Housing and Homelessness - Region of Waterloo

MEDIA RELEASE: Friday, June 18, 2010, 4:30 p.m.

REGIONAL MUNICIPALITY OF WATERLOO COMMUNITY SERVICES COMMITTEE AGENDA Tuesday, June 22, 2010 1:00 p.m. Regional Council Chamber 150 Frederick Street, Kitchener

1.

MOTION TO RECONVENE INTO OPEN SESSION

2.

DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

3.

DELEGATIONS

a)

Re: Ontario Works (OW) and Ontario Disability Support Program (ODSP) Rates i) Dr. Terry Mitchell, Laurier Centre for Community Research and Action ii) Isla Noel, Chair, ALIV(e) - Awareness of Low Income Voices

b)

Re: SS-10-032, Update on Purchase of Funeral Services i) Rob Wintonyk and Henry Walser, Waterloo Funeral Directors

c)

Larry Gravill, Chair, Dispatch Model Working Group Re: PH-10-030, EMS Master Plan Update - Dispatch Model Review - Introductory Remarks

4.

REPORTS – Social Services

a)

SS-10-033, Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction (Staff Presentation) + Attachment A Attachment B

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b)

SS-10-032, Funeral Rates in Waterloo Region

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c)

SS-10-028, Request for Agreement Under Domiciliary Hostel Program

9

d)

SS-10-030, Long-Term Care Service Accountability Agreement for Sunnyside Home

11

e)

SS-10-034, Submission of Children’s Services Service Plan and Child Care Stabilization Strategy (Attachment to be distributed at the meeting)

37

5.

REPORTS – Planning, Housing and Community Services

a)

P-10-042, Proposed Update to Waterloo Region in the 21st Century: A Community Action Plan for Housing

41

b)

P-10-062, Construction of the Schneider Family Wash House

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6.

REPORTS – Public Health

a)

PH-10-030, EMS Master Plan Update - Dispatch Model Review (Introductory comments from Larry Gravill, Working Group Chair)

63

b)

PH-10-031, 2009 Public Health Annual Report (Attachment distributed separately)

67

c)

PH-10-032, Bishop Street Community TCE Public Meeting Update

69

d)

PH-10-033, Public Health Humidex and Air Quality Advisory Protocol

74

e)

PH-10-034, Donation of Retired Ambulance

89

7.

INFORMATION/CORRESPONDENCE

a)

Memo: STEP Home Recognized for Local Municipal Champions Award

8.

OTHER BUSINESS

a)

Council Enquiries and Requests for Information Tracking List

9.

NEXT MEETING – August 10, 2010

10.

ADJOURN

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REGION OF WATERLOO

Report: SS-10-033

SOCIAL SERVICES Social Planning, Policy and Program Administration TO:

Chair Sean Strickland and Members of the Community Services Committee

DATE:

June 22, 2010

SUBJECT:

BUILDING RESILIENT COMMUNITIES: UNDERSTANDING THE ROLE OF THE REGIONAL MUNICIPALITY OF WATERLOO IN POVERTY REDUCTION

FILE CODE: S16-20

RECOMMENDATION: THAT the Regional Municipality of Waterloo receive the reports “Building Resilient Communities: Understanding the Role of Regional Municipality of Waterloo in Poverty Reduction – A Literature Review and Demographic Overview” and “An Inventory of Programs, Services and Strategic Initiatives” for Information as outlined in report SS-10-033, dated June 22, 2010. SUMMARY: In 2001, in response to a request by Opportunities 2000 (now Opportunities Waterloo Region), a report was developed to review all Regional programs and activities that focused on reducing poverty in Waterloo Region (SS-01-032). This report summarized poverty reduction activities delivered by the Region at that time, outlined future actions, and described current and future challenges. In response to the 2007-2010 Corporate Strategic Plan under Focus Area 3: Healthy and Safe Communities, Strategic Objective One: “to improve health by reducing or preventing the environmental and social conditions or behaviours that lead to poor health and/or disparity,” Social Services developed a strategic plan activity establishing the goal to “explore the development of a poverty reduction strategy for Waterloo Region.” The reports contained in Appendix A and B provide preliminary research for a Regional Poverty Reduction strategy. The first report provides a literature review on poverty reduction, roles for local government, and an overview of important demographic realities in Waterloo Region. The second report provides an inventory of programs, services and strategic initiatives delivered or funded by the Regional Municipality of Waterloo that directly target people living with low income. The reports reveal the important roles played by local government in poverty reduction. The Regional Municipality of Waterloo clearly demonstrates its commitment to poverty reduction in terms of the depth and breath of investment in the social infrastructure and the development and advocacy for good social policies. While the investment is clearly demonstrated, there is more that can be done to maximize the impact of these efforts through the development of a coordinated, collaborative and integrated strategic plan for poverty reduction across the Region and in partnership with citizens, clients, non-profit sector agencies, for profit sector businesses and other levels of government.

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1.0 OVERVIEW OF REPORT 1: Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction – A Literature Review and Demographic Overview Report 1 provides a brief review of literature on poverty and related costs, the role of local government, action from a federal, provincial and local perspective and the current situation of poverty in Waterloo Region. 1.1 Poverty Poverty is a complex social issue that continues to confound policy makers, communities and those living with low income. Poverty cuts across a range of policy areas including; income support, housing, education, health, child care, food security, transportation and more. Research suggests that by tackling poverty, not only will individuals living in low income be supported in becoming selfsufficient and realizing their full potential, but efforts will result in the development of a resilient and more prosperous community. A Resilience Framework, developed by the Caledon Institute of Social Policy, suggests that efforts must be taken in each of four independent, but associated clusters. These clusters comprise the substance of the communities’ agenda and include sustenance, adaptation, engagement, and opportunity. The four cluster areas are further explored in Report 2. 1.2 Poverty Reduction Strategy Development While there is always advocacy work underway on behalf of numerous campaigns and organizations, with the current economic climate, there has been some recent activity around poverty strategy development on a federal, provincial and local level, including: • Federal - significant efforts by community groups across Canada pushing for a federal antipoverty act. Council recently endorsed the resolution put forward under the Dignity for All Campaign, (SS-10-023 and an information memo to Community Service Committee Jan 6, 2009). A report, In From the Margins, by the Standing Senate Committee on Social Affairs, Science, and Technology lists 74 recommendations for federal action in the areas of poverty, housing and homelessness (information memo to Community Services Committee Jan 6, 2009) was adopted by Senate in May 2010 with a response pending from the federal government. As well the Honourable Art Eggleton, Chair of the Committee recently addressed the issues at the Ontario Municipal Social Services Association (OMSSA) June 2010 forum. • Provincial - six of 10 provinces have developed poverty reduction strategies including Breaking the Cycle: Ontario’s Poverty Reduction Strategy (information memo to Community Services Committee Jan 6, 2009 and Jan 5, 2010) and the pending Ontario Long Term Affordable Housing Strategy. • Local/municipal - a number of place-based or local initiatives have emerged throughout Ontario (i.e., Hamilton Roundtable on Poverty Reduction, City of Ottawa’s Poverty Reduction Strategy, Saint John’s Business Community Anti-Poverty Initiative, City of Edmonton, and Vibrant Communities – across Canada, including Opportunities Waterloo Region). 1.3 Poverty in Waterloo Region An overview of the current situation in Waterloo Region is documented in the reports based on the 2006 census data provided by Statscan. Some key findings are identified below. • Approximately 10.2 percent of individuals and 11 percent of families in Waterloo Region lived in low income in 2006. • The income gap between people in low income and people with higher incomes in Waterloo 806764

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Region is widening. The unemployment rate in Waterloo Region transitioned from one of the lowest in Canada, to one of the highest within a one year period (2008 – 2009). Poverty disproportionately effects certain population groups in Waterloo Region and beyond including; children, single-parents, new immigrants, Aboriginals, and persons with disabilities. Public Health completed a Series of Public Health Briefs on Low Income Status in April 2010 (PH -10-018).

2.0 OVERVIEW OF REPORT 2: Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction – An Inventory of Programs, Services and Strategic Initiatives In report 2, an inventory was developed to summarize programs, services, and strategic initiatives that directly target people living with low income. Although recognized for their significant contribution to quality of life in Waterloo Region, universal programs (e.g., library services) were not included in the Inventory. 2.1 Findings from the Inventory Eight substantive areas were explored including: child and youth development; dental supports; employment services and skills development; food security; homelessness and housing; income support; transportation; and research and resources. In total, 50 programs and services and 9 strategic initiatives were included. By sorting these programs into each of the 4 cluster areas of the Resilience Framework, it was found that programs and services were most focused on the sustenance cluster although a number successfully addressed all four cluster areas. It was also found that many programs and services were not legislatively mandated but rather exist at the discretion of the Region. One third of the programs and services were funded 100% by the Region which demonstrates a commitment to social infrastructure development and maintenance. The data emphasized the extensive role that the Region plays in poverty reduction locally. The Region is an active advocate for policy and systems-level change related to poverty. Over this current term of Council, (to May 5, 2010), staff and councilors have participated on various local, provincial and national initiatives, and sent resolutions to various members of provincial or federal government. Overall 36 reports related to poverty reduction were actioned by Council. There are many challenges that hinder progress for poverty reduction that go beyond the good work of municipal government. Report 1 identifies that spatial and population growth as well as demographic and labour force changes increasingly exacerbates the problem. As a complex social issue, poverty reduction necessitates a comprehensive approach that requires sufficient planning and coordination among a range of partners and across all sectors. Individuals and families often have multiple needs, needs that are overlapping and intertwined. Across the Region and within the community, poverty is tackled by many independent players. A comprehensive, collaborative and integrated effort is necessary to appropriately and adequately address poverty in Waterloo Region. Alignments and joining up of strategies, development of a vision, principles and a common language for poverty reduction would have a significant impact. 3.0 ACTIONS – Poverty Reduction Strategy The following 12 action steps should be included in the development of a comprehensive Regional Poverty Reduction Strategy. Collecting Data 1. Develop a clearer picture of the local poverty experience using the Urban Poverty Data and other appropriate data sets. 806764

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2. Engage in a study of the application of place-based poverty reduction initiatives locally. 3. Expand the Inventory to include programs, services, strategic initiatives, and advocacy efforts delivered by others (e.g. other levels of government and community groups). 4. Develop an understanding of how well the Region and community are engaging and responding to the needs of priority populations (e.g., Aboriginal peoples, persons with disabilities, recent immigrants, children, and single-parent families). 5. Explore more comprehensive measures to define and understand poverty reduction efforts in Waterloo Region which could include consideration of a local application of the Province’s Deprivation Index. Engaging Others 6. Engage priority groups in the data collection and planning process as described above. 7. Strategic planning should engage stakeholders across departments and aligns the Region’s approach to poverty reduction. 8. Develop a work plan that describes the process for developing a common vision, principles and language, and shared definition of poverty. Developing a Plan 9. Explore alignment among strategic plans for various Regional initiatives that intentionally address poverty and assess whether there are existing indicators that can be aligned across programs. 10. Explore lessons learned in areas where the Region has been successful in working across departments, divisions, and in partnership with multiple sectors in this community and apply these processes and principles to the development of the poverty strategy. 11. Develop a clear understanding of the Region’s role in poverty reduction and communicate this to the community. 12. Expand partnerships with community to further develop the four cluster areas (sustenance, adaptation, engagement, and opportunity) of the Resilience Framework and to support a comprehensive approach to poverty reduction locally. 4. Next Steps Immediate next steps include the sharing of the findings of the two reports with internal staff. The reports will also be shared with local partners as well as municipal colleagues locally and across the province through our OMSSA networks. Finally, staff recommends that these 12 actions be referred to should Council determine that a comprehensive Regional Poverty Reduction Strategy be developed as part of the 2011-2015 Corporate Strategic Plan. CORPORATE STRATEGIC PLAN: This report relates to the Corporate Strategic Plan, Focus Area Three - Healthy and Safe Communities; Strategic Objective One: “to improve health by reducing or preventing the environmental and social conditions or behaviours that lead to poor health and/or disparity.” FINANCIAL IMPLICATIONS: NIL OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: This report was prepared with cooperation from; Planning, Housing and Community Services; Public Health; Social Services; Transportation and Environmental Services; Waterloo Region Crime Prevention Council; and the Waterloo Regional Police Services. 806764

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ATTACHMENTS Appendix A: Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction - A Literature Review and Demographic Overview (To be distributed separately) Appendix B: Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction – An Inventory of Programs, Services and Strategic Initiatives (To be distributed separately)

PREPARED BY:

Brandie Steeves, Social Planning Associate Heather Froome, Administrator, Social Development Programs Lynn Randall, Director, Social Planning, Policy and Program Administration

APPROVED BY:

Michael Schuster, Commissioner, Social Services

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Building Resilient Communities: A Literature Review and Demographic Overview

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(DRAFT)

Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction A Literature Review and Demographic Overview by Social Planning, Policy and Program Administration Regional Municipality of Waterloo © Regional Municipality of Waterloo, 2010 This material has been prepared for specific use by the Regional Municipality of Waterloo. When referencing this document please use the following citation: Region of Waterloo. (2010). Building resilient communities: Understanding the role of the Regional Municipality of Waterloo in poverty reduction – A literature review and demographic overview. Waterloo, ON: Social Planning, Policy and Program Administration. Should you have any questions about this document, please contact: Regional Municipality of Waterloo, Social Services 99 Regina Street South, 5th Floor, Waterloo, ON N2J 4G6 Tel: 519-883-2117 | TTY: 519-883-2428 | Fax: 519-883-2234 This document is available in alternative formats upon request. DOCS#: 763457


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Acknowledgements Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction – A Literature Review and Demographic Overview was made possible with the help of many people across the Regional Municipality of Waterloo. In addition to the report authors, a number of editors helped in the development of this report. Many thanks go to Liz Weaver from Tamarack – An Institute for Community Engagement for her willingness to share resources and insights.

Regional Municipality of Waterloo Contributors Report Authors: Brandie Steeves Ashley McKnight Heather Froome Lynn Randall

Social Planning Associate, Social Planning, Policy and Program Administration MSW Candidate, Wilfrid Laurier University Administrator, Social Development Programs, Social Planning, Policy and Program Administration Director, Social Planning, Policy and Program Administration


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Table of Contents

Executive Summary ........................................................................................................ 1 Introduction ..................................................................................................................... 3 Why now? .......................................................................................................... 3 1. Understanding Poverty............................................................................................ 5 Measures of Poverty .......................................................................................... 5 Causes of Poverty.............................................................................................. 5 Human Costs of Poverty .................................................................................... 6 Individual Costs of Poverty ................................................................................ 6 Societal Costs of Poverty................................................................................... 7 2. Building Resilient Communities............................................................................... 9 Torjman’s Resilience Framework – A Place-Based Approach to Poverty Reduction........................................................................................................... 9 Role of the Local Government ......................................................................... 11 3. Poverty Reduction Strategy Development............................................................. 13 Federal Initiatives............................................................................................. 13 Provincial Strategies ........................................................................................ 14 Highlight on Ontario – Breaking the Cycle ....................................................... 15 Place-Based Strategies ................................................................................... 16 4. Current Situation in Waterloo Region .................................................................... 18 Service and Planning Context.......................................................................... 18 Incidence of Poverty ........................................................................................ 19 Food Insecurity ................................................................................................ 21 Employment..................................................................................................... 21 5. Actions and Next Steps ......................................................................................... 25 6. Summary............................................................................................................... 26 7. References............................................................................................................ 28 8. Appendix A – Measures of Poverty in Canada...................................................... 31 9. Appendix B – Ontario Poverty Reduction Strategy: Additional Information ........... 33 10. List of Tables & Figures......................................................................................... 34 11. Contacts ................................................................................................................ 35


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Executive Summary The purpose of this report is to inform the development of a poverty reduction strategy for Waterloo Region by exploring available literature on poverty and providing a brief overview of the demographics in Waterloo Region related to poverty. Why Should the Region Focus on Poverty Reduction at this Time? In 1989, the House of Commons passed a resolution to eliminate poverty among Canadian children by the year 2000; however, approximately 1 in 10 children and their families still live in poverty today. Although systems exist to help people transition out of poverty, these same systems often unintentionally force individuals to remain in poverty indefinitely, rather than helping people break the cycle of poverty. This report is especially timely considering the push from federal, provincial, and municipal governments to develop social policies that effectively help residents to cope with and transition out of poverty. As emphasized by the Federation of Canadian Municipalities, municipalities play a significant role in planning and providing services that constitute the social safety net for the community. Considering the current economic climate, the Region has an ideal opportunity to develop a plan for reducing poverty in Waterloo Region to appropriately address the needs of its citizens living in poverty today. Implications of Poverty The concept of poverty is extremely complex. Poverty is a social issue that involves an intricate combination of economic, social, psychological, health, and political factors. Although poverty is seen in many subgroups of the general population, it is more often observed in children, single parents, persons with disabilities, Aboriginal peoples, and new immigrants. Poverty not only affects individuals and families, but has negative implications for the entire population; for example, it is estimated that Canadian households pay at minimum $2,300 per year on poverty related costs. In addition, neighbourhoods with low income in Canada are seen to have lower life expectancies, higher infant mortality rates, and lower birth weights than neighbourhoods with higher incomes. Building Resilient Communities The quality of a place, or community, has a direct impact on cultural, economic, and social well being, which can significantly influence the resilience of a particular community. Communities that are resilient are able to not only cope, but thrive in the presence of obstacles, challenges, and continual change. To build resilience, efforts must be made in each of four independent, but associated clusters: sustenance, adaptation, engagement, and opportunity. In order to effectively address the needs of the community in each cluster, links must be made within clusters, between clusters, and between all levels of government and the community. Role of the Local Government The concept of place-based approaches to tackle major social problems is becoming more popular as the influence and importance of local initiatives is proving to show exceptional promise. Municipalities and community-based organizations across Canada are continuing to enhance their approaches to poverty reduction tailored to the needs and context of local communities. For example, municipalities such as Hamilton, St.


