and what to expect

§ knows when to expect someone to be at their home or on site to address their maintenance request

216

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7. FINANCIAL IMPACT

§ The implementation of the AHMS involved the creation of seven

new positions with salary costs of about $400,000. § OCH has eliminated the costs associated with the Residential

Maintenance Workers (about $250,000 per year) and, most importantly, recovered 14 residential units that were reassigned to tenants.

217

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of Directors.

218

QUESTIONS

219

EXTERNAL AWARD SUBMISSIONS - UPDATE



FROM: Patricia Tessier VP, Organizational Effectiveness


To update the Board of Directors on third party awards applied for and awarded throughout 2015 to 2017.


Be an excellent employer; Strengthen tenant partnerships

NEXT STEPS: Continue identification, development and submission of award applications/nominations


220

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EXECUTIVE SUMMARY § Drafted list of 60+ awards, organizational and individual § Yearly applications target: 1-2 organizational, 1-2 individual § Key Outcomes Sought: “Why Apply”

– Promote OCH Branding and Credibility – Recognition to Staff, Volunteers – Positive Media Coverage – Stakeholder Networking Opportunity – Building Relationships through Recognition (tenants/staff) – Monetary (e.g. financial awards for tenant benefits)

§ Key considerations in selection – Supports strategic area of focus (e.g. green initiatives,

governance) – Budget (Travel Expenses, Application Fees) 221

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2. CONTEXT – PROGRAM SUMMARY

§ Create an Awards tracking log – Award Description – Application Information and deadlines – Event date and location – Application submission and Follow-up

§ Award Application Selection Considerations – Supports strategic area of focus (e.g. green initiatives,

governance) – Budget (Travel Expenses, Application Fees)

• Nominees and attendees • Proposals and ELT Approval

222

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3. CONSULTATION

§ Desktop research was undertaken to identify and create list of potential awards.

§ Senior management were consulted for further additions to the awards list.


223

- 5 -


§ Promote OCH Branding and Credibility

§ Recognition to Staff, Volunteers § Positive Media Coverage

§ Stakeholder Networking Opportunity

§ Building Relationships through Recognition (tenants/staff) § Monetary (e.g. financial awards for tenant benefits)

224

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5. FINANCIAL IMPACT

§ There are no direct financial implications associated with this

report.

225

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6. CONCLUSION

§ The awards provided an opportunity to positively promote the organization, the tenants living in OCH housing and the dedicated staff

§ The awards have enabled staff and tenants to be recognized for

their leadership, courage and great efforts

226

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of Directors.

227

QUESTIONS

228

APPENDICES A. Award Submissions and Results to Date 2015 B. Proposed Award Submissions for 2016 and

2017

229

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A. APPENDIX –AWARD SUBMISSIONS AND RESULTS

§ Completed for 2015

– ONHPA Tenant Achievement Recognition Award: honouring one to four tenants or tenant groups from across the province who help make their non-profit housing community a better place to live [Individual: Chantal Hurtubise & Danny Roberge, East District] Successful

– FCM Sustainable Communities Awards: recognizing excellence in water conservation [Organizational] Unsuccessful

– Delta Group’s Canada Clean50 Award: honouring men and women who have made a measurable difference in advancing sustainability and clean capitalism in Canada [Individual: Daniel Dicaire, OCH Energy & Sustainability Officer] Successful

– 2015 Minister’s Award for Environmental Excellence: highlighting OCH’s Lighting Retrofit Project [Organizational – joint with City of Ottawa] Pending

– Mayor’s City Builder Award: recognizing life-long service, outstanding acts of kindness, inspiring charitable work, community building or any other exemplary achievements [Individual: Helen Synek] Successful

– CTV’s Amazing Person of the Year Award: recognizing amazing people whose stories inspire & uplift others [Individual: Carissa Davis] Finalist

– IWSO Service Provider Award: recognizing efforts and dedication to helping members of the community and working in ending violence against women issues [Organizational] Successful

230

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B. APPENDIX – PROPOSED AWARD SUBMISSIONS

§ Proposed for 2016 – ICD Fellowship Award: recognition of position impact on

effective board governance [Individual] – NCR’s Top 100 Employers: recognition of Ottawa-area

employers that lead their industries in offering exceptional places to work [Organizational]

– CHRA Sustainability Award: Recognition of an organization, business or partnership that has undertaken a program, a new build or retrofit project that advances sustainable development, resource conservation or community renewal [Organizational]