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John, Edmonton, and more recently, Ottawa, have developed local strategies to reduce poverty in their communities. With firsthand knowledge of local community, including utilization of social and employment services, municipalities have the ability to address poverty reduction locally. Municipalities also have the capacity to lead or enable social change, and can provide research and resources to help mobilize efforts for poverty reduction in the community. Current Situation in Waterloo Region Waterloo Region is well known for its strong technology sector and affluent economy; however, data suggest that there are a large number of people living with low income, and that the income gap is continuing to widen significantly (Workforce Planning Board of Waterloo Wellington Dufferin, 2010). In 2006, 10.2 percent of individuals and 11 percent of families in Waterloo Region lived in low income (Region of Waterloo Public Health, 2010). In addition, the unemployment rate in Waterloo Region transitioned from one of the lowest in Canada, to one of the highest between 2008 and 2009 (Workforce Planning Board of Waterloo Wellington Dufferin, 2010). Poverty-Related Challenges for the Region The literature review revealed many common challenges for poverty reduction efforts. For example, poverty is an extremely complex, social issue, which necessitates a comprehensive approach to poverty reduction that will require ample time and funding. In addition, there are many groups (governmental, community-based, private, etc.) currently focused on poverty reduction, but who often work independent of one another. A comprehensive, collaborative, and integrated effort is necessary to appropriately and adequately address poverty in Waterloo Region. Summary Poverty is a complex social issue that requires a multifaceted, comprehensive response. As emphasized by the literature, it is imperative that all levels of government act together to reduce the impact of poverty in Canada. As will be demonstrated throughout this report, municipalities can play a significant role in this endeavour. With the current economic climate, the community is looking to the Region for leadership in the development of supports, resources, and plans that help put the pieces of the poverty reduction puzzle together to best serve the residents of this community.


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Introduction In 2001, in response to a request by Opportunities 2000 (now Opportunities Waterloo Region), a report was developed to review all Regional programs and activities that focused on reducing poverty in Waterloo Region (SS-01-032). This report summarized poverty reduction activities delivered by the Region at that time, outlined future actions, and described current and future challenges. The current report (Report 1) is the first of two preliminary reports produced to provide additional information to inform the development of a poverty reduction strategy for Waterloo Region. The second report, Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo – An Inventory of Programs, Services, and Strategic Initiatives at the Regional Municipality of Waterloo (Report 2), describes the results from a study on Regional programs, services, and strategic initiatives focused on poverty reduction in Waterloo Region. Report 1 aims to supplement the Inventory report with a brief review of literature together with a snapshot on poverty in Waterloo Region. Both Report 1 and 2 are aligned with the Region of Waterloo Corporate Strategic Plan 2007-2010 Focus Area Three of the Corporate Strategic Focus, Healthy and Safe Communities; Strategic Objective One: (To) “improve health by reducing or preventing the environmental and social conditions or behaviours that lead to poor health and/or disparity” (Regional Municipality of Waterloo, 2007a). The Social Services Department has outlined a list of departmental actions to further the Region’s goals. Departmental Action 3.1.2. establishes the goal to explore the development of a poverty reduction strategy for Waterloo Region.

Why now? In 1989, the House of Commons set a unanimous goal to eradicate child poverty in Canada by the year 2000 (Campaign 2000, 2009). Although there has been concerted effort to reduce poverty country-wide, the 2009 report card on Child and Family Poverty in Canada: 1989-2009 indicated that not only was poverty not eradicated, but approximately 1 in 10 Canadian children and their families currently live in poverty (Campaign 2000, 2009). The Standing Senate Committee on Social Affairs, Science, and Technology (2009) released their report, In From the Margins, a Call to Action on Poverty, Housing, and Homelessness and illustrated the dire state of poverty in Canada (2009). Senator Art Eggleton (2009) described the findings as devastating and reported that the current systems aimed at moving individuals out of poverty not only fail to successfully help people escape poverty, but force them to subsist in an endless struggle of impoverished entrapment. Recognizing the importance of a concerted effort towards poverty reduction in Ontario, the Province released the first ever poverty reduction strategy for Ontario in 2008. Breaking the Cycle: Ontario’s Poverty Reduction Strategy emphasized the importance of collaboration among all levels of government including the private and not-for-profit business sectors, as well as citizens, including those living in poverty (Government of Ontario, 2008). The Strategy aims to break the cycle of poverty and calls to local governments to take a hands-on approach to poverty reduction at the community level. Building Resilient Communities: A Literature Review and Demographic Overview

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The role of municipal governments in poverty reduction is also emphasized in the Federation of Canadian Municipalities’ theme report #6 (2010), Mending Canada’s frayed social safety net: The role of municipal governments. Municipalities in Canada are said to “fill the gap left by shrinking federal and provincial social assistance programs” (Federation of Canadian Municipalities, 2010, p.2). They not only provide social services such as affordable housing, emergency shelters, and subsidized childcare, but are also responsible for public services such as transit, recreation, and libraries (Federation of Canadian Municipalities, 2010). These important services provided by municipalities across Canada form the social infrastructure that many people rely on as their social safety net. Individuals in need now look to their municipality for help when faced with difficult circumstances. Municipalities have an important role to play in poverty reduction locally, and efforts must be made to intentionally fill this role. This report begins with a brief synopsis of theories of poverty and a discussion of measures, causes and human costs of poverty. A place-based resilience framework is then examined followed by a brief overview of emerging poverty reduction strategies and the role of local governments. Finally, current demographics including indicators of poverty are described for Waterloo Region. Actions steps for the development of a poverty reduction strategy are put forward to inform the next strategic plan. Several appendices are also included to provide additional information.


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1. Understanding Poverty “Poverty in the midst of plenty is a fundamental injustice” (KAIROS, n.d.). Poverty is a complex social issue. Often attributed to economic deprivation, in reality it may be more of a bi-product of a complex intersection of factors including; economic, social, psychological, health, and political influences. Currently in Canada, there is no standard definition for poverty; however, there are interpretations that can be useful for the purposes of this report. In a recent article, Gary Loewen (2009) distinguishes between transitional (short-term), chronic (long-term), and intergenerational poverty, and states that different modes of intervention are required to address each problem respectively. For example, affordable housing or income supports may help individuals experiencing transitional poverty, whereas more comprehensive approaches that focus on various facets of poverty are necessary to aid those in chronic or intergenerational poverty. Living with low income alone does not lead to poverty. Poverty should be understood from a broader framework in terms of a lack of social inclusion, access, resources, opportunity, and meaningful participation in society. Persistent homelessness may serves as an example of one of the most complex expressions of poverty where an individual can be struggling with a myriad of challenges including access to medical assistance, employment, education, appropriate housing, food, friendship and social capital.

Measures of Poverty There are a number of measures used as indicators for low income and scarcity in Canada. Low-Income Cut-Offs (LICOs) and Low Income Measures (LIMs) identify individuals in low income, but lack community-specific detail. The Market Basket Measure (MBM) is also commonly used, and is a more complex calculation that provides the community-level detail lacking in the LICOs and LIMs. Finally, the Deprivation Index (DI), released in 2009 as part of the first update on the Ontario Poverty Reduction Strategy, is the first community-based poverty measure in Canada. The DI aims to distinguish between individuals living in low income from the general population using a list of 10 questions associated with the themes of social isolation, lack of economic security, and lack of personal agency (Randall, 2010). Descriptions of each measure can be found in Appendix A. Ideally, a combination of measures should be used in order to provide a comprehensive and accurate understanding of poverty in the Region and should be expanded upon to critically assess social capital, social inclusion, and access to supports and resources.

Causes of Poverty Consensus is also lacking with respect to causes of poverty. Loewen (2009) classifies four potential causes of poverty: individual deficiencies, the culture of poverty, situational poverty, and structural poverty. Individual deficiencies refer to the Building Resilient Communities: A Literature Review and Demographic Overview

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characteristics of an individual that may impede their ability to cope with the demands of society. The culture of poverty involves the intricate interaction of societal norms, values, and behaviours that can develop in subpopulations that are marginalized within society. Situational poverty can result from one or more events or circumstances that prevent the attainment of social or economic goals (e.g., divorce, job loss, training, child care). Finally, structural poverty refers to the combination of economic, political, and social systems that provide unequal access to resources and opportunities. Loewen (2009) explains that there are two major concepts underpinning these causes to poverty: internal (individual influences and culture) and external influences (situational and structural poverty) towards an individual or group. He suggests the internal influences respond most to a programmatic-type of intervention, whereas the external influences require a more systemic intervention for poverty reduction (Loewen, 2009). For example, individual deficiencies may require programs tailored to specific individuals or families, such as job training; whereas structural poverty may require major systemic change, such as a labour market reformation. It is also important to understand that an individual or family may experience the full spectrum of causes and that these factors may intersect and change throughout the lifespan. I There is no one comprehensive definition of poverty. Poverty can be understood by a number of conceptualizations or explanations. It is recommended that the Region establish a shared understanding about poverty, including a common language and collective definition(s) of the terminology. The In From the Margins (2009) report describes the example of structural poverty, and suggests that it is often the case that individuals who continue to require social assistance to survive in society become entrapped in social services, unable to find or maintain suitable employment. These individuals sometimes find that they would be worse off working without benefits, or paying for private benefits, than continuing to stay on social assistance with benefits that cover their necessary aids or equipment. This dilemma is often referred to as the welfare wall, and is what is referred to when systems aimed at supporting individuals in need actually maintain them in poverty. It is evident that when attempting to reduce poverty, all possible causes and complexities of poverty should be considered to develop an effective plan for action.

Human Costs of Poverty Poverty not only impacts individuals and families, but also has significant costs to the society at large. The following section will describe the costs of poverty in terms of impact on the individual and society in general.

Individual Costs of Poverty Health status is significantly affected by a number of social determinants of health, most of which are complex and interconnected. The Public Health Agency of Canada (2008) outlines 12 key determinants of health, of which, many can be clearly linked to poverty: income and social status, social support networks, education and literacy, employment and working conditions, social environments, physical environments, personal health practices and coping skills, healthy child development, biology and genetic endowment, Building Resilient Communities: A Literature Review and Demographic Overview

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health services, gender, and culture. Not only is it easy to imagine how poverty could influence or be influenced by each of the above mentioned Poverty is the determinants of health, but research shows that poverty is the primary primary determinant of poor health in Canada (Region of Waterloo determinant Public Health, 2008a). of poor health in Canada. Not only do Canadians living with low incomes suffer from poorer health, but a gradient has been shown to exist wherein an increase in poverty corresponds to a decrease in health (Region of Waterloo Public Health, 2008a; Loewen, 2008). Although in some cases, poor health can lead to poverty, it is clear that in most cases, poverty leads to poor health (Region of Waterloo, 2008a; Loewen, 2008). There are a number of factors that can explain this relationship such as inadequate nutrition, Low income poor housing, high levels of stress, financial barriers neighbourhoods in (e.g., health care, prescription medicine, and dental Canada have lower life care), and a lack of knowledge regarding healthy living expectancies, higher behaviours (Loewen, 2008). A report developed by the infant mortality rates, Region of Waterloo Public Health Department (2008a) and lower birth weights made note that children from families with lower income than neighbourhoods and education tend to have higher rates of cognitive with higher incomes difficulties, behavioural problems, hyperactivity, and obesity. In addition, a 2002 study on mortality by neighbourhood income in Canada (as cited in Region of Waterloo Public Health, 2008a) indicated that low income neighbourhoods in Canada experience lower life expectancies (five years shorter for males, and 1.6 years shorter for females), 61 percent higher infant mortality rates, and 43 percent higher low birth weight rates than neighbourhoods with higher incomes. Food security is a determinant of health that is strongly linked to income level (Region of Waterloo, Public Health 2008b). Food insecurity refers to the experience of not having enough food to eat, but also involves the stress and worry about obtaining enough food, and not eating the desired quality and variety of foods due to low income (Region of Waterloo Public Health, 2008b). Low income does not cause food insecurity; however, it is more likely for someone living in low income to experience food insecurity (Region of Waterloo Public Health, 2008b).

Societal Costs of Poverty In addition to the direct costs of poverty to individuals – hunger, poor nutrition, improper housing, and poor health, for example – poverty has corresponding financial implications for the community as a whole. In a report released by the Ontario Association of Food Banks (Laurie, 2008) poverty was estimated to cost the Canadian and Ontario governments between $10.4 and $13.1 billion annually, which equated to approximately 10.8 - 16.6 percent of the Ontario provincial budget. It was also estimated that each household in Ontario was paying a minimum of $2,300 per year to cover the costs of poverty in the province, which presented itself as costs for health care, crime,


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social assistance, lost tax revenue, and intergenerational poverty. Investment in poverty reduction may demonstrate significant economic return. In Ontario, every household pays From a local context, Steve Pomeroy developed The Business a minimum of Case for a Housing Based Approach to Reduce $2,300 per year Homelessness in the Region of Waterloo (2007). Pomeroy to cover the (2007) reported that the use of emergency services, including costs of poverty policing, detention, ambulance, and emergency room admittance, was approximately 10 times more expensive than providing supportive housing for homeless individuals. This argument further illustrates the cost benefits of reducing poverty at both an individual and community level. The next section of this report will describe a theoretical framework for building resilience in the community through poverty reduction. The role of municipalities is also discussed in terms of building resilience and even community prosperity.


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2. Building Resilient Communities Sherri Torjman of the Caledon Institute of Social Policy (a social policy think tank in Ottawa, Ontario) is the author of many works focused on a variety of social policyrelated topics, most notably poverty reduction through place-based approaches. In the Region’s earlier report, A Summary of Poverty Reduction Initiatives by the Region of Waterloo (2001), the authors utilized Torjman’s Caring Communities framework to analyze the activities focused on reducing poverty within the Region. This current report uses Torjman’s most recent framework outlined in her book, Shared Spaces: The Communities Agenda (2007).

Torjman’s Resilience Framework – A Place-Based Approach to Poverty Reduction Torjman begins by recognizing the influence that a place (i.e., a town, city, community, neighbourhood) has on the quality of life of its residents. She declares that the quality of place, or shared space, has a direct impact on the cultural, economic, and social well being of individuals and families (Torjman, 2007). It is this shared space that is the central focal point of the communities agenda, an agenda “whose goal is to promote resilience in order to build strong and vibrant communities” (p. 1). The concept of resilience refers to the ability of a community to cope with and thrive in the presence of obstacles, challenges, and continual change. Torjman (2007) emphasizes that the communities agenda has a basis of optimism paired with the notion that there are innovative ways to tackle major and complex issues, such as poverty, that face communities today. In order to build resilience in a community, Torjman asserts that efforts must be taken in each of four independent, but associated clusters. These clusters comprise the substance of the communities agenda and include sustenance, adaptation, engagement, and opportunity. Figure 1 – Building Resilient Communities: Cluster Diagram

Sustenance

Adaptation Resilience

Engagement


Opportunity

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Sustenance | The sustenance cluster encompasses the foundations for human security, including physical and emotional well being. From a social perspective, sustenance relates to housing affordability and income security for community members, as well as population health and basic health protection (Torjman, 2007). Adaptation | The adaptation cluster involves basic coping skills and capacities. The focus of this cluster is to encourage the development of protective skills that may aid in future struggle such as empathy, problem-solving, and literacy proficiency (Torjman, 2007). Investments in quality child care, school hubs, and settlement assistance for new immigrants are examples of community infrastructure supports in the adaptation cluster. Related to personal capacity development, early childhood development programs such as screening, early stimulation, and quality parenting initiatives would also help to support this cluster. Social capital relates to adaptation as well due to its relationship with establishing strong families and neighbourhoods through social network development and supports. Finally, the importance of knowledge and the knowledge economy is included in this cluster, and involves enhancing proficiencies in literacy, numeracy, basic communications, and problem-solving. Engagement | The engagement cluster relates to active participation in society, which can stimulate a sense of empowerment for community members, and can include participation in public discourse, community decision-making processes, volunteering, and recreation (Torjman, 2007). Engagement also requires the removal of barriers that would impede social participation, for example, ensuring ample physical space and amenities for public interaction. Opportunity | The opportunity cluster involves investment in work-related training and the creation of economic opportunities. It is also related to the creation of assets (e.g., individual development accounts, learning bonds, and homeownership) and the associated development of independence, choice, hope, and a sense of agency (Torjman, 2007). Each cluster is inherently complex and requires investments in both personal capacity and social infrastructure. Torjman (2007) asserts that the main challenge in building resilience is to establish a balance between all clusters such that each cluster is in itself sufficiently supported, but is also actively linked to all other clusters simultaneously. Torjman emphasizes that collaboration is key to creating this intricate balance and is illustrated in the three core tasks of the communities’ agenda. Core tasks of the communities agenda To create healthy resilience clusters by improving the links among actors: 1. Within each cluster 2. Between each cluster 3. From communities and governments (Torjman, 2007)


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Collaboration within and between clusters, as well as between community and government players will establish an integrated approach that, when working as one, will help to tackle major complex social problems such as poverty. With this connected network of stakeholders, organizing for complexity is also essential. Torjman comments on the capacity and potential of local action and emphasizes that innovation is the key bridging concept that will help build resilient communities. Innovation involves creating knowledge or applying existing knowledge in new ways to solve problems. Actors in the community (e.g., citizens, groups, voluntary organizations, the private sector, and government) must work together to develop innovative methods for tackling poverty. In order for this collaborative effort to succeed, an enabling environment is required, and should be supported by all orders of government.

Role of the Local Government Torjman (2007) describes that traditionally, governments play the part of an exemplar and/or investor in a community. However, she highlights the importance for governments to act as an enabler by providing an appropriate context for social change via social infrastructure and supports. This can take on the form of regulatory frameworks, physical amenities, access to financial supports, and a skilled workforce (Torjman, 2007). The three key roles are described below: Exemplar The municipal governments in Ontario have a broad social responsibility, which falls into the areas of social assistance, child care, social housing and supports, and recreation. Municipalities, which guide regional action, can act as leaders in the community by raising awareness about social issues and the importance of social investment. In the role of an exemplar, the Region can concentrate on creating a shared vision regarding a commitment to social change and poverty reduction in the community. Investor Torjman states that a “productive economy requires a strong social infrastructure” (p. 6), and that social health is actually a determinant rather than a product of a healthy economy. In order to foster both social and economic health, the Region must invest in individual and community-focused activities. Individual investments may include income security and employment training; whereas community investments may include decent affordable housing, early childhood development centres, recreational facilities, and cultural programs (Torjman, 2007). Enabler Municipal governments have the capacity to act as a champion for local change by creating the appropriate environment for innovation and collaboration. In the role of an enabler, the Region can foster social capital by making a commitment to bridge communications across departments, neighbourhoods, community organizations, and social institutions in order to create a shared vision for social change. This role requires a commitment to “knowing,” “doing,” and “reviewing.” The Region has the Building Resilient Communities: A Literature Review and Demographic Overview

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opportunity to provide information and knowledge, support collaboration, and aid in the review of local efforts for change. Municipalities in Ontario are in a unique position to address poverty at the local level. They have firsthand knowledge of poverty in the community and a close connection to individuals in low income through the delivery of a range of services. Municipalities have many levers by which to achieve challenging goals such as poverty reduction. Not only are they experienced in human service delivery, but they also have the expertise to build local capacity and cooperation (Association of Municipalities of Ontario & Ontario Municipal Social Services Association, 2009). Municipalities have the ability to not only act as an exemplar and investor, but also as an enabler for social change, and provide research and resources to help mobilize efforts in the local community. Municipalities have strong connections to their residents through years of interaction and history. As stated by the Association of Municipalities of Ontario and Ontario Municipal Social Services Association, (2009), these connections allow for municipalities to serve as a conduit for information exchange regarding policy and system change. Municipalities have the ability to “create community plans that combine the collective local knowledge with the technical expertise of services delivery,” and as such, can act as a champion for change with the necessary support of the local community (Association of Municipalities of Ontario & Ontario Municipal Social Services Association, 2009, p. 8). Hence, the Region is in a position to lead major place-based efforts for social change. As emphasized by Torjman, local governments such as the Region, have the ability to act as an enabler, championing efforts for poverty reduction, and synchronizing the region towards common goals. An example of the Region acting as an enabler is its efforts to implement a Regional Living Wage. The Region completed a three-phase research approach to better understand the implications of a local Living Wage using a Policy Integrated Approach. Policy Integration Approach involves coordination from all levels of government through a combination of wage supplement programs, investments in social infrastructure and public programs, and a Living Wage policy (Wilson, 2008; Block, 2009; Laurie, 2008). This form of advocacy demonstrates innovation and leadership within the Region, two characteristics required for a local governmental enabler. In addition, the Inventory described in Report 2 illustrates the Region’s role of an exemplar, investor, and enabler in regards to investment in poverty reduction initiatives in the community. These efforts exemplify the Region’s commitment to building social capital through a wide variety of activities. When moving forward, further coordination and bridging between the Region and other stakeholders would lead to a more synergistic approach to poverty reduction in Waterloo Region.


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3. Poverty Reduction Strategy Development “Communities each address the issue of poverty in ways that leverage their particular local resources, capacities, and advantages. In other words, a successful poverty reduction strategy requires locally driven approaches that include all orders of government, citizens, business, funders, researchers, education, and low-income leaders” (Association of Municipalities of Ontario & Ontario Municipal Social Services Association, 2009). With the current economic climate, there has been significant activity around strategy development on an international, federal, provincial, and local level. One of the earliest comprehensive poverty reduction strategies developed was from the United Kingdom (UK) in 1999. At this time, Prime Minister, Tony Blair, pledged to reduce child poverty in the UK by 25 percent by 2005, 50 percent by 2010, and eliminate poverty completely by 2020 (Collin, 2007). This pledge was substantiated by a multi-pronged approach to poverty reduction that included efforts to ameliorate an array of contributors to poverty including: a lack of educational training, poor working conditions and low labour market participation, limited affordable housing, a lack of accessible public transportation, poor health, criminal activity, and inaccessibility to high quality child care (Collin, 2007). All levels of government and the community sector joined together to carry out these efforts. Torjman commented on the UK’s strategies and stated their methods for horizontal efforts to stimulate social change are among the most sophisticated examples of “joined-up solutions to joined-up problems” (2007, p. 259). Ultimately, the UK led the movement towards poverty reduction strategies globally, stimulating countries such as Canada to focus on initiatives of its own.

Federal Initiatives As mentioned in the Introduction of this report, the Subcommittee on Cities from the Standing Senate Committee on Social Affairs, Science, and Technology released In From the Margins in December of 2009. The Committee held a number of consultations and hearings with provincial and local governments, civil society organizations, universities, think tanks, as well as witnesses from the public, including individuals struggling with low income and homelessness. Over 170 witnesses provided information to help in the development of In From the Margins, which resulted in a comprehensive understanding of poverty, housing, and homelessness in Canada from a variety of viewpoints. The Committee reports on two findings from its research (Standing Senate Committee on Social Affairs, Science, and Technology, 2009, p. 5): 1. Even when individuals receive all possible income and social supports available to them, their resulting income is often below the poverty line, maintaining them in poverty rather than lifting them from it.


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2. Existing policies and programs aimed at helping those with low income actually have an unintended effect of entrapping people in poverty, forcing people to persistently rely on income and social supports indefinitely. As a means to guide federal activities focused on lifting people from poverty and homelessness, the Committee listed 74 recommendations under the following key areas: poverty, housing and homelessness, programs targeted to over-represented groups, rights-based approaches, common cause, and knowledge exchange. Poverty reduction strategies, employment insurance, training and education, health, and income transfers through the tax system are also included within the poverty section in In From the Margins. Most of the recommendations listed in In From the Margins are focused chiefly on federal and provincial action; however, specific attention is paid to local efforts, including the involvement of municipalities. For example, Recommendation 28 suggests that the federal government “seek and support local voluntary and municipal agencies as active partners in design and delivery of federal government initiatives at the community level” (p. 16). Similarly, in each section, promising practices are described, outlining relevant concepts and examples of approaches that have helped to reduce poverty and homelessness in communities across the country. In each of these sections, placebased approaches are emphasized, along with the importance of collaboration between all levels of government and other community stakeholders.

Provincial Strategies Within this decade, poverty reduction has been a priority for some provincial and territorial governments. The province of Quebec was the first in Canada to develop a provincial poverty reduction strategy with the introduction of Bill 112: An Act to Combat Poverty and Social Exclusion in December of 2002. To date, a total of six provinces have released poverty reduction strategies across Canada (Table 1). Table 1 – Chronological Development of Provincial Poverty Reduction Strategies in Canada Date April 2004

Province Quebec

June 2006 December 2008

Newfoundland and Labrador Ontario

April 2009

Nova Scotia

May 2009

Manitoba

Title of Poverty Reduction Strategy Action Plan – Reconciling Freedom and Social Justice: A Challenge for the Future Poverty Reduction Strategy & Action Plan Breaking the Cycle: Ontario’s Poverty Reduction Strategy Preventing Poverty: Promoting Prosperity All Aboard: Manitoba’s Poverty Reduction Strategy


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November 2009

New Brunswick Overcoming Poverty Together: The New Brunswick Economic and Social Inclusion Plan Sources: (Standing Senate Committee on Social Affairs, Science, and Technology, 2009; Government of New Brunswick, 2009)

Highlight on Ontario – Breaking the Cycle The Government of Ontario released the Province’s first poverty reduction strategy in 2008 titled Breaking the Cycle: Ontario’s Poverty Reduction Strategy. The strategy is guided by a vision where every person has the opportunity to achieve their full potential, and contribute to and participate in a prosperous and healthy Ontario (Government of Ontario, 2008). It describes the moral incentives for focusing efforts on poverty reduction, outlines the financial implications of poverty, and the significant cost benefits to reducing poverty in Ontario. The strategy argues that supporting a healthy, educated society will support the development of a skilled and employable workforce to help bolster the economy. The strategy’s primary focus is on children and ensuring family health and well being with the suggestion that investing in the early years will ultimately yield the greatest return on investment for a healthier community and stronger economy. The strategy outlines a number of activities focused on moving people, particularly children and families, from poverty permanently. A primary indicator of the strategy is the reduction of child poverty in Ontario by 25 percent within the next five years. If achieved, this target will raise 90,000 children from poverty in Ontario by 2013 (Government of Ontario, 2008). The first annual report for Ontario’s poverty reduction strategy was released in 2009, and clearly states that despite the recent economic downturn, the province is committed to making progress towards their target. Baseline measures have been reported on a list of eight indicators which will be used to assess the progress of the strategy on a long-term basis. The report also made note of the recent passage of the Poverty Reduction Act, which requires the Government of Ontario hold regular consultations on the strategy, report on its progress annually, and evaluate the strategy at least every five years (Government of Ontario, 2009a). Ontario’s Poverty Reduction Strategy Indicators to Measure Progress: As emphasized in the strategy, reducing 1. School readiness (Early poverty in Ontario requires a long-term Development Instrument) commitment from everyone. The concept 2. Educational progress (EQAO Score) of partnership is stressed throughout the 3. High school graduation rates strategy, encouraging all people to play a 4. Birth weights part in reducing poverty across the 5. Depth of poverty (LIM 40%) province. All levels of government, 6. Low Income Measure (LIM 50%) organizations from the private and not-for7. Ontario Housing Measure profit sectors, as well as citizens are 8. Standard of living (Deprivation Index) needed to tackle this major social problem. The strategy explicitly calls upon the municipalities for assistance and support in achieving their target to reduce child poverty by 25 percent within five years. It Building Resilient Communities: A Literature Review and Demographic Overview

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emphasizes the value of community engagement, and the role that municipalities can play as leaders in local poverty reduction. Additional information about the Ontario Poverty Reduction Strategy can be found in Appendix B.

Place-Based Strategies There are many place-based strategies being implemented or in development across the country with an aim to reduce poverty at the community level and can be reviewed for best practices. Some of these initiatives have municipal leadership, while others have leadership from community partners and stakeholders. Table 2 presents a brief summary of initiatives that have been highlighted in the research examined through this report. Table 2 – Examples of Place-Based Strategies for Poverty Reduction in Canada Vibrant Communities

Vibrant Communities is pan-Canadian initiative that supports communities across Canada in local poverty reduction. They focus on capacity building at the local level, and making use of “our most valuable assets – people, organizations, businesses, and governments” (Vibrant Communities, n.d.). Vibrant Communities has a commitment to community collaboration, and to learning, change, and sharing knowledge. Opportunities Acting as a community support organization, Opportunities Waterloo Region has an aspiration for Waterloo Region to be a “Community of Waterloo Opportunity” (Opportunities Waterloo Region, n.d.). Opportunities Region Waterloo Region’s mission is to ignite “community action and leadership to create bold solutions that reduce and prevent poverty through collaboration, advocacy and education” (Opportunities Waterloo Region, n.d.). Opportunities Waterloo Region is an example of a local Vibrant Communities initiative. Stimulated by the business community in 1997, the Business Saint John, Community Anti-Poverty Initiative (BCAPI) led poverty reduction efforts New in Saint John with a focus on addressing root causes to poverty in the Brunswick local area. After receiving funding from Vibrant Communities, the BCAPI evolved to become Vibrant Communities Saint John, which surpassed their goal of assisting 2000 individuals in transitioning out of poverty by over 1000 (Standing Senate Committee on Social Affairs, Science, and Technology, 2009). The Hamilton Roundtable on Poverty Reduction began in 2005 with a Hamilton vision to make Hamilton the best place to raise a child. This Roundtable collaborative group was a major advocate for the Ontario Poverty on Poverty Reduction Strategy, encouraging “an integrated policy and program Reduction delivery approach between all levels of government led by the Government of Canada” (Standing Senate Committee on Social Affairs, Science, and Technology, 2009). Building Resilient Communities: A Literature Review and Demographic Overview

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City of Edmonton

City of Ottawa

Torjman describes the Integrated Services Strategy developed by the City of Edmonton’s Community Services Department as “one of the most comprehensive examples of joined-up work” at the local level (Torjman, 2007). This strategy is focused on six themes: citizens first, community building, focused efforts, urban wellness, ribbons of green and blue (environmental focus), and community places. The Integrated Services Strategy is a plan focused on sharing knowledge, knowledge brokering, shared funding, coaching capacity, and stewardship (Torjman, 2007). In February, 2010, the City of Ottawa released its poverty reduction strategy entitled, Poverty Affects Us All: A Community Approach to Poverty Reduction. With a clear vision, established principles, three strategic priorities, and 16 recommendations, Ottawa aims to develop a service system that works to benefit people in need, build a community of inclusion and belonging, break down myths about poverty, and promote poverty reduction (City of Ottawa, 2010).

As can been seen from Table 2, either through a community initiative or a municipality, there are many community level action aimed at reducing poverty in towns and cities across Canada. It is promising to see the increasing attention to poverty reduction across the country, including many place-based initiatives. Further analysis of the research on specific place-based approaches to poverty reduction would be beneficial to the understanding of best practices – considering what works, what does not work, and why. It would also be advantageous for the Region to work with key local stakeholders to develop a local poverty reduction strategy for Waterloo Region.


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4. Current Situation in Waterloo Region Service and Planning Context It is important to understand some of the unique characteristics of Waterloo Region and the anticipated demographic changes in order to appropriately plan for poverty reduction region-wide. The Regional Municipality of Waterloo is a mid-sized, upper-tier municipality composed of seven area municipalities including three urban cities (Cambridge, Kitchener, and Waterloo) and four rural townships (North Dumfries, Wellesley, Wilmot, and Woolwich). This mix of urban and rural area municipalities as well as a Regional, upper-tier government yields a unique blend of responsibilities for physical and social infrastructure. Each area municipality has jurisdiction over a mix of social and public services requiring that a poverty reduction strategy have a high level of collaboration and coordination. Waterloo Region is one of the fastest growing communities in all of Canada. With a current population of 534,900 (Region of Waterloo Planning, Housing, and Community Services, 2010), the region is expected to grow to approximately 730,000 by 2031 (Places to Grow, 2006). In June 2003, the Regional Growth Management Strategy (RGMS) identified a vision for the future of the community. This Strategy advocated a balanced approach to growth management that fundamentally changed the way planning occurs within the community (Region of Waterloo, 2003). Many of the goals and key elements of the RGMS are particularly relevant to poverty reduction locally. For example, RGMS aimed to foster a strong economy and provide greater transportation choice; both initiatives are particularly beneficial to individuals living in low income in Waterloo Region. This vision is now carried out through the policy framework set out in the Regional Official Policies Plan (Region of Waterloo, 2009). A Human Services Plan was undertaken by the Region (2006-2008) as part of the RGMS. Major changes were anticipated for Waterloo Region including a population increase, spatial change, and demographic change. As noted in the Human Services Plan, the seniors’ population in Waterloo Region is expected to grow more than any Building Resilient Communities: A Literature Review and Demographic Overview

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other age group (Region of Waterloo, 2006). From 2001 to 2031, the proportion of individuals over the age of 60 will increase by approximately 100,000, an increase of 157.9 percent (Region of Waterloo, 2006). In addition, migration (from both abroad and within Canada) to Waterloo Region will account for a large proportion of the population increase. When planning for poverty reduction in Waterloo Region, it is imperative that both spatial and population growth, as well as demographic and labour force changes, be considered.