– CPO’s Community Safety Award: Recognition of a group or individual working to build community pride and/or address crime and safety issues in their neighbourhoods [Individual or Organizational]

– BOB Best Performance in Sustainability: Recognition of a company that has distinguished itself as a sustainability leader [eligibility to be confirmed]

231

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B. APPENDIX – PROPOSED AWARD SUBMISSIONS

§ Proposed for 2017 – Communitas Award: recognition of a company, organisation or

individual that donates time, effort or money to improve the communities in which they live or work [Individual]

– Globe Awards for Environmental Excellence: recognition of a Canadian company that have leveraged their commitment to environmental leadership into sustainable competitive advantage [Organizational]

– CHRA Lifetime Achievement Award: recognition of an organization, business or partnership that has undertaken a program, a new build or retrofit project that advances sustainable development, resource conservation or community renewal [Organizational]

– VOscars: recognition of the contribution of individual volunteers and volunteer groups, in our community. [Individual]

232


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2015 TENANT FORUM



FROM: Brian Gilligan VP, Community Development


To update the Board of Directors on the 2015 Tenant Forum


Tenant Engagement

NEXT STEPS:

1. EXECUTIVE SUMMARY § For the eighth consecutive year, OCH hosted a Tenant Forum for tenant leaders

from across OCH to come together for a day of networking, recognition, fun, and learning. The forum took place on Saturday, October 24 from 8:30 a.m. to 3:00 p.m. at the Confederation Education Centre.

§ This annual event serves three purposes: – Promotes networking among tenant leaders; – Provides training to tenant leaders in areas identified by them; and – Provides OCH with an opportunity to recognize the efforts of tenant leaders

and groups who have provided exemplary leadership over the previous year. 2. CONTEXT § Of the 121 tenants who registered for the Forum, 85 attended. The number of

registrants was in keeping with previous years, as was the number of “no shows”. For the third consecutive year, the total number of attendees decreased.

§ The theme of the Tenant Forum was “Creating Communities, Celebrating Differences”. The day was designed to share the cultures and traditions of tenants and their experiences overcoming barriers to participation.

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§ The event was co-hosted by Aida Hawz, an OCH tenant, volunteer and former OCH summer student, and Nicholas Charette, an OCH staff member.

§ The forum opened with an Ottawa Police Service bagpiper piping at the head table. Opening remarks were given by the OCH Board Chair, Councillor Mathieu Fleury and OCH Chief Executive Officer, Stéphane Giguère. The keynote speaker was a tenant named Joy Tomkinson. She shared her journey, following a double amputation, to becoming an active and inspirational tenant volunteer and leader.

§ The “Media with a Heart” Award was awarded to Alison Sandor from CFRA. § Tenant Volunteer Recognition Awards, selected by a committee comprised of

tenants and staff, were awarded to four recipients, one from each district: – 1365 Bank Street Tenant Group – Regina Towers Tenant Circle – 181 Bruyère Tenant Group – Carson’s Road Tenant Association

§ Six information booths were placed outside the main forum room: – OCH Security – OCH Tenant Handbook – OCH Green Booth- Energy Conservation and Waste Reduction – Canadian Centre for Gender and Sexual Diversity – Ottawa Coalition to End Violence Against Women – Dress for Success

§ Performing arts took place during the day as a way to offer an alternative and accessible means to communicate the forum’s theme. At the opening, a spoken word artist and OCH tenant, Kafi Hassan inspired the audience with a poem entitled “It Doesn’t Matter”. The Ottawa River Singers, a traditional Aboriginal drumming group also performed, inspiring participants to dance together.

§ As in previous years, workshops were delivered once in the morning and again in the afternoon, allowing each participant to attend two workshops. The French workshop, Les Tambours Djembe, was ultimately offered as a bilingual workshop, as only one tenant was registered for the French workshop. The four workshops were: – Djembe Drumming/ Les tambours Djembe: learn to play in a heartbeat/

apprenez le du premier coup! – Yoga and Mindfulness: an introductory session for all mobility and ability

levels – Peace by Piece: experience quilting and art as means to cross cultures

and connect communities – Getting the Word Out: explore how to strengthen communication about

activities in your neighbourhood

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§ The Market Mobile was brought on site at the end of the forum, providing

tenants with an opportunity to tour the market, have access to purchasing safe, affordable and culturally appropriate food and to learn of volunteering opportunities with this food security initiative.