Incidence of Poverty Due to limited access to data exemplifying the many contributors to poverty, this report describes the incidence of poverty in Waterloo Region in terms of economic indicators (i.e., before tax LICO), food insecurity, and employment. The Region’s Public Health Department recently published A Series of Public Health Briefs on Low Income Status (2010) that described low income status in Waterloo Region for the census dates of 1996, 2001, and 2006. In general, low income rates in Waterloo Region decreased between 1996 and 2006 (Region of Waterloo Public Health, 2010). Although decreasing low income rates are promising, poverty persists in Waterloo Region. Furthermore, it is estimated that the current economic climate has led to a rise in poverty rates locally. Although data confirming this assertion are not currently available, some indicators such as unemployment rates, employment rates, and Ontario Works caseloads may illustrate the current state of poverty in Waterloo Region. In 2006, approximately 48,000 residents in Waterloo Region were living with low 20 income (10.2 percent) (Figure 2), 11,600 of whom Percent 10 (%) were children under the age 0 of 15 (Region of Waterloo 1996 2001 2006 Public Health, 2010). The 14.3 11 10.2 Waterloo Region average total annual income 17.7 14.4 14.7 Ontario for individuals in Waterloo Source: (Region of Waterloo Public Health, 2010) Region in 2006 was approximately $38,512, slightly higher than the Ontario average total annual income for individuals, $38,207 (Region of Waterloo Public Health, 2010). Although the average income is promising, the income gap between individuals living in low income and the average has been steadily increasing over the years. In 2006, the average income in Waterloo Region was nearly four times the income of those living in low income ($9,698) (Region of Waterloo Public Health, 2010). This disparity of approximately $28,814 is nearly $10,000 more than the disparity in 1996. Hence, annual incomes for individuals living in low income are increasing, but at a much slower pace than the average. Figure 2 ‐ Individuals with Low Income in Waterloo Region and Ontario, 1996, 2001, and 2006.


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Eleven percent of families in Waterloo Region lived in In 2006, families in low income in 2006 with an average income of $16,709 Waterloo Region who (Region of Waterloo Public Health, 2010). The average earned an average 2006 income for all families in Waterloo Region was income made more $90,764, more than five times that of families with low than 5 times that of income (Figure 3). This amounts to a disparity of $74,099, approximately $26,000 higher than the families in low income. disparity between low income families and all families in 1996 (Region of Waterloo Public Health, 2010). These values were similar to Ontario income values; however, families living in low income had a lower annual income than the Ontario average ($16,706 in Waterloo Region versus $19,003 in Ontario) (Region of Waterloo Public Health, 2010). The income gap seen in families is also apparent in older adults in Waterloo Region. In 2006, adults over the age of 65 had an average annual income of $31,729, including all government transfers (Region of Waterloo Public Health, 2010). Older adults with low income, however, made Figure 3 ‐ Average Annual Income for approximately $14,212, less than half Individuals and Families in Waterloo of the average income for all older Region and Ontario, 2006 adults in Waterloo Region (Region of Waterloo Public Health, 2010). $100,000 Waterloo Region $80,000

Ave. Low Income

Poverty disproportionately affects certain populations. In Waterloo Waterloo Region $40,000 Region, as in all of Ontario and Ave. Income Canada, poverty is more prevalent in $20,000 Ontario Ave. children, single parents, persons with Income $0 disabilities, Aboriginal peoples, and Individuals Families new immigrants (Region of Waterloo Source: (Region of Waterloo Public Health, 2010) Public Health, 2010; Standing Senate Committee on Social Affairs, Science, and Technology, 2009; Laurie, 2008). In their report on low income status, the Region of Waterloo Public Health Department (2010) summarized income information for a number of priority groups in Waterloo Region (Figure 4). Approximately 31.6 percent of single-parent families lived in low income in Waterloo Region in 2006 compared to 6.7 percent of two-parent families (Region of Waterloo Public Health, 2010). Similarly, 30.2 percent of new immigrants, who were living in Canada for five years or less, were living in low income (Region of Waterloo Public Health, 2010). Considering that Waterloo Region has the fifth highest immigrant population in all of urban Canada (Region of Waterloo Public Health, 2004), it is important to address these changing demographics of the Region and the unique needs of subpopulations such as new immigrants. In addition, approximately one in five Aboriginals in Waterloo Region lived in low income in 2006 (Region of Waterloo Public Health, 2010). Of all persons with disabilities, 10.4 percent lived with low income in Waterloo Region in 2006 (Region of Waterloo Public Health, 2010). $60,000

Ontario Ave. Low Income


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Figure 4 ‐ Percent Living in Low Income in Over‐Represented Groups in Waterloo Region and Ontario, 2006 50 40 30 %20 10 0 Individuals Children in Families with Low Income

Youth

Adults 65+

Persons New Aboriginals with Immigrants Disabilities

Waterloo Region

Single Parents

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Source: (Region of Waterloo Public Health, 2010) In all priority populations, the Region had lower rates of low income than provincial rates (Region of Waterloo Public Health, 2010). Further, low income rates for the Region, as well as for Ontario, decreased between 1996 and 2006. The impact of the recent economic recession on low income rates in Waterloo Region remains to be seen.

Food Insecurity Food security is a determinant of health that is significantly influenced by income. The Rapid Risk Factor Surveillance System reported that up to 45,000 people or 10.7 percent of residents in Waterloo Region were food insecure in 2005 (Region of Waterloo, 2008b). Although food insecurity existed across all income levels, it was most prevalent among households with an annual income less than 45,000 people in $30,000, approximately 25.3 percent of the population, Waterloo Region (Region of Waterloo Public Health, 2008b). Furthermore, for were food households with annual household income less than $15,000, insecure in 2005. 48.3 percent were food insecure, and over half of those were severely food insecure (Region of Waterloo Public Health, 2008b). Levels of food insecurity in Waterloo Region are concerning, and may currently be even higher than levels reported here due to the recent economic climate.

Employment Although census data that reflect the impacts of the recent economic recession is not yet available, other data sources can be used to illustrate changes in poverty and low income in Waterloo Region. Waterloo Region The Workforce Planning Board of Waterloo Wellington experienced a shift Dufferin (WPB) recently released the most current from one of the Community Labour Market Analysis for the Region in May lowest 2010. This report examined changes in the local labour unemployment rates market between 2008 and 2009. One major change in Canada, to one of reported was the dramatic shift in the unemployment rate the highest. in Waterloo Region. Between 2008 and 2009, Waterloo Building Resilient Communities: A Literature Review and Demographic Overview

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Region experienced a shift from one of the lowest unemployment rates in Canada, to one of the highest (Workforce Planning Board of Waterloo Wellington Dufferin, 2010). As Figure 5 outlines, unemployment rates in Waterloo Region have doubled since January 2008 (from approximately 5.3 percent in 2008 to a peak of 10 percent in 2009), surpassing unemployment rates in Ontario, Canada, and the United States (Statistics Canada, n.d.). In Waterloo Region, the number of people in the workforce decreased by approximately 8,000 between 2008 and 2009, and the number of individuals who were unemployed increased by 10,500 (Workforce Planning Board of Waterloo Wellington Dufferin, 2010). Reasons for this staggering change were attributed to a number of factors including a continual shift from goods production to service provision over the past few years, together with a decline in the manufacturing sector in Waterloo Region. Figure 5 - Monthly Unemployment Rate, Waterloo Region, 2008-2010 12.0%

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(Statistics Canada, n.d.) Coupled with an increasing unemployment rate is the decreasing employment rate in Waterloo Region, as seen in Figure 6. The types of employment available in Waterloo Region are increasingly more skills-based, requiring additional education and training. Although this may explain increased affluence in the Region, it can present difficulties for certain individuals to enter or re-enter the workforce, resulting in a population that has increased reliance on employment and social service supports. As mentioned above, some population groups, such as recent immigrants or single-parent families, tend to be more vulnerable and may face greater barriers to employment than others. These vulnerable groups may find it especially hard to enter the workforce as skill levels continue to rise, further increasing their risk for low income and poverty.


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Figure 6 - Monthly Employment Rate, Waterloo Region, 2008-2010 80.0%

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(Statistics Canada, n.d.) Another factor that has influenced the employment and unemployment rates in Waterloo Region is the proportion of working individuals expected to retire who have not left, or have re-entered, the workforce (Workforce Planning Board of Waterloo Wellington Dufferin, 2010). This delay in retirement in this population has limited younger, more inexperienced workers from finding employment. In addition, large numbers of unemployed workers from other communities have recently moved to Waterloo Region, further increasing the unemployment rate (Workforce Planning Board of Waterloo Wellington Dufferin, 2010). Current case load information for Ontario Works is also indicative of the impacts from the economic recession. Both Ontario Works and Ontario Disability Support Program caseloads have seen an increase over the past two years. Ontario Works caseloads have seen a larger increase, from approximately 6,000 in January 2008 to nearly 9,000 in March 2010 (Statistics Canada, n.d.), as seen in Figure 7.


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Figure 7 - Monthly Ontario Works Caseload, Waterloo Region, 2008-2010

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Jun-08

Apr-08

May-08

Feb-08

5,000

Mar-08

6,000

Jan-08

Caseload

9,000

Month ODSP

OW

(Region of Waterloo, 2010) Although poverty rates decreased between 1996 and 2006, the recent economic climate and changes in employment in Waterloo Region has led to a significant shift in poverty rates in Waterloo Region. Planning and action are required to reduce poverty locally and prevent poverty in those who are at risk. Reducing the prevalence of poverty will lead to a better quality of life for individuals and families currently experiencing poverty, as well as positive financial benefits for the community as a whole. The Region cannot afford not to reduce poverty in Waterloo Region.


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5. Actions and Next Steps As exemplified by the growing number of strategies being developed among the provinces and within local communities, the time may be right to develop a local plan for poverty reduction. Given the findings described in this report, staff recommend a second phase of research that engages stakeholders in a data gathering and planning process in preparation for a poverty reduction strategy using a Social Action Research process. The second phase towards developing a poverty reduction strategy for Waterloo Region would involve the following: Collecting Data 1. Develop a clearer picture of the local poverty experience using the Urban Poverty Data and other appropriate data sets to build a better understanding of the depth of poverty in our community. 2. Engage in a study of place-based poverty reduction initiatives to build a better understanding of what works, what does not work, and why. 3. Explore more comprehensive measures to define and understand poverty reduction efforts in Waterloo Region including consideration for a local application of the Deprivation Index (DI). Examples of measures include the LIM, LICO, MBM, and/or DI (Appendix A). Evaluation strategies are needed that can consider multiple levels of impact and allow for response and implementation of change when necessary. Whenever possible, alignment with indicators used for the Ontario Poverty Strategy would be advisable. Engaging Others 4. Develop a work plan that describes the process for developing a common vision, principles and language, and shared definition of poverty across the corporation and with community. Developing a Plan 5. Develop a clear understanding of the Region’s role in poverty reduction and communicate this to community; understand the relationship between the Region, community partners, and priority groups. Immediate next steps include the sharing of findings of the report with internal staff. The report will also be shared with local partners as well as municipal colleagues locally and across the province through associations and networks. Finally, staff recommends that the actions be referred to should Council determine that a comprehensive poverty reduction strategy be developed as part of the 2011-2015 Corporate Strategic Plan.


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6. Summary In response to the Corporate Strategic Plan 2007-2010, the Social Services Department developed a departmental action to explore the development of a poverty reduction strategy for Waterloo Region. This report serves as the first of two reports providing preliminary research for a poverty reduction strategy and provides a brief review of literature on poverty and related costs, the role of local government, action from a federal, provincial and local perspective and the current situation of poverty in Waterloo Region. The literature review and demographic overview reveal that poverty is a very complex social issue. Poverty cuts across different policy areas including; income support, housing, education, health, child care, food security, transportation, etc. Individuals and families often have multiple needs that are overlapping and intertwined. Poverty requires the coming together of many inter-related but substantively different parts. The extent of poverty and the potential solutions that are required to address it are so varied that a comprehensive effort is necessary from all possible players, including all levels of government, the private and voluntary sectors, and members of the community, particularly those who have experienced poverty locally. A comprehensive effort such as this must be tailored to the specific context of the community, and thus, requires a place-based response. There has been substantial activity across Canada to address poverty and develop strategies at all levels of government: federal, provincial level and local/municipal levels. All of the strategies and initiatives studied pointed to the importance of a multi-level approach that incorporates a place-based response. Torjman (2007) developed a Resilience Framework that can be used at a local level to monitor four core resilience clusters. These clusters comprise the substance of the communities’ agenda and include sustenance, adaptation, engagement, and opportunity. The four cluster areas were explored further in Report 2. Although Torjman’s framework is extremely useful for developing poverty reduction plans at a local level, it is important to understand the complexities involved and the need for integration in order to develop a resilient community. The Region plays an important role in poverty reduction in Waterloo Region, but in order to make significant progress, collaboration with key stakeholders is essential. No one solution is best suited for every community – consider rural and urban differences. There is a need for placebased approaches to poverty reduction that are tailored to the specific context of the local community. In Loewen (2009) emphasizes that not only is one solution not likely, but no one framework is best matched for poverty reduction. Local realities of poverty were explored and are evidenced by numbers of low income people, food insecurity and employment trends. Research suggests that approximately 10.2 percent of individuals and 11 percent of families in Waterloo Region lived in low income in 2006. The income gap between people in low income and people with higher incomes in Waterloo Region is widening. The unemployment rate in Waterloo Region transitioned from one of the lowest in Canada, to one of the highest within a one year period (2008 – 2009). There has been a rise in unemployment rates and an increase in Building Resilient Communities: A Literature Review and Demographic Overview

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an already significant income gap. Finally, local changes in the labour market have resulted in skill barriers for some people desiring to enter the workforce. Population increases (including an influx of new immigrants) and aging demographics lead to increasing subgroups of the population, in addition to other vulnerable groups of individuals (e.g., children, lone parents, and persons with disabilities). These subgroups may require specific services and planning in order to adequately prevent and reduce poverty in Waterloo Region. These changes represent just some of the many challenges that can add to the complexity of poverty as a social issue. Across the Region and within the community, the impacts of poverty are being addressed to some degree by independent players. It is understood from the literature that a comprehensive, collaborative and integrated effort is necessary to appropriately and adequately address poverty. Alignment and joining up of strategies, development of a vision, principles, and a common language for poverty reduction would have a significant impact and would help piece together a clearer picture of a local poverty reduction strategy. A shared understanding of poverty would be beneficial in addition to the use of related indicators and measures to help bridge communication across the Region and with community and governmental stakeholders. Laurie (2008) states that “poverty-ameliorating or remedial policies can be made far more effective if they are backed up with measures that directly deal with the characteristics that contribute to poverty – low literacy, inadequate education, and the low productivity they engender” (p.20). With so many measures for low income (e.g., LIM, LICO, MBM, DI) and potential indicators for poverty (see the Ontario Poverty Reduction Strategy), some agreement must be made in regard to the most appropriate combination of measures and indicators to describe poverty in Waterloo Region. Progress on poverty reduction requires a long-term commitment. As emphasized in Newfoundland and Labrador’s poverty reduction strategy (as cited in Torjman, 2007, p. 265), it is “virtually impossible to tackle the complex problem [of poverty] in the absence of a long-term, comprehensive, and integrated approach, which involves horizontal management at the highest level of government and the close collaboration with other sectors.” Efforts to reduce poverty in Waterloo Region must incorporate a long-term, sustained effort to see a significant reduction of poverty in the community. This longerterm focus would require recurrent evaluation and monitoring to ensure appropriate progress and amendments to best suit the growing and ever-changing community. Finally, poverty is costly at both an individual and societal level. In addition to the economic impact, health, and food security consequences described, a poverty reduction strategy would assist individuals and families coping with and transitioning out of poverty, and would contribute to the communities’ economic prosperity and resilience.


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7. References Association of Municipalities of Ontario & Ontario Municipal Social Services Association. (2009). Government makes a difference: Working together towards poverty reduction. Ontario: Author. Block, S. (2009). A blueprint for economic stimulus and poverty reduction in Ontario. Toronto, ON: 25 in 5 Network for Poverty Reduction. Retrieved June 7, 2010 from www.25in5.ca/blueprint.pdf Campaign 2000. (2009). 2009 report card on child and family poverty in Canada: 1989 2009. Retrieved May 20, 2010 from http://www.campaign2000.ca/reportCards/national/2009EnglishC2000NationalRep ortCard.pdf. City of Ottawa. (2010). Ottawa’s poverty reduction strategy – Poverty affects us all: A community approach to poverty reduction. Ottawa, ON: Author. Collin, C. (2007). Poverty reduction strategies in the United Kingdom and Ireland. Retrieved from http://www2.parl.gc.ca/content/lop/researchpublications/prb0728e.htm Federation of Canadian Municipalities. (2010). Quality of life in Canadian communities: Expanding the social safety net in Canada’s cities and communities: The role of municipal social infrastructure. Ontario: Author. Government of New Brunswick. (2009). Overcoming poverty together: The New Brunswick economic and social inclusion plan. New Brunswick: Author. Government of Ontario. (2008). Breaking the cycle: Ontario’s poverty reduction strategy. Retrieved April 16, 2010 from http://www.children.gov.on.ca/htdocs/English/documents/growingstronger/Poverty_ Report_EN.pdf Government of Ontario. (2009a). Breaking the cycle: The first year. Retrieved April 16, 2010 from http://www.children.gov.on.ca/htdocs/English/documents/growingstronger/2009An nualReport_EN.pdf Government of Ontario. (2009b). Ontario deprivation index. Retrieved March 30, 2010 from http://www.news.ontario.ca/mcys/en/2009/12/ontario-deprivation-index.html Government of Ontario. (2010). Ontario child benefit. Retrieved June 1, 2010 from http://www.children.gov.on.ca/htdocs/English/topics/financialhelp/ocb/index.aspx KAIROS. (n.d.). Ending poverty. Retrieved June 14, 2010 from http://www.kairoscanada.org/en/solidarity/poverty-in-canada/ Laurie, N. (2008). The cost of poverty: An analysis of the economic cost of poverty in Ontario. Toronto, ON: Ontario Association of Food Banks. Loewen, G. (2009). A compendium of poverty reduction strategies and frameworks. Waterloo, ON: Tamarack – An Institute for Community Engagement.


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Matern, R., Mendelson, M., & Oliphant, M. (2009). Developing a deprivation index: The research process. Retrieved from http://www.dailybread.ca/learningcentre/documents/DevelopingaDeprivationIndexF INAL.pdf Opportunities Waterloo Region. (n.d.). About us. Retrieved May 21, 2010 from http://www.owr.ca/community.htm Province of Ontario. (2006). Places to grow: Growth plan for the Greater Golden Horseshoe. Government of Ontario, Ministry of Public Infrastructure Renewal. Toronto, ON: Author. Public Health Agency of Canada. (2008). Key determinants. Retrieved March 11, 2010 from http://www.phac-aspc.gc.ca/ph-sp/determinants/index-eng.php Randall, L. (2010). Overview of the deprivation index [presentation]. Waterloo, ON: Author. Region of Waterloo. (2001). A summary of poverty reduction initiatives by the Region of Waterloo. Waterloo, ON: Author. Region of Waterloo. (2003). Planning our future: Regional growth management strategy. Waterloo, ON: Author. Region of Waterloo. (2006). Document two: Regional growth and our human services. Waterloo, ON: Author. Region of Waterloo. (2007). Region of Waterloo strategic plan: Strategic focus 20072010. Waterloo, ON: Author. Region of Waterloo. (2009). Recommended Regional official plan. Waterloo, ON: Author. Region of Waterloo Planning, Housing, and Community Services. (2010). Year-end 2009 population and household estimates (Report No. P-10-022). Waterloo, ON: Author. Retrieved June 16, 2010 from http://www.region.waterloo.on.ca/web/region.nsf/0/A43D7EF714623CAF852576D D00528F51/$file/P-10-022.pdf?openelement Region of Waterloo. (2010). Ontario Works caseload profile summary 2008-2010. Waterloo, ON: Author. Region of Waterloo Public Health. (2004). Building healthy and supportive communities: A profile of immigrants in Waterloo Region. Waterloo, ON: Author. Region of Waterloo Public Health. (2008a). Can money buy you health? The health impact of poverty. Waterloo, ON: Author. Region of Waterloo Public Health. (2008b). The cost of eating well: The health impact of food insecurity. Waterloo, ON: Author. Region of Waterloo Public Health. (2010). A series of public health briefs on low income status: Low income status in Waterloo Region in 1996, 2001, and 2006. Waterloo, ON: Author. Building Resilient Communities: A Literature Review and Demographic Overview

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Standing Senate Committee on Social Affairs, Science, and Technology. (2009). In from the margins: A call to action on poverty, housing, and homelessness. Retrieved March 11 from http://www.parl.gc.ca/40/2/parlbus/commbus/senate/com-e/citie/rep-e/rep02dec09-e.pdf Statistics Canada. (2008). Low-income cut offs (LICOs). Retrieved March 23, 2010 from http://www.statcan.gc.ca/pub/81-004-x/def/4153357-eng.htm Statistics Canada. (n.d.). Finance report for the Region of Waterloo. Canada: Author. Torjman, S. (2007). Shared space: The communities agenda. Ottawa, ON: The Caledon Institute of Social Policy. Vibrant Communities. (n.d.). What is Vibrant Communities. Retrieved May 21, 2010 from http://tamarackcommunity.ca/g2_WhatIsVC.html Wilson, B. (2009). Sick and tired: The compromised health of social assistance recipients and the working poor in Ontario. Toronto, ON: Community Social Planning Council of Toronto, the University of Toronto’s Social Assistance in the New Economy Project, and the Wellesley Institute. Workforce Planning Board of Waterloo Wellington Dufferin. (2010). Region of Waterloo community labour market analysis. Waterloo, ON: Author.


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8. Appendix A – Measures of Poverty in Canada Low Income Cut-offs (LICOs) LICOs are established annually by Statistics Canada and represent a threshold of income whereby a family is likely to spend more than 20 percent of their incoming funds on basic necessities such as food, shelter, and clothing, and have minimal or no income available for other expenses such as health, education, transportation, and recreation (Statistics Canada, 2008). LICOs are calculated annually for seven different family sizes, five community sizes, and are adjusted for annual inflation (Region of Waterloo Public Health, 2010; Statistics Canada, 2008). Although the LICO measure is not intended by Statistics Canada to be a standardized measure of poverty, it has been shown to correspond well to poverty levels and is widely used for this purpose.

Low Income Measure (LIM) LIMs are also developed by Statistics Canada and are calculated annually. This measure identifies families with an after-tax income that is less than 50 percent of the median family income for a given year. LIMs take family size into account (i.e., number of adults, children, etc.), but do not consider community size or affluence in the calculation.

Market Basket Measure (MBM) MBM is a more complex and resource-intensive method of determining poverty, but is able to reflect costs of poverty on a local level. The MBM includes cost estimates for food, clothing, footwear, shelter, transportation, and other goods and services required for living in a given community (Federation of Canadian Municipalities, 2010). This measure of poverty identifies individuals in low income as those whose disposable income is less than the amount necessary to purchase a basket of goods and services in their local community (Federation of Canadian Municipalities, 2010).

Deprivation Index (DI) The Ontario Deprivation Index (DI), developed through a partnership between the Ontario government, the Daily Bread Food Bank, the Caledon Institute of Social Policy, and Statistics Canada, was recently released in 2009 as part of the first annual update on the Ontario Poverty Reduction Strategy. The first of its kind in North America, this measure aims to distinguish the poor from the non-poor. Developed through a community-based research approach, the DI is a “list of [10] items (or activities) considered necessary to have a standard of living above the poverty level, given prevailing social and economic conditions, but those who are poor are unlikely to be able to afford” (Matern, Mendelson, & Oliphant, 2009). For example, questions inquire about the ability to have friends or family over for a meal at least monthly, and whether an individual has appropriate clothes for job interviews. The DI is becoming the new standard for measuring poverty due to its ability to measure the actual standard of living of the poor (Government of Ontario, 2009b). It has the ability to capture real life experiences of those living in poverty, as well as dimensions of poverty that income Building Resilient Communities: A Literature Review and Demographic Overview

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measures alone cannot gauge (e.g., social isolation). The DI is also able to reflect public perception of poverty and the effects of government investment on poverty reduction strategies (Government of Ontario, 2009b). Similar to the LICO, LIM, and MBM, the DI is not meant to be used in isolation as a poverty measure, but complements these income-based measurements to provide a more complete picture of poverty. Items Included in the Deprivation Index: 1. Do you eat fresh fruit and vegetables every day? 2. Are you able to get dental care if needed? 3. Do you eat meat, fish, or a vegetarian equivalent at least every other day? 4. Are you able to replace or repair broken or damaged appliances such as a vacuum or a toaster? 5. Do you have appropriate clothes for job interviews? 6. Are you able to get a around your community, either by having a car or by taking the bus or an equivalent mode of transportation? 7. Are you able to have friends or family over for a meal at least once a month? 8. Is your house or apartment free of pests, such as cockroaches? 9. Are you able to buy some small gifts for family or friends at least once a year? 10. Do you have a hobby or leisure activity? (Government of Ontario, 2009)


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9. Appendix B – Ontario Poverty Reduction Strategy: Additional Information A major activity outlined in the Ontario Poverty Reduction Strategy is the increase of the Ontario Child Benefit1 (OCB) to a maximum of $1,310 per child per year. This change aims to ensure that 1.3 million children in low income families receive funds to help pay for necessities such as food and shelter. According to the 2009 annual report, the OCB has been raised to a maximum of $1,100 and is on target to increase the maximum to $1,310 by 2013 (Government of Ontario, 2009a). The Ontario Poverty Reduction Strategy emphasized the importance of investing in education and early learning in order to develop a healthy, strong community and economy. In line with this concept is the phasing in of full-day learning for four- and fiveyear-olds in the Fall of 2010. This action aims to strengthen the education system by providing an enriched learning environment for children in all income levels. Building stronger communities is also a focus of the Ontario strategy, which is centred on community revitalization, ensuring employment opportunities for youth, providing temporary financial assistance to individuals facing eviction, as well as appropriate employment regulations for temporary employment agencies. In order to create a smarter government, the Government of Ontario commits to reviewing its social assistance programming to increase opportunity and remove barriers for people with low income. To better develop its programs, it aims to employ a person-centred approach that focuses on understanding the needs of individuals living in poverty.

1

OCB – “The Ontario Child Benefit is financial support for low-income families to help provide for their children” (Government of Ontario, 2010).


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10. List of Tables & Figures Tables Table 1 – Chronological Development of Provincial Poverty Reduction Strategies in Canada Table 2 – Examples of Place-Based Strategies for Poverty Reduction in Canada

Figures Figure 1 – Building Resilient Communities: Cluster Diagram Figure 2 – Individuals with Low Income in Waterloo Region and Ontario, 1996, 2001, 2006 Figure 3 –Average Annual Income for Individuals and Families in Waterloo Region and Ontario, 2006 Figure 4 – Percent Living in Low Income in Over-Represented Groups in Waterloo Region and Ontario, 2006 Figure 5 – Monthly Unemployment Rate, Waterloo Region, 2008-2010 Figure 6 – Monthly Employment Rate, Waterloo Region, 2008-2010 Figure 7 – Monthly Ontario Works Caseload, Waterloo Region, 2008-2010


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11. Contacts For additional information on Building Resilient Communities: Understanding the Role of Regional Government in Poverty Reduction please contact: Heather Froome Administrator, Social Development Programs Social Planning, Policy and Program Administration 99 Regina Street South, 5th Floor Waterloo, ON N2J 4G6 Phone: 519-883-2377 Fax: 519-883-2234 TTY: 519-883-2428 Email: [email protected] Brandie Steeves Social Planning Associate Social Planning, Policy and Program Administration 99 Regina Street South, 5th Floor Waterloo, ON N2J 4G6 Phone: 519- 575-4757 x 5412 Fax: 519-883-2234 TTY: 519-883-2428 Email: [email protected] Lynn Randall Director, Social Planning, Policy & Program Administration 99 Regina Street South, 5th Floor Waterloo, ON N2J 4G6 Phone: 519-883-2190 Fax: 519-883-2234 TTY: 519-883-2428 Email: [email protected] Or visit us on the web at: www.region.waterloo.on.ca/ Additional formats of this document are available upon request. Docs# 763457


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Building Resilient Communities: An Inventory of Programs, Services, and Strategic Initiatives

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(DRAFT)

Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction An Inventory of Programs, Services and Strategic Initiatives by Social Planning, Policy and Program Administration Regional Municipality of Waterloo © Regional Municipality of Waterloo, 2010 This material has been prepared for specific use by the Regional Municipality of Waterloo. When referencing this document please use the following citation: Region of Waterloo. (2010). Building resilient communities: Understanding the role of the Regional Municipality of Waterloo in poverty reduction - An inventory of programs, services and strategic initiatives. Waterloo, ON: Social Planning, Policy and Program Administration. Should you have any questions about this document, please contact: Regional Municipality of Waterloo, Social Services 99 Regina Street South, 5th Floor, Waterloo, ON N2J 4G6 Tel: 519-883-2117 | TTY: 519-883-2428 | Fax: 519-883-2234 This document is available in alternative formats upon request. DOCS#: 807349


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Acknowledgements Building Resilient Communities: Understanding the Role of Regional Municipality of Waterloo in Poverty Reduction - An Inventory of Programs, Services and Strategic Initiatives was made possible with the help of many people across the Regional Municipality of Waterloo. In addition to the report authors, a number of editors helped in the development of this report. Special thanks to the individuals who provided information for the Inventory component of this report including directors and managers from Planning, Housing and Community Services; Public Health; Social Services; Transportation and Environmental Services; Waterloo Region Crime Prevention Council; and Waterloo Regional Police Services.

Regional Municipality of Waterloo Contributors Report Authors: Brandie Steeves Ashley McKnight Heather Froome Lynn Randall

Social Planning Associate, Social Planning, Policy and Program Administration MSW Candidate, Wilfrid Laurier University Administrator, Social Development Programs, Social Planning, Policy and Program Administration Director, Social Planning, Policy and Program Administration


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Table of Contents Executive Summary ........................................................................................................ 1 Introduction ..................................................................................................................... 2 1. An Inventory of Programs, Services, and Strategic Initiatives at the Regional Municipality of Waterloo..................................................................................... 3 1.1. Scope ..................................................................................................... 3 1.2. Methods ................................................................................................. 4 1.3. Findings.................................................................................................. 5 2. Discussion ......................................................................................................... 9 3. Actions and Next Steps.................................................................................... 12 4. Summary ......................................................................................................... 14 5. References ...................................................................................................... 15 6. Appendix A - Torjman’s Resilience Framework – A Place-Based Approach to Poverty Reduction............................................................................................ 17 7. Appendix B – Poverty Inventory Survey........................................................... 20 8. Appendix C – Inventory of Poverty Reduction Programs, Services, and Strategic Initiatives........................................................................................... 22 9. Contacts........................................................................................................... 57


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Executive Summary The purpose of this report is to explore activities delivered by the Regional Municipality of Waterloo (the Region) that focus on poverty reduction, to provide an understanding of the role the Regional government can play in poverty reduction, and to provide recommendations for next steps in the development of a local poverty reduction strategy. The Region is involved in a range of activities that focus on poverty reduction in Waterloo Region; however, many of these activities operate independently from one another. Fifty-nine programs, services, and strategic initiatives were found to be delivered and/or funded by the Region with a focus on poverty reduction. Of the 59 programs and services listed, approximately one third were entirely Regionfunded/initiated (when considering sources of government funding). Programs and services were analyzed using Sherri Torjman’s framework for building resilient communities. The Inventory revealed that most programs and services fit within the sustenance cluster, emphasizing a major focus on building foundations for human security, including physical and emotional well being. Research also illustrated the Region’s active role in encouraging policy and systems level change. For the current term of Regional Council (2007-2010), 36 resolutions were sent to various members of provincial or federal government to advocate for change including support for the Dignity for All Campaign and the Ontario’s 25 in 5 campaign. Poverty is a complex social issue that requires a multifaceted, comprehensive response. Although the Region is actively involved in poverty reduction initiatives locally, a more coordinated effort would result in stronger outcomes for poverty reduction in Waterloo Region. Aligning the pieces of this complicated puzzle, including integrated partnerships with various external stakeholders, would facilitate a clear picture of the local plan for poverty reduction.