§ The Tenant Advisory Group Staff Leadership Award was awarded to Matilda Selormey, the Administrative Assistant for Community Development, for her work in supporting the engagement of tenants in the work of OCH.

§ Evaluations of the workshops and the overall forum were, for the most part, very positive. The concerns raised were in relation to the catering, which some felt was not up to the standard of the previous year. Some tenants shared that the event venue is hard to get to and not sufficiently central.

3. CONSULTATION § Feedback from the 2014 Tenant Forum was used to develop the agenda for

2015. The Planning Committee included three tenants, as well as, staff from across OCH departments.

§ The feedback from the 2015 Tenant Forum will be used in the development of the 2016 Tenant Forum. The Tenant Forum Planning Committee met in November to debrief from the event and compile the evaluation results and recommendations to inform the planning in 2016. In addition, tenants will be consulted at events such as quarterly District Based Committee meetings to solicit input for the 2016 Forum.

§ This report was received by the Corporate Affairs Committee on December 15, 2015.

4. FINANCIAL IMPACT § A budget of $17,000 was allocated for this year’s event. The final cost of the

2015 Tenant Forum was $11,284, which resulted in a savings of $5,712.

5. CONCLUSION § Staff are planning to work with tenant leaders to review the existing forum

“model”. While this model has been successfully used for eight years, it is felt that it is time to refresh or completely change the existing approach.

235


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6. RECOMMENDATION (S) § That this report be received for information by the Board of Directors.

236

Pending Review OCHC-018/16

- 1 -

GOVERNANCE EVALUATION



FROM: Brent Schwieg Director, Performance and Quality


To update the Board of Directors on the evaluation methodology, standards and instruments that will be used to evaluate governance performance in 2016.



NEXT STEPS: Finalize evaluation tools Commence data gathering and reporting

1. EXECUTIVE SUMMARY § The project was approved by the Board of Directors on September 4, 2015. The

objective is to strengthen and standardize the assessment of OCH governance.

§ The evaluation methodology, definitions and data gathering tools have been researched and drafted. In some cases, they have gone through preliminary testing. The evaluation material was reviewed by the Governance Sub Committee on November 25, 2015.

§ The project is on time and is ready to advance to the data gathering and analysis

phase. There will be interim and year-end reporting on governance performance through 2016.

237


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2. CONTEXT § The evaluation methodology identifies six performance categories (see Appendix

A). The categories were developed based on existing OCH criteria and reviews of external governance best practices: – Accountability and Relationships – Meeting Execution – Preparation – Attendance – Follow Through – Learning

§ The working group has developed instruments and processes to gather the data

for each performance category. It has completed preliminary testing for data gathering and it has also developed a mock-up version of the reporting approach (see Appendix B and Appendix C).

§ Data gathering will fully be underway in January 2016. Most data will be regularly gathered and shared with the exception of the Accountability and Relationships category. This category will be evaluated through a survey to Board and Committee members and is planned for November 2016.

3. CONSULTATION § Reviewed with the OCH Extended Leadership Team on October 28, 2015. § Discussed at the Governance Sub-Committee on November 25, 2015.

§ Final draft reviewed by OCH Working Group on December 2, 2015.

§ Will be reviewed with each Committee and the Board of Directors, (December

2015- January 2016).

§ The report was received by the Corporate Affairs Committee on December 15, 2015.

4. KEY IMPACTS, BENEFITS & RISKS § Reviewing the methodology and evaluation criteria with the Committees and

Board will strengthen the evaluation design process.

238


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5. FINANCIAL IMPACT § Consultant costs for standardized survey design, administration and

interpretation is estimated at $10,000 in 2016. 6. CONCLUSION § The Governance Performance Measurement project is advancing as planned. § The evaluation methodology, tools and process are prepared and are ready for

implementation in 2016. 7. RECOMMENDATION (S) § That this report be received for information by the Board of Directors.