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Introduction This report is the second of two preliminary reports produced to inform the development of a poverty reduction strategy for the Regional Municipality of Waterloo. The first report, Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo – A Literature Review and Demographic Overview (Report 1), provides information on poverty including the related costs to individuals and the community at large, the role of municipalities in poverty reduction, and a brief history of poverty reduction strategy development across Canada. A summary of Sherri Torjman’s Resilience Framework is also included, which emphasizes the municipality’s role in creating an enabling environment for social change. An excerpt from Report 1 summarizing Torjman’s framework is included in Appendix A as it was used as a framework to analyze the inventory of programs, services, and strategic initiatives (the Inventory) described in this report. Both reports are aligned with the Region of Waterloo Corporate Strategic Plan 20072010 Focus Area Three of the Corporate Strategic Focus, Healthy and Safe Communities; Strategic Objective One: (To) “improve health by reducing or preventing the environmental and social conditions or behaviours that lead to poor health and/or disparity” (Region of Waterloo, 2007). The Social Services Department outlined departmental Action 3.1.2. establishing the goal to explore the development of a poverty reduction strategy for Waterloo Region. As mentioned above, this report aims to explore the depth and breadth of efforts undertaken by the Region to address poverty through an inventory of programs, services, and strategic initiatives delivered or funded by the Region. This report also outlines actions for next steps in the development of a local strategy. In 2001, the Region responded to a request by Opportunities 2000 (now Opportunities Waterloo Region) to review all Regional programs and activities that focused on reducing poverty in Waterloo Region. This effort was documented in a report titled A Summary of Poverty Reduction Initiatives by the Region of Waterloo (Region of Waterloo, 2001), which summarized poverty reduction activities delivered by the Region at that time, outlined future actions, and described current and future challenges. This report aims to continue the collection of information on the many Regional programs, services, initiatives, and advocacy efforts that play a part in reducing poverty in Waterloo Region. Actions steps for the development of a poverty reduction strategy are put forward to inform the next strategic plan. Several appendices are also included to provide additional information.


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1. An Inventory of Programs, Services, and Strategic Initiatives at the Regional Municipality of Waterloo The following provides detailed information related to the inventory of programs, services, and strategic initiatives (the Inventory), including methods, findings, and discussion.

1.1.

Scope

Currently, the Region funds and/or delivers programs and services that focus on providing a better quality of life for its residents. It is important to recognize the significance of the many universal initiatives, such as transit services, infant development programs, and crime prevention programs that are delivered by the Region to increase the range of supports and resources available for citizens in Waterloo Region. Many of the Region’s programs, services, and initiatives work to enhance quality of life and build a resilient community; for the purposes of this report, an inventory has been developed that will include information on programs, services, and strategic initiatives delivered or funded by the Region that are intentionally focused on supporting residents in coping with and transitioning out of poverty. The Inventory will also illustrate the importance of the advocacy role the Region plays to encourage policy and systems-level change for poverty reduction. In addition to universal programs and services funded and/or delivered by the Region, it is also important to acknowledge the many planning groups, committees, tables, collaboratives, and community initiatives that Region funds and/or participates in that focus on a variety of quality of life issues in Waterloo Region. For example, the Region is a supportive partner of Opportunities Waterloo Region, Capacity Waterloo, the Resiliency Project, Waterloo Region Shares of the Food Assistance Network, Social Planning Councils, Waterloo Region Immigrant Employment Network, and innovation initiatives such as SiG@UW. In addition, the Region has legislative authority to provide voluntary grants to local voluntary organizations, many of which support individuals living in poverty. In 2010, the Region provided over one million dollars in voluntary grants to community groups (e.g., the Food Bank of Waterloo Region and the K-W Multicultural Centre), as well as arts and culture groups (e.g., the Prosperity Council) in the region (Region of Waterloo, 2010b). These examples represent only a few of the many efforts that are taking place and illustrate the collaborative energy and commitment to support the non-profit sector and ultimately enhance quality of life within Waterloo Region. It should be noted that these activities are not included in the scope of the Inventory, which may under-represent the level of commitment by the Region to support the social infrastructure. As a first step towards understanding the Region’s efforts towards poverty reduction, the Inventory will look internally, and report on programs, services, and strategic Building Resilient Communities: An Inventory of Programs, Services, and Strategic Initiatives

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initiatives where the Region holds a lead role. Finally, it is important to note that the Inventory is intended to provide a preliminary understanding of the depth, breadth, and range of activities related to poverty reduction and does not provide analysis of the impact of such efforts.

1.2.

Methods

Programs, Services, & Strategic Initiatives An overview of the Building Resilient Communities project was presented to the Community Services Coordinating Committee for approval on March 22, 2010. All directors were asked to provide appropriate contacts from which to collect information on programs, services, and strategic initiatives delivered or funded by the Region that specifically target individuals living in low income. Surveys (Appendix B) were sent via email to directors from 13 divisions and councils across the Region. Data was collected from contacts representing six departments and councils at the Region including Planning, Housing, and Community Services; Public Health; Social Services; Transportation and Environmental Services; and Waterloo Region Crime Prevention Council. Most surveys were completed electronically or by hard copy; and in some cases, interviews with contacts were conducted to ensure accurate interpretation of data. Data was organized into a comprehensive table and sent to all participants to validate findings (Appendix C). In total, 59 programs, services, and strategic initiatives were scoped into the Inventory. In addition to survey data, information from the Region’s internal website, provincial and federal websites, as well as hardcopy documents were used to supplement participants’ responses. All programs, services, and strategic initiatives were described by funding source; legislative requirements; and the role that the Region plays in its delivery, funding, or planning. In addition, programs and services (aside from those in the Research and Resources sustenance area) were analyzed using the four clusters outlined by Torjman (Appendix A) in her Resilience Framework: sustenance, adaptation, engagement, and opportunity. Advocacy The Region works to impact policy and system level change in a number of ways; for example, participation on various local, provincial, and national initiatives. For the purposes of this report, a scan was conducted of resolutions approved by Regional Council from 2007-2010 (term of council, to May 5, 2010) and analyzed for activity related to the encouragement of policy and systems-level change that would impact people living with low income. Although this method may under-represent the advocacy related activity of the Region, it provided consistent and reliable data for the purposes of this investigation.


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Limitations There are a number of limitations to the research outlined in this report. First, as described earlier, the Inventory included only activities that intentionally targeted low income populations, and did not include any universal programs, services, or strategic initiatives. The Inventory was intended to provide preliminary information about the programs, services, and initiatives delivered or funded by the Region, and was not focused on initiatives led by community groups or other levels of government outside the Region or the actual impact or effectiveness of the activities that were included. With regard to the research on advocacy efforts of the Region, only resolutions made by the Community Services Committee were reviewed, and as such, any resolution made by any other committees of council or efforts achieved through other avenues would be excluded/missed. It is recommended that a second phase of research expand upon the Inventory to include universal and community-based initiatives to better understand the full range of programs, services, and strategic initiatives that support poverty reduction in Waterloo Region.

1.3.

Findings

Eight substantive areas were explored, including: Substantive Areas Child and Youth Development, Dental Supports, • Child & Youth Employment Services and Skills Development, Development Food Security, Homelessness and Housing, • Dental Supports Income Support, Transportation, and Research • Employment Services & and Resources. Substantive areas spanned the Skills Development participating departments and divisions, where • Food Security some substantive areas included programs, • Homelessness & Housing services, and initiatives from a number of divisions • Income Support (e.g., Child & Youth Development), and others • Transportation had representation from only one division (e.g., • Research & Resources Income Support). In total, 50 programs and services and 9 strategic initiatives fell within the scope of this project. The majority of the programs and services described by respondents fit into the substantive area of Homelessness and Housing (36 percent), followed by Child and Youth Development (20 percent), and Employment Services and Skills Development (14 percent). It is important to note that the figures and percentages listed in the findings of the Inventory are based on frequency data, and do not reflect the scope, complexity, intensity, or direct impact on clients by the programs, services, and strategic initiatives. Also, for some survey respondents, many sub-programs exist as a suite of programs under an over-arching larger program (e.g., programs delivered through Employment Services under Community Placements). A mere summation of total programs in certain substantive areas does not accurately reflect the depth and breadth of involvement within that area. The data presented here are intended to provide a preliminary understanding of the broad range of programs, services, and strategic initiatives delivered by the Region, and should be viewed with caution.


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The substantive areas that emerged from the data emphasize the extensive role that the Region plays in poverty reduction locally. Efforts to reduce poverty span a number of areas that correspond to many contributing factors towards poverty. These substantive areas also mirror areas for action found in the literature as reported in Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo – A Literature Review and Demographic Overview (Region of Waterloo Social Services, 2010), In From the Margins, and the Ontario Poverty Reduction Strategy.

Programs and Services Resiliency Framework Using Torjman’s framework (2007) for building resilient communities, it was found that programs and services address all four cluster areas. Although there was representation from each of the clusters of sustenance, adaptation, engagement, and opportunity, most programs and services (80 percent) fell within the sustenance cluster over any other. Thirty-nine percent of the programs and services focused only on sustenance such as Emergency Food Hampers, Children in Need of Treatment (CINOT), and Emergency Shelters. Seven programs and services (15 percent) included all four clusters such as the Community Outreach Program, Community Placements, and Peer Counseling Grants. The distribution of clusters also varied across substantive areas. Although all seven substantive areas analyzed included at least one cluster, only three substantive areas illustrated a generally equal distribution of the clusters: Child and Youth Development, Food Security, and Employment Services and Skill Development. The substantive areas of Housing and Homelessness and Income Support included all clusters, however, the sustenance cluster was significantly more represented in comparison to adaptation, engagement, and opportunity. In addition, the substantive area, Dental Supports, was the only area that included programs and services that focused only on sustenance. Funding Although many programs and services are cost-shared with community partners, only governmental funding was analyzed in the Inventory. The governmental funding source for programs and services varied significantly. Programs and services were funded through a combination of federal, provincial, regional, or other funding. Many programs and services were funded by a blend of regional and other governmental funding; for example, Home Child Care, the Domiciliary Hostel Program, and Community Placement. Approximately one third of the programs and services were funded entirely (100 percent) by the Region such as the Waterloo Region Peer Program, the Community Housing Access Centre, and Community Outreach Program. This demonstrates the Region’s commitment to social infrastructure development and maintenance. Legislative Requirement/Regional Role The provision of many programs and services complies with various legislative mandates. For example, Healthy Babies, Healthy Children and the Dental Clinic both abide by Ontario Public Health Standards, whereas the Emergency Shelters and Building Resilient Communities: An Inventory of Programs, Services, and Strategic Initiatives

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Income Supports comply with the Ontario Works Act. The Region is also responsible for a number of programs as a Consolidated Municipal Services Manager1 (CMSM). Some of these programs are delivered in compliance with other legislation as well (e.g., Child Care Subsidy is in compliance with the Day Nurseries Act); however many do not have any legislative requirements for provision. For example, in addition to many important partners, the Region administers the STEP Home program (Support to End Persistent Homelessness), but is not required to do so under legislative authority. Hence, the Region often acts as an exemplar (see Appendix A) in the community through its involvement in many innovative programs and services, often in partnership with various community groups and levels of government.

Strategic Initiatives The Region actively participates in strategic planning with a variety of partners. Nine major strategic initiatives were identified through the Inventory, all of which involve extensive planning and coordination for poverty related issues. The Association of Municipalities of Ontario & Ontario Municipal Social Services Association (2009) emphasize the importance and influence of municipalities in the development and implementation of extensive community plans. They state that municipalities are able to combine collective knowledge and technical expertise of services delivery, and act as a champion for change with support of the local community (Association of Municipalities of Ontario & Ontario Municipal Social Services Association, 2009). The Homelessness to Housing Stability Strategy and Community Action Plan for Housing are both examples of Regional systems level planning initiatives that span the entire Corporation and involve substantial community partnership. These interdepartmental plans, as well as Affordable Transportation Options for People with Low Incomes, serve as examples of collaborative planning for poverty reduction efforts regionally. In addition, the plans are also linked to the Regional Corporate Strategic Plan. Knowledge exchange regarding lessons learned in the development these system plans would be instrumental to the establishment of a poverty reduction plan within the Region. As illustrated by the wide variety of programs, services, and strategic initiatives listed in the Inventory, there are extensive programmic, strategic and even systemic activities taking place within the Region that aim to reduce poverty for individuals and families experiencing low income, as well as enhancing the quality of life for the citizens of Waterloo Region and beyond.

1

Consolidated municipal services management is an integrated form of social service delivery (Government of Ontario, 2009). Consolidated Municipal Service Managers in Ontario are responsible for social services (including homelessness, child care, employment and income support, and housing), and can also provide land ambulance and public health with the approval of the Minister of Health (Government of Ontario, 2009).


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Activities that Encourage Policy and Systems Level Change In addition to planning and delivering programs, services, and strategic initiatives in Waterloo Region, the Region is very active in advocating for policy and systems-level change related to poverty. Advocacy efforts by the Region (in the form of resolutions approved by Council) were analyzed and were found to illustrate the Region’s extensive efforts to champion for change for the betterment of its residents and Canadians in general. In total, 36 reports related to issues of poverty were actioned by Council, often involving the distribution of letters to MPs or MPPs and various Ministries. Importantly, these activities spanned all eight substantive areas. However, the substantive area with the most advocacy activity was that of Housing and Homelessness, which represented 61 percent of the reports to council (22 reports). Two activities directly addressed poverty campaigns. The first on October 8, 2008, recommended that the Region support the Province’s “25 in 5” Campaign to reduce poverty by 25 percent in five years, and that the Province commit to a poverty reduction strategy to meet this target. More recently, on May 5, 2010, Regional Council passed a resolution to support the Dignity for All Campaign and to endorse the City of Calgary’s Resolution to the Federation of Canadian Municipalities (FCM) for a federal anti-poverty act. The Region is one of three municipalities in Canada (in addition to Calgary and Peel Region) to support the Dignity for All Campaign to date. Many activities of the Region are tied to legislation set by the Province, or in some cases the federal government, hence, there is a need to continue to educate and advocate for changes at other governmental levels to effectively address structural barriers and systems-level change.


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2. Discussion It can be surmised from the Inventory that the Region is involved in delivering a wide range of activities that aim to decrease poverty and increase the quality of life for residents in Waterloo Region. There are many areas of strength that can be described. For example, the Region is focused on eight, wide-reaching substantive areas that cover many important contributors to poverty reduction. Although out of scope for the purposes of the Inventory, the Region is also heavily involved in the community, and works with many external stakeholders in their efforts towards reducing poverty at the community level. The Region is focused on a mission to provide “innovative leadership and services essential to creating an inclusive, thriving, and sustainable community” (Region of Waterloo, 2007), which is exemplified in the range of efforts outlined in the Inventory. While Regional investment is clearly demonstrated, there are also many challenges that hinder progress for poverty reduction in Waterloo Region. Some examples of these challenges and opportunities are described below and in Report 1. Resilience Framework Ideally, when considering all efforts for poverty reduction in a community, all four core resilience clusters (sustenance, adaptation, engagement, and opportunity) should be equally represented. Considering that this Inventory is limited in scope to include only programs, services, and strategic initiatives delivered and funded by the Region that intentionally focused on supporting residents living in low income, the potential to understand how the Region addresses Torjman’s clusters could not be fully realized. However, this observation does not preclude efforts in the clusters that were less represented (adaptation, engagement, and opportunity), it merely illustrates that the Region was most focused on sustenance cluster. This may be an opportunity for additional efforts; however, community-based programmic intervention may be satisfying the needs of the community within the clusters that were less prominent. Further investigation is recommended to address this question. Poverty is Being Tackled by Many Independent Players As illustrated in the Inventory, there is a significant level of investment in the social infrastructure in Waterloo Region; yet, it is still unclear if the Region is maximizing its impact on poverty reduction locally. There are many activities aimed at reducing poverty; however, most of these activities operate in isolation of one another rather than under a coordinated plan or strategy. A Policy Integrated Approach would allow for longer-term efforts to poverty reduction rather than smaller, more discrete activities. As mentioned in Report 1, this approach for tackling complex social issues includes involvement from all levels of government through a combination of wage supplement programs, investments in social infrastructure and public programs, and a Living Wage policy (Wilson, 2008; Block, 2009; Laurie, 2008). A Policy Integrated Approach would be more suited to tackle the complex issue of poverty. Working together with various sectors, this type of effort would be able to utilize resources more effectively and efficiently than if all partners