APPENDICES

A. GOVERNANCE EVALUATION METHODOLOGY B. GOVERNANCE EVALUATION CRITERIA (SAMPLE- MEETING EXECUTION) C. MOCK-UP GOVERNANCE EVALUATION REPORT

239

APPENDIX A- GOVERNANCE EVALUATION METHODOLOGY

Evaluation Category Definition Methodology Frequency Aggregate Governance Accountability and

Relationships Assesses performance related to fiduciary duties, obligations, duty of care and governance competency criteria

Third-party survey

Conducted at end of Block 4; Reported annually

40%

Meeting Execution Reports on the performance level achieved during governance meetings

Checklist tool Tracked by business block; Reported annually

20%

Meeting Preparation Reports on pre-meeting preparedness Checklist tool Tracked by business block; Reported annually

10%

Meeting Attendance Reports on member attendance at governance business activities

Tracking sheet Tracked by business block; Reported annually

10%

Meeting Follow-Up Reports on post-meeting action follow-up

Checklist tool Tracked by business block; Reported annually

10%

Learning Reports on governance learning attendance/satisfaction

Tracking sheet and survey

Tracked after each event; reported annually

10%

240

APPENDIX B- GOVERNANCE EVALUATION CRITERIA (SAMPLE- MEETING EXECUTION) Meeting Execution Checklist ○ Board of Directors ○ Portfolio Management Committee ○ Governance Sub Committee ○ Corporate affairs Committee ○ Finance and Audit Committee

Completed by: Date:

Performance Criteria Fully Met

(1 point) Partially

Met (.5 point)

Did Not Meet

(0 points) Comments

1. Quorum established ○ ○ ○

2. Meeting started on time ○ ○ ○

3. Conflict of Interest declarations addressed ○ ○ ○

4. Agenda approved and followed ○ ○ ○

5. Meeting protocols followed ○ ○ ○

6. Safe, stimulating environment promoted ○ ○ ○

7. Members appeared prepared ○ ○ ○

8. Sufficient logistic support ○ ○ ○

9. Discussion and decisions summarized ○ ○ ○

10. Meeting finished on time ○ ○ ○

POINT TOTAL /10

241

APPENDIX C- MOCK-UP GOVERNANCE EVALUATION REPORT

January 2017

Board of Directors Annual Report

Governance Performance Measures and Analysis

242

Executive Summary In September 2015, the Board of Directors of Ottawa Community Housing (OCH) approved the development and implemementation of a standardized governance evaluation to be aligned with the broader OCH Performance Measurement Model. The development of the evaluation methodology, criteria and tools was completed in Q4, 2015 based on research and best practice reviews. This work was overseen by the OCH Governance Sub Committee. Six governance performance categories are used in the evaluation. The evaluation is designed to provide an overall measure of governance performance as well as a series of detailed reports on performance both at the Board and Committee levels. The evaluation design reinforces that good governance can only be achieved when the Board, its Committees and the OCH administration work together. Overall, the governance performance aggregate score for 2016 was 82.1%. Given that this was the first year of governance evaluation and there are no benchmark organizations to use as comparators, the percentage becomes an initial marker in the setting of a baseline for ongoing evaluation. The individual scores against the six governance categories are provided below. They add further context to interpret governance performance in 2016.

Governance Performance Area Score Maximum Score 1. Accountability and Relationships 37.6 40 2. Execution 15.4 20 3. Preparation 6.2 10 4. Attendance 7.9 10 5. Follow Through 6.9 10 6. Learning 8.1 10

TOTAL 82.1 100 Performance scores in all areas indicate that governance was delivered and the organization is in a strong position to augment governance practices in specific areas. The largest category, both in terms of aggregate share and in performance rating is the Accountability and Relationships category. This performance area was assessed through a third-party survey. The survey is based on the fiduciary duties, duty of care, obligation definitions and competency behavioural criteria set for OCH. It is worth 40% of the overall evaluation and recognizes that the best governance business models have at their heart ethical and competent leadership. The survey was administered in October and November 2016 to Board and Committee members. There was a 96% completion rate. The survey results indicate that there was a high awareness and sound practice of ethical and responsible governance. The governance dynamics were also rated as highly effective. The survey did identify a need to better identify governance long-term direction and objectives beyond the immediate meeting agendas in support of the OCH Strategy. There was also a sense that business agendas and governance reports need to emphasize strategic discussion and decision-making. A detailed heat map is provided at the end of this report to break down the survey results.