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worked in isolation. Such a collaborative effort would be less costly, more productive, and initiate a greater impact on the Region and its residents. Alignment of a number of features of local program delivery and planning is necessary to ensure an integrated and coordinated effort to tackle poverty in Waterloo Region. All Regional programs, services, and strategic initiatives should be aligned with the corporate strategic plan; however, the specific mission and vision with regard to poverty reduction locally is unclear. It can be assumed that all programs that serve low income populations aim to increase their clients’ well being and quality of life; however, this common language is not yet firmly established. Alignment of poverty reduction plans at a corporate level would better equip each individual activity, and would allow stakeholders to work more synergistically to reduce poverty in Waterloo Region. This alignment could also be developed in collaboration with community-based groups that strive for poverty reduction in Waterloo Region as well, establishing a concerted effort that links government and other community groups towards a common vision for poverty reduction locally. The Region’s Role in Poverty Reduction With the current economic environment, municipalities can play an even larger role in poverty reduction. As Consolidated Municipal Service Manager (CMSM) for social services (including homelessness, child care, employment and income support, and housing), and with the responsibility of maintaining the Ontario Public Health Standards (OPHS), the Region oversees the delivery of a wide range of human services to Waterloo Region. As a CMSM, and through guidance by the OPHS, the Region is accustomed to coordinating region-wide planning and service provision, evidence of the Region’s capacity for involvement in the development of a poverty strategy. Currently, the Region has not articulated a clear vision of how to tackle poverty reduction locally. However, in some areas, there have been substantial efforts for system-level change in Waterloo Region. For example, the Homelessness to Housing Stability Strategy and the Community Action Plan for Housing both employ a crosscommunity and interdepartmental design to stimulate systems-level change. These two examples include the implementation of a suite of programs and services to address housing stability and homelessness in Waterloo Region. Lessons learned and promising practices gleaned from these initiatives could be informative when planning for a poverty strategy in the Region. In addition, the Region is required, under provincial and federal legislation, to provide certain programs and services. For example, the Ontario Public Health Standards guide planning and programming for public health and the Ontario Works Act guides the expectations of Employment and Income Support services. From a federal perspective, the Region serves as Community Entity for the Homelessness Partnering Strategy. Although the Region must adhere to many policies and legislation, there is a substantial amount of discretion that the Region holds for carrying out legislative and policy requirements. Finally, as seen in the Inventory, there are many programs, services, and strategic initiatives that are Region-initiated (i.e., not required under legislation) that Building Resilient Communities: An Inventory of Programs, Services, and Strategic Initiatives

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focus on poverty reduction in the local community, such as the Child Health Fair project and the Community Outreach program. This demonstrates a commitment to social infrastructure development and maintenance. The data emphasize the extensive role that the Region plays in poverty reduction locally. Poverty Reduction Will Require Funding Data on the source of funding for programs, services, and strategic initiatives was collected in the Inventory; however, analysis was not conducted on the quantity of funds utilized. Further research exploring how to maximize impact with limited available funds would be invaluable for the progress on poverty reduction in Waterloo Region. The gradual uploading of social assistance costs to the provincial government and the resulting cost savings to the Region is seen as an opportunity to invent in long term efforts for poverty reduction. Ultimately, poverty reduction requires a long-term commitment with stable, sustainable funding. However, as seen in Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo – A Literature Review and Demographic Overview poverty reduction will likely yield a social return on investment. Reducing poverty in Waterloo Region will result in decreased costs to the community by reducing utilization of health care, social assistance, and need for the many programs and services listed in the Inventory (e.g., Food Hamper Program and Emergency Shelters). Poverty, being a complex social issue, requires a major comprehensive effort from many important players. As seen through the Inventory, the Region has, and continues to play a major role in poverty reduction locally; however, there is a need to recognize that the Region is part of a much bigger picture. Poverty reduction requires participation from many stakeholders, including the community sector, non-profit and voluntary sectors, and all levels of government. These players must all work together in the development and maintenance of a place-based social infrastructure that enhances the quality of life and well being of Waterloo Region residents. A concerted effort such as this would yield a greater impact than if stakeholders continue to work independently. Common community-based vision would help to link the pieces of this puzzle together, allowing all players to see the same picture: a resilient and poverty-free Waterloo Region.


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3. Actions and Next Steps Given the findings described in this report, staff recommend a second phase of research that engages stakeholders in a data gathering and planning process through Social Action Research involving the following seven actions: Collecting Data 1. Expand the Inventory to include programs, services, strategic initiatives, and advocacy efforts delivered by other levels of government and community groups such as Opportunities Waterloo Region (activities deemed outside the scope of the original Inventory) to build a fulsome understanding of what is happening across the region with regard to poverty reduction. 2. Develop an understanding of how well the Region and community are engaging and responding to the needs of priority populations (e.g., Aboriginal peoples, persons with disabilities, recent immigrants, children, and single-parent families). Develop an understanding of whether the Region is effectively engaging these priority populations in programs, services, and planning and evaluation processes. Engaging Others 3. Engage priority groups in the data collection and planning process described above. 4. Strategic planning should engage stakeholders across departments and aligns the Region’s approach to poverty reduction. The weaving together of elements of strategic plans around poverty reduction will result in greater consistency, alignment and impact. As seen in the Inventory, current strategic plans are developed in substantive areas of interest, but are not aligned across a broader planning spectrum in collaboration where issues sometimes join up. Developing a Plan 5. Explore alignment among strategic plans for various Regional initiatives that intentionally address poverty and assess whether there are existing indicators that can be aligned across programs. This would be an important consideration given the findings from the Inventory, the substantial work in the area of poverty reduction across the Corporation, and the literature emphasizing the importance of approaching poverty through a comprehensive and integrated approach. This recommendation is consistent with the Policy Framework of the Human Service Plan (Document 4). 6. Explore lessons learned in areas where the Region has been successful in working across departments, divisions, and in partnership with multiple sectors in this community and apply these processes and principles to the development of a poverty reduction strategy. 7. Expand partnerships with community to further develop the four cluster areas of the Resilience Framework (sustenance, adaptation, engagement, and opportunity) and to support a comprehensive approach to poverty reduction locally. Attention should be paid to economic development and enterprise Building Resilient Communities: An Inventory of Programs, Services, and Strategic Initiatives

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development areas to address the widening gap between those who are benefiting from the Region’s economic strength and those for whom financial stability remains elusive. Immediate next steps include the sharing of findings of the report with internal staff. The report will also be shared with local partners as well as municipal colleagues locally and across the province through associations and networks. Finally, staff recommends that the actions be referred to should Council determine that a comprehensive poverty reduction strategy be developed as part of the 2011-2015 Corporate Strategic Plan.


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4. Summary This report was developed as supplementary to Report 1 to inform the development of a poverty reduction strategy for Waterloo Region. Information on programs, services, and strategic initiatives was gathered and presented through the Inventory. This report also includes a discussion of Regional advocacy efforts for good social policy. The results presented in the Findings section of this report illustrate the depth and breadth of the Region’s efforts to reduce poverty in Waterloo Region and beyond. In addition, many of its efforts towards poverty reduction are not required under provincial or federal legislation or standards, in fact, approximately one third of activities receive 100 percent of government sources of funding from the Region. This fact further demonstrates the Region’s commitment to investment in the social infrastructure of the community. While the investment is clearly demonstrated, there is more that can be done to maximize the impact of theses efforts through the development of a coordinated, collaborative, and integrated strategic plan for poverty across the Region in partnership with citizens, clients, non-profit sector agencies, for-profit sector businesses, and other levels of government. It is the linking of these pieces that will help yield a clearer picture of poverty reduction in Waterloo Region. As a next step to this report, it is recommended that a this report, along with the first report (Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo – A Literature Review and Demographic Overview) be shared with internal staff as well as local partners and municipal colleagues locally and across Ontario through the Ontario Municipal Social Services Association networks. Ultimately, it is recommended that the actions listed in these two reports be considered should Council determine that a comprehensive poverty reduction strategy be developed as part of future strategic planning for the Region.


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5. References Association of Municipalities of Ontario & Ontario Municipal Social Services Association. (2009). Government makes a difference: Working together towards poverty reduction. Ontario: Author. Block, S. (2009). A blueprint for economic stimulus and poverty reduction in Ontario. Toronto, ON: 25 in 5 Network for Poverty Reduction. Retrieved June 7, 2010 from www.25in5.ca/blueprint.pdf Campaign 2000. (2009). 2009 report card on child and family poverty in Canada: 1989 2009. Retrieved May 20, 2010 from http://www.campaign2000.ca/reportCards/national/2009EnglishC2000NationalRep ortCard.pdf. Federation of Canadian Municipalities. (2010). Quality of life in Canadian communities: Expanding the social safety net in Canada’s cities and communities: The role of municipal social infrastructure. Ontario: Author. Government of New Brunswick. (2009). Overcoming poverty together: The New Brunswick economic and social inclusion plan. New Brunswick: Author. Government of Ontario. (2008). Breaking the cycle: Ontario’s poverty reduction strategy. Retrieved April 16, 2010 from http://www.children.gov.on.ca/htdocs/English/documents/growingstronger/Poverty_ Report_EN.pdf Government of Ontario. (2009). Municipal Government in Ontario. Retrieved May 17, 2010 from www.ontario.ca/en/your_government/004615 Laurie, N. (2008). The cost of poverty: An analysis of the economic cost of poverty in Ontario. Toronto, ON: Ontario Association of Food Banks. Loewen, G. (2009). A compendium of poverty reduction strategies and frameworks. Waterloo, ON: Tamarack – An Institute for Community Engagement. Region of Waterloo. (2001). A summary of poverty reduction initiatives by the Region of Waterloo. Waterloo, ON: Author. Region of Waterloo. (2007). Region of Waterloo strategic plan: Strategic focus 20072010. Waterloo, ON: Author. Region of Waterloo. (2010a). Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo – A Literature Review and Demographic Overview. Waterloo, ON: Social Planning, Policy and Program Administration. Region of Waterloo. (2010b). March 24, 2010 council info. Waterloo, ON: Author. Standing Senate Committee on Social Affairs, Science, and Technology. (2009). In from the margins: A call to action on poverty, housing, and homelessness. Retrieved March 11 from http://www.parl.gc.ca/40/2/parlbus/commbus/senate/com-e/citie/rep-e/rep02dec09-e.pdf


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Torjman, S. (2007). Shared space: The communities agenda. Ottawa, ON: The Caledon Institute of Social Policy. Wilson, B. (2009). Sick and tired: The compromised health of social assistance recipients and the working poor in Ontario. Toronto, ON: Community Social Planning Council of Toronto, the University of Toronto’s Social Assistance in the New Economy Project, and the Wellesley Institute.


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6. Appendix A - Torjman’s Resilience Framework – A PlaceBased Approach to Poverty Reduction **Excerpt from Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction – A Literature Review and Demographic Overview** Sherri Torjman of the Caledon Institute of Social Policy (a social policy think tank in Ottawa, Ontario) is the author of many works focused on a variety of social policyrelated topics, most notably poverty reduction through place-based approaches, as well as disability policy. Torjman begins by recognizing the influence that a place (i.e., a town, city, community, neighbourhood) has on the quality of life of its residents. She declares that the quality of place, or shared space, has a direct impact on the cultural, economic, and social well being of individuals and families (Torjman, 2007). It is this shared space that is the central focal point of the communities agenda, an agenda “whose goal is to promote resilience in order to build strong and vibrant communities” (p. 1). The concept of resilience refers to the ability of a community to cope with and thrive in the presence of obstacles, challenges, and continual change. Torjman (2007) emphasizes that the communities agenda has a basis of optimism paired with the notion that there are innovative ways to tackle major and complex issues, such as poverty, that face communities today. In order to build resilience in a community, Torjman asserts that efforts must be taken in each of four independent, but associated clusters. These clusters comprise the substance of the communities agenda and include sustenance, adaptation, engagement, and opportunity. Figure 1 – Building Resilient Communities: Cluster Diagram

Sustenance

Adaptation

Resilience

Engagement

Opportunity

Sustenance | The sustenance cluster encompasses the foundations for human security, including physical and emotional well being. From a social perspective,


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sustenance relates to housing affordability and income security for community members, as well as population health and basic health protection (Torjman, 2007). Adaptation | The adaptation cluster involves basic coping skills and capacities. The focus of this cluster is to encourage the development of protective skills that may aid in future struggle such as empathy, problem-solving, and literacy proficiency (Torjman, 2007). Investments in high quality child care, school hubs, and settlement assistance for new immigrants are examples of community infrastructure supports in the adaptation cluster. Related to personal capacity development, early childhood development programs such as screening, early stimulation, and quality parenting initiatives would also help to support this cluster. Social capital relates to adaptation as well due to its relationship with establishing strong families and neighbourhoods through social network development and supports. Finally, the importance of knowledge and the knowledge economy is included in this cluster, and involves enhancing proficiencies in literacy, numeracy, basic communications, and problem-solving. Engagement | The engagement cluster relates to active participation in society, which can stimulate a sense of empowerment for community members, and can include participation in public discourse, community decision-making processes, volunteering, and recreation (Torjman, 2007). Engagement also requires the removal of barriers that would impede social participation, for example, ensuring ample physical space and amenities for public interaction. Opportunity | The opportunity cluster involves investment in work-related training and the creation of economic opportunities. It is also related to the creation of assets (e.g., individual development accounts, learning bonds, and homeownership) and the associated development of independence, choice, hope, and a sense of agency (Torjman, 2007). Each cluster is inherently complex and requires investments in both personal capacity and social infrastructure. Torjman (2007) asserts that the main challenge in building resilience is to establish a balance between all clusters such that each cluster is in itself sufficiently supported, but is also actively linked to all other clusters simultaneously. Torjman emphasizes that collaboration is key to creating this intricate balance and is illustrated in the three core tasks of the communities’ agenda. Core tasks of the communities agenda: To create healthy resilience clusters by improving the links among actors: 1. Within each cluster 2. Between each cluster 3. From communities and governments (Torjman, 2007) Collaboration within and between clusters, as well as between community and government players will establish an integrated approach that, when working as one,


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will help to tackle major complex social problems such as poverty. With this connected network of stakeholders, organizing for complexity is also essential. Torjman comments on the capacity and potential of local action and emphasizes that innovation is the key bridging concept that will help build resilient communities. Innovation involves creating knowledge or applying existing knowledge in new ways to solve problems. Actors in the community (e.g., citizens, groups, voluntary organizations, the private sector, and government) must work together to develop innovative methods for tackling poverty. In order for this collaborative effort to succeed, an enabling environment is required, and should be supported by all orders of government.

Role of the Local Government Torjman (2007) describes that traditionally, governments play the part of an exemplar and/or investor in a community. However, she highlights the importance for governments to act as an enabler by providing an appropriate context for social change via social infrastructure and supports. This can take on the form of regulatory frameworks, physical amenities, access to financial supports, and a skilled workforce (Torjman, 2007). The three key roles are described below: Exemplar The municipal governments in Ontario have a broad social responsibility, which falls into the areas of social assistance, child care, social housing and supports, and recreation. Municipalities, which guide regional action, can act as leaders in the community by raising awareness about social issues and the importance of social investment. In the role of an exemplar, the Region can concentrate on creating a shared vision regarding a commitment to social change and poverty reduction in the community. Investor Torjman states that a “productive economy requires a strong social infrastructure” (p. 6), and that social health is actually a determinant rather than a product of a healthy economy. In order to foster both social and economic health, the Region must invest in individual and community-focused activities. Individual investments may include income security and employment training; whereas community investments may include decent affordable housing, early childhood development centres, recreational facilities, and cultural programs (Torjman, 2007). Enabler Municipal governments have the capacity to act as a champion for local change by creating the appropriate environment for innovation and collaboration. In the role of an enabler, the Region can foster social capital by making a commitment to bridge communications across departments, neighbourhoods, community organizations, and social institutions in order to create a shared vision for social change. This role requires a commitment to “knowing,” “doing,” and “reviewing.” The Region has the opportunity to provide information and knowledge, support collaboration, and aid in the review of local efforts for change. Building Resilient Communities: An Inventory of Programs, Services, and Strategic Initiatives

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7. Appendix B – Poverty Inventory Survey Poverty Inventory Project Survey

The purpose of the Poverty Inventory Project is to develop an inventory of programs/services/strategic initiatives delivered and/or funded by the Region to support residents in coping with and transitioning out of poverty. To be specific, the programs/services/strategic initiatives that adhere to the following scope are considered relevant to this inventory: In scope: • the programs and services delivered by the Region of Waterloo that work to enhance the quality of life and support residents living in low-income, (e.g., Assisted and Affordable Housing programs, Employment Services, Income Support); • strategic initiatives that are the Region’s mandate or sphere of influence that specifically target residents living in low-income, (e.g., Affordable Housing Strategy, Homelessness to Housing Stability Strategy); and • programs, services and strategic initiatives funded by the Region that are targeted specifically to individuals living in low-income in Waterloo Region. Out of scope: • programs/services/strategic initiatives that are funded, operated or delivered by the Region that do not have as a mandate the requirement to serve people living in low income; and • poverty reduction programs, services and strategic initiatives delivered by organizations without Regional involvement. We have identified to you in an email the programs/services/strategic initiatives from your area that have been included. Please complete one survey for each. If you are completing this survey electronically, please save it as a new document and email it back to Ashley McKnight at [email protected].


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Poverty Inventory Project Survey **Note: text boxes have been removed from this copy of the Inventory Survey Department: Division: Completed by: Date: 1. What is the name of the program/service/strategic initiative? 2. Please provide a brief description of the program/service/strategic initiative. 3. What are the goals of the program/services/strategic initiative? 4. How does the program/service/strategic initiative specifically target people living in low income? Is there eligibility criteria? 5. When did the program/service/strategic initiative first begin? 6. Is this funding/strategic initiative time-limited or on-going? 7. What is the Region’s role in delivering the program/service/strategic initiative (e.g., CMSM, funder, service provider)? Is there a legislative requirement to deliver the program/service, and if so what is it? 8. How is the program/service/strategic initiative funded?


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8. Appendix C – Inventory of Poverty Reduction Programs, Services, and Strategic Initiatives

Child and Youth Development Programs/ Services Meet with a Nurse (MWAN) at Family and Children’s Services (FACS): A Pilot Project

Child Health Fair Project

Lead Department/ Division Public Health Department: Child and Family Health Division

Description Public Health Nurses (PHN) at FACS location: -Provides services (e.g., screening, assessment of family regarding health related issues and issues related to the social determinants of health) -Provides education related to health, growth and development, nutrition, parenting, etc. -Links families to appropriate community programs and services based on issues identified -Eligibility: all families (with consent) can access the PHN at MWAN; yet the nurse at FACS may be more likely to target lowincome families -Collaborative community events where service providers come together at one site to provide developmental screening/child development information to parents/caregivers for children age 0-6 -Site locations for fairs are based on several indicators including percentage of

Funding Source1 Region’s Role/ Legislative Requirement -Region’s Public -Cost shared: Health Nurses Province and provide service Region delivery to clients in the region (four locations) -MWAN meets the legislative Child Health requirements of the OPHS

-Cost shared Lyle S. Hallman Foundation and Region

-Region makes inkind contribution of Regional staff to coordinate, promote, deliver and facilitate fairs -Program complies

S A E O √

√

√

√

√

√

Legend: S- Sustenance, A- Adaptation, E-Engagement, O-Opportunity, OW- Ontario Works, ODSP- Ontario Disability Support Program, CMSM- Consolidated Municipal Service Manager, OPHS- Ontario Public Health Standards. 1 – Funding source refers to the portion of government funding. Many programs/services/strategic initiatives may be cost-shared with community partners. Page 22 of 57

Child and Youth Development Programs/ Services

Lead Department/ Division

Healthy Babies Healthy ChildrenService Coordination and Home Visiting

Growing Healthy Two-gether

Public Health Department: Infectious Disease, Dental and Sexual Health Division

Description low income families (in the area) -Eligibility: supports are offered to all families, but those with low-income are targeted -Service coordination is a family-centred process that supports high risk families in accessing services/supports -Home visiting services provided by an integrated team of Family Visitors/ Public Health Nurses/other professionals that coordinate their work to enhance a family’s parenting capacity -Eligibility: family/child must be identified as high risk (determined using screening questions pertaining to such topics as financial difficulties/social supports/stresses) -Five sites across the region offer healthy food, food vouchers, access to nurses and dieticians, referral to appropriate community resources, and information sessions related to pregnancy and early postpartum -Eligibility: women are asked a series of questions, many of which relate to food security, employment and housing

Funding Source1 Region’s Role/ Legislative Requirement with a number Public Health Requirements within the OPHS -Ministry of Children and Youth Services (100%)

-Region delivers program -Program complies with OPHS

-Cost shared: Canada Prenatal Nutrition Program (CPNP) and Region

-Region provides necessary staff to the local programs -There is no legislative requirement for this program

S A E O

√

√

√

√

√

√


Child and Youth Development Programs/ Services Waterloo Region Peer Program

Child Care Subsidy

Home Child Care

Lead Department/ Division Public Health Department: Living, Planning and Evaluation Division

Social Services Department: Children’s Services Division

Description -Based on a peer approach which relies on the recruitment/training of community leaders who share similar life experiences with members of their communities -Trained as peer workers, their role is to facilitate group programs for community members to build their skills/ connections with other community members and connect with some participants on a oneon-one basis -Two streams of programming: peer health workers, who work towards healthy child development, and community nutrition workers, who work to increase food skills -Eligibility: no requirements -Provides financial assistance with the cost of child care to families who are working, attending school, medically unable to care for their child, or need a placement for their child who has special/social needs -Eligibility: based on income, particularly low income families and families in receipt of OW and ODSP -Home child care provided to families receiving subsidized child care in approved homes across the region

Funding Source1 Region’s Role/ Legislative Requirement -Regional funding -In collaboration with (100%) community partners, Region’s role is to provide funding, overall coordination and administration -Complies with OPHS and Child Health Standard

-Program Costs shared by Ministry of Children and Youth Services and Region -Cost shared: Province and Region

-Region is CMSM which includes responsibility to oversee the administration of services -Complies with Day Nurseries Act -Region administers funds and approves the sites

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Wage Enhancement Grant

Community Outreach Program

Funding Source1 Region’s Role/ S A E O Legislative Requirement -Eligibility: families must meet child care -There is no subsidy criteria legislative requirement for this program √ -Region funds and -Cost shared: -Grants increase the salaries of child care delivers this as the Province and providers in some child care sites CMSM Region -Subsidy ensures that child care salaries -This service are above the low income cut-off complies with the -Eligibility: workers must work within Ontario Child Care licensed children’s centres, home child Management care agencies, or child care special needs Guidelines and the resourcing programs Day Nurseries Act, Regulation 262 √ √ √ √ Social Services -Designed to enhance individual and family -Regional funding -Region administers (100%) and provides opportunity to meet basic needs and Department: facilitative leadership Social Planning, support capacity building at the individual, to convening partners neighbourhood, and agency/organizational Policy and level Program -Family Outreach Workers are housed in Administration 25 sites across the region; they offer Division outreach supports and utilize a Basic Needs Fund to offer direct financial support to meet the needs of low income families when existing supports are exhausted (e.g., food, shelter, clothing, etc.) Lead Department/ Division

Description



Waterloo Region Street Gang Prevention Project


Waterloo Region Crime Prevention Council

Description -Motivational Learning Groups, are offered to support individuals with children living in low income to increase their readiness to enhance personal circumstances -Eligibility: families with children aged 018 living with low income -Project aims to decrease gang activity in the region by addressing conditions that give rise to gang involvement and related crimes in our community -Eligibility: there are no restrictions regarding income, but it is suspected that many program participants will come from communities/ neighbourhoods defined as low income

Funding Source1 Region’s Role/ Legislative Requirement

-National Crime Prevention Council (100%)

-Region provides administration and project management -There is no legislative requirement for this program

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Dental Supports Programs/ Services Dental Clinic

Children In Need Of Treatment (CINOT)

Lead Department/ Division Public Health Department: Infectious Disease, Dental and Sexual Health Division

Description -Clinic provides: basic care to eligible children at no cost and limited emergency care for adults for a small fee (or initial appointment/cost recovery for root canal) -Eligibility: geared to low income families without dental coverage (Note: not OW or ODSP recipients) -Provides free urgent dental care to children aged 0-17 from families that do not have dental insurance/cannot afford to pay for dental care -Eligibility: family does not have dental insurance/cannot afford to pay for care (Note: not OW or ODSP recipients)

Funding Source1 Region’s Role/ Legislative Requirement -Regional funding -Region is the (100%) provider of this service -Program complies with OPHS -Cost shared: Province and Region

-Dental hygienists from the Region screen children for eligibility in school settings and clinics -Region administers claims, processes payment to dental offices who provide care -Program implemented by the Province -Program complies with OPHS

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Dental – Strategic Initiatives Strategic Initiatives Low Income Dental Program

Lead Department/ Division Public Health Department: Infectious Disease, Dental and Sexual Health Division

Description -New dental program that will build upon current dental screening/services provided under OPHS and link current investments/expand access to services -Will provide access to additional preventative/early treatment services to low income children up to age 17 -Will link with Children In Need Of Treatment (CINOT) for emergency oral health services -Eligibility: determined using the Low Income Measure (LIM)

Funding Source1 Region’s Role/ Legislative Requirement -Region is the -Ministry of provider of the Health and Long service Term Care -Program is a result (100%) of Ontario’s Poverty Reduction Strategy wherein the government has committed $45 million to dental services for low income families

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Employment Services and Skill Development Programs/ Services Employment Resource Areas

Lead Department/ Division Social Services Department: Employment and Income Support Division

Description

Funding Source1

-Access to information on labour market as -Cost shared: well as internet/phone/photocopier, résumé Province and and job search supports with the help of an Region Employment Resource Assistant -Eligibility: no requirements

Community Placement

-Community Placement: match OW clients to volunteer placements; placements offered throughout the Region -Experience Matters offers skill based training in areas such as, fork lift, office/admin, hospitality, food, and retail -Employment Placement match participants to paid employment in the community -Self-Employment Program assists OW participants with business start up ideas through community agencies -Eligibility: eligible OW/ODSP participants

-Cost shared: Province and Region

Employment Options Groups/

-Internal employment group programming (Employment Options) will end July 31,

-Employment Ontario will be

Region’s Role/ Legislative Requirement -Region directly delivers this service -Complies with OW service expectations that will be maintained as a requirement in 2010 by Employment Ontario -Region directly delivers Community Placement and Experience Matters -Region funds and administers employment placements and self-employment program through purchase of service agreements -Complies with OW service expectations -Region directly delivers a suite of

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Employment Services and Skill Development Programs/ Services Employment Ontario

Counselling Services


Description 2010 and transition to Employment Ontario -Will deliver a suite of programs (i.e., case management, employment programs, employment placement, and employment retention) -Eligibility: program will have as a primary focus people who are ready to start work or who will be employment-ready within one year -LEAP: Learning, Earning and Parenting is designed to assist young parents to complete high school, achieve economic independence, develop sound parenting skills, and foster healthy child development -LEAP is mandatory for parents aged 16 and 17 who are recipients of OW and have not completed high school, and voluntary for parents aged 18-25 in similar circumstances -A range of supports and resources are provided -Social Work Services: offers short term individual counselling, specialized groups, and referral services to OW recipients -This service runs group therapy sessions (e.g., depression and anxiety, “Becoming

Funding Source1

Region’s Role/ Legislative Requirement programs funded largely -There is no through the legislative Ministry of requirement for this Training, program; however, Colleges and program is Universities contracted by the (MTCU), and supplemented by MTCU Regional funding -Region directly -LEAP is cost delivers LEAP shared by -LEAP is mandated Province and through OW Region

-Social Work Services is cost shared by Province and Region

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-Region directly delivers Social Work Services


Employment Services and Skill Development Programs/ Services


Description Me”), informal case conferencing with OW workers, and direct one-to-one servide -Intensive Case Management Program: target groups include longer term OW recipients and employable youth -Employment Resource Workers have direct contact with clients, provide intensive case management and can assist with employment related needs and expenses Eligibility: OW recipients (and other criteria)

Time-limited Funding for Enhanced Employment Services

-Began August 2000 and set to end March 2011 -Funding provided to enhance employment services/supports to vulnerable target populations Eligibility: OW/ODSP recipients who are New Canadians, individuals experiencing mental health and/or addictions issues, youth, women experiencing domestic violence, persons who are 45+, etc.

Purchase of

-Region purchases a range of employment

Funding Source1

-Intensive Case Management Program is cost shared by Province and Region and through Enhanced Employment Services funding -Province (100%)

-Cost shared:

Region’s Role/ Legislative Requirement

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-Region directly delivers Intensive Case Management Program

-Region enters into Purchase of Service agreements with community agencies -There is no legislative requirement for this program; however, the Region is accountable for delivering this program -Region provides

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Employment Services and Skill Development Programs/ Services


Service Programs

supports and resources with community agencies such as General Educational Development certificate, Conestoga Counselling, Focus for Change, Project Read Literacy Awareness, Family Literacy Project, Job Café -Eligibility: exclusively for recipients of OW/ODSP Social Services -In partnership with seven non-profit community counselling agencies Department: -The Region provides funding to ensure Social Planning, Policy that recipients of OW and ODSP have access to therapeutic counselling services and Program Eligibility: exclusively for recipients of Administration OW/ODSP Division

Community Counselling Grants Program

Description

Funding Source1 Province and Region

Region’s Role/ Legislative Requirement funding to community partners -There is no legislative requirement for this program

-Regional funding -Region administers (100%) and provides oversight of the funds and supports program development -There is no legislative requirement for this program

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Employment Services and Skill Development - Strategic Initiatives Strategic Initiatives Ontario Works Caseload Profile

Labour Market Profiles

Lead Department/ Division Social Services Department: Employment and Income Support Division

Description -The Region collects information and reports on OW case load annually -These reports identify demographic changes and summarize trends within OW caseload (e.g., age, gender, family size, employment status, etc) -Data from this document are used to inform program and service planning to meet the needs of present and future OW clients -Reports are a major contributor in the formation of the OW Service Plan -Report that examines changes in labour market in Waterloo Region -Report makes comparisons and identifies trends in Waterloo Region’s workforce (e.g., employed/unemployed, and workers’ education and skills) -Report examines factors currently influencing the local labour market and their implications for OW participants/services -Report is a major contributor to the formation of the Region’s OW Service Plan

Funding Source1 -Cost shared: Province and Region


Region’s Role/ Legislative Requirement -Region compiles this report -There is no legislative requirement for this report

S A E O

-Region contracts the Workforce Planning Board of Waterloo Wellington Dufferin to develop the report -There is no legislative requirement for this report


Employment Services and Skill Development - Strategic Initiatives Strategic Initiatives Ontario Works Service Plan


Description

Funding Source1

-Cost shared: -Annual report describing the current OW Province and program including an analysis of key characteristics of the local labour market and Region a profile of the participants who make up the OW caseload -Describes accomplishments, service priorities, and strategies for a two-year period to best serve OW participants in Waterloo Region -Report is used internally and its primary purpose is for submission to the Ministry of Community and Social Services; OW funding is contingent upon meeting set service delivery targets set out in this report -Following the submission of the Region’s Service Plan, an Addendum is created to update information and identify changes made to the Plan in the second year

Region’s Role/ Legislative Requirement -Region compiles this report -There is no legislative requirement for this report

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Food Security Programs/ Services Neighbourhood Produce Markets

Emergency Food Hampers

Lead Department/ Division Public Health Department: Healthy Living, Planning and Promotion Division

Funding Source1 Region’s Role/ Legislative Requirement -Region as –Region funds -Seasonal markets placed throughout the facilitator/catalyst for limited staff region that provide fresh, local produce for the pilot project supports for this purchase in neighbourhoods with beginning in 2008; in project compromised food access 2010, community -Project is -Eligibility: no requirements, project partners have otherwise targeted to community members in assumed lead role neighbourhoods with limited food access or completely decreasing the role funded by who live on a limited income of the Region community -There is no partners and legislative foundations requirement for this program

Social Services Department: Employment and Income Support Division

-Region allocates funds from Discretionary Benefits to six partner agencies/organizations delivering Emergency Hamper programs to provide emergency food to eligible individuals -Eligibility: OW and ODSP recipients

Description


-Region funds this program through discretionary dollars in collaboration with six partner agencies -There is no legislative requirement for this program

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Food Security Programs/ Services Peer Counselling Grants

Lead Department/ Division Social Services Department: Social Planning, Policy and Program Administration Division

Description -Peer supports are provided to participants in two food assistance programs in the community to address social development needs within this context -Eligibility: assumed that participants accessing food assistance programs are living with low income

Funding Source1 Region’s Role/ Legislative Requirement -Regional funding -Region administers (100%) and provides oversight of the funds

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Food Security – Strategic Initiatives Strategic Initiatives Nutritious Food Basket Costing Protocol

Lead Department/ Division Public Health Department: Healthy Living, Planning and Evaluation Division

Description -Used to estimate the cost of basic healthy eating for individuals and households, based on average prices from local grocery stores for specified quantities of food consumption patterns of Canadians (includes 67 foods, representing the four food groups in Canada’s Food Guide) -Provides ongoing monitoring of food affordability in the region

Funding Source1

Region’s Role/ Legislative Requirement -Regional funding -Region is (100%) responsible for undertaking this annual costing initiative -Initiative complies with OPHS

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Housing and Homelessness Programs/ Services Affordable Housing Strategy (AHS)

Housing Programs: Non-Profit and Co-operative Community Housing

Lead Department/ Division Planning, Housing & Community Services Department: Housing Division

Funding Source1 Region’s Role/ S A E O Legislative Requirement -As CMSM, the -Cost