243

The second performance area, Meeting Execution is a critical element of governance given that most governance discussion and decision-making occur within the structured meetings held at the Committee and Board level. This performance area was monitored in all governance meetings through the year with the exception of the in-camera meetings conducted by the Board. In total, 24 meetings were monitored using a standardized set of criteria. Overall, meeting execution was favourable with good time management, clear focus on the agenda, members prepared and appropriate use of meeting protocols. There is some opportunity to strengthen execution by promoting increased participation of all members and summarizing governance discussions and decisions. Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Maecenas porttitor congue massa. Fusce posuere, magna sed pulvinar ultricies, purus lectus malesuada libero, sit amet commodo magna eros quis urna. Nunc viverra imperdiet enim. Fusce est. Vivamus a tellus. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Proin pharetra nonummy pede. Mauris et orci. Aenean nec lorem. In porttitor. Donec laoreet nonummy augue. Suspendisse dui purus, scelerisque at, vulputate vitae, pretium mattis, nunc. Mauris eget neque at sem venenatis eleifend. Ut nonummy. Fusce aliquet pede non pede. Suspendisse dapibus lorem pellentesque magna. Integer nulla. Donec blandit feugiat ligula. Donec hendrerit, felis et imperdiet euismod, purus ipsum pretium metus, in lacinia nulla nisl eget sapien. Donec ut est in lectus consequat consequat. Etiam eget dui. Aliquam erat volutpat. Sed at lorem in nunc porta tristique. Proin nec augue. Quisque aliquam tempor magna. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Nunc ac magna. Maecenas odio dolor, vulputate vel, auctor ac, accumsan id, felis. Pellentesque cursus sagittis felis. Pellentesque porttitor, velit lacinia egestas auctor, diam eros tempus arcu, nec vulputate augue magna vel risus. Cras non magna vel ante adipiscing rhoncus. Vivamus a mi. Morbi neque. Aliquam erat volutpat. Integer ultrices lobortis eros.

244

Governance Performance- Overall

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Proin pharetra nonummy pede. Mauris et orci. Aenean nec lorem. In porttitor. Donec laoreet nonummy augue. Suspendisse dui purus, scelerisque at, vulputate vitae, pretium mattis, nunc. Mauris eget neque at sem venenatis eleifend.

Ut nonummy. Fusce aliquet pede non pede. Suspendisse dapibus lorem pellentesque magna. Integer nulla. Donec blandit feugiat ligula. Donec hendrerit, felis et imperdiet euismod, purus ipsum pretium metus, in lacinia nulla nisl eget sapien. Donec ut est in lectus consequat consequat.

Governance Performance- By Category

Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Maecenas porttitor congue massa. Fusce posuere, magna sed pulvinar ultricies, purus lectus malesuada libero, sit amet commodo magna eros quis urna. Nunc viverra imperdiet enim. Fusce est.

Vivamus a tellus. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Proin pharetra nonummy pede. Mauris et orci. Aenean nec lorem.

In porttitor. Donec laoreet nonummy augue. Suspendisse dui purus, scelerisque at, vulputate vitae, pretium mattis, nunc. Mauris eget neque at sem venenatis eleifend. Ut nonummy.

Fusce aliquet pede non pede. Suspendisse dapibus lorem pellentesque magna. Integer nulla. Donec blandit feugiat ligula. Donec hendrerit, felis et imperdiet euismod, purus ipsum pretium metus, in lacinia nulla nisl eget sapien.

82%

50%

60%

70%

80%

90%

100%

2016 2017 2018 2019 2020

Governance Performance- Overall

Governance Performance- By Category

Gap

Achieved

245

Meeting Execution- By Business Block

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Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Proin pharetra nonummy pede. Mauris et orci. Aenean nec lorem. In porttitor. Donec laoreet nonummy augue.

Suspendisse dui purus, scelerisque at, vulputate vitae, pretium mattis, nunc. Mauris eget neque at sem venenatis eleifend. Ut nonummy. Fusce aliquet pede non pede. Suspendisse dapibus lorem pellentesque magna. Integer nulla.

Donec blandit feugiat ligula. Donec hendrerit, felis et imperdiet euismod, purus ipsum pretium metus, in lacinia nulla nisl eget sapien. Donec ut est in lectus consequat consequat. Etiam eget dui. Aliquam erat volutpat. Sed at lorem in nunc porta tristique.

Meeting Execution- By Governance Body





86% 82%

88% 88% 88% 86% 86%

60%

70%

80%

90%

100%

Meeting Execution- By Business Block

75%

88%

95%

90%

83%

60%

70%

80%

90%

100%

PMC FAC GSC CAC Board

Meeting Execution- By Governance Body

246

Preparation- By Business Block




Preparation- By Governance Body

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Mauris et orci. Aenean nec lorem. In porttitor. Donec laoreet nonummy augue. Suspendisse dui purus, scelerisque at, vulputate vitae, pretium mattis, nunc. Mauris eget neque at sem venenatis eleifend. Ut nonummy. Fusce aliquet pede non pede.

86% 82%

88% 88% 88% 86% 86%

60%

70%

80%

90%

100%

Preparation- By Business Block

75%

88%

95%

90%

83%

60%

70%

80%

90%

100%


Preparation- By Governance Body

247

Attendance- Board





Attendance- Committees



66.7%

75.0%

58.3%

83.3% 83.3%

91.7%

50%

60%

70%

80%

90%

100%

Attendance- Board

Percentage Target (90%)

84% 80%

92% 92% 84%

92%

50%

60%

70%

80%

90%

100%

Attendance- Committees

Percentage Target (90%)

248

Follow Through- By Business Block

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Fusce est. Vivamus a tellus. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Proin pharetra nonummy pede.

Mauris et orci. Aenean nec lorem. In porttitor. Donec laoreet nonummy augue.

Suspendisse dui purus, scelerisque at, vulputate vitae, pretium mattis, nunc. Mauris eget neque at sem venenatis eleifend. Ut nonummy. Fusce aliquet pede non pede.

Follow Through- By Governance Body



86% 82%

88% 88% 88% 86% 86%

60%

70%

80%

90%

100%

Follow Through- By Business Block

75%

88%

95%

90%

83%

60%

70%

80%

90%

100%


Follow Through- By Governing Body

249

Learning

Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Maecenas porttitor congue massa. Fusce posuere, magna sed pulvinar ultricies, purus lectus malesuada libero, sit amet commodo magna eros quis urna. Nunc viverra imperdiet enim. Fusce est.

Vivamus a tellus. Pellentesque habitant morbi tristique senectus et netus et malesuada fames ac turpis egestas. Proin pharetra nonummy pede. Mauris et orci. Aenean nec lorem.

In porttitor. Donec laoreet nonummy augue. Suspendisse dui purus, scelerisque at, vulputate vitae, pretium mattis, nunc. Mauris eget neque at sem venenatis eleifend. Ut nonummy.

Fusce aliquet pede non pede. Suspendisse dapibus lorem pellentesque magna. Integer nulla. Donec blandit feugiat ligula. Donec hendrerit, felis et imperdiet euismod, purus ipsum pretium metus, in lacinia nulla nisl eget sapien.

44%

61% 70%

54%

37% 41% 51%

87% 85% 88% 78% 81%

90% 85%

Learning

Attendance Satisfaction

250

Ottawa Community Housing Corporation Special Meeting of the Board of Directors

on Portfolio Management Framework Public Minutes

OCH Head Office, Asset Management Meeting Room

Thursday, November 30, 2015 6:30 p.m. 39 Auriga Drive, Ottawa, Ontario

Directors: Councillor Mathieu Fleury (on phone), Chair; Ms. Cathy Jordan, Director;

Councillor Catherine McKenney, Director; Ms. Carole Ladouceur, Director (Tenant); Mr. Claude Lloyd, Director; Councillor Jody Mitic (on phone), Director; Mr. Anthony Pizarro, Director;

Regrets: Ms. Nicole St-Louis, Director Mayor Jim Watson, Ex-Officio; Mr. Dan Doré, Vice-

Chair and Treasurer; Ms. Sarah Kambites, Director; Councillor Mark Taylor, Director

OCH Staff: Mr. Stéphane Giguère, Chief Executive Officer; Mr. Cliff Youdale, Executive

Director, Asset Management; Ms. Patricia Tessier, Executive Director, Organizational Effectiveness; Ms. Joanie Mitchell, Executive Assistant, Asset Management.

Guests: __________________________________________________________________ 1. Welcome and Introductions

Councillor Fleury welcomed the attendees and called the meeting to order at 6:30 p.m. 2. Conflict of Interest Declarations

There were no conflict of interest declarations.

3. OCHC-099/15 - Portfolio Management Framework

Moved By: Ms. Cathy Jordan Seconded by: Councillor Catherine McKenney That the Board of Directors direct staff to undertake an assessment of implementing and reviewing annually the Portfolio Management Framework as a means of managing long term viability of OCH’s housing stock, as presented to the Portfolio Management Committee at its 30 November 2015 meeting.

251

Carried

4. Adjournment

Moved By: Ms. Carole That the In-Camera meeting of the Board of Directors be adjourned.

Carried The closed session was adjourned at 7:06 p.m.

_________________ Corporate Secretary

252

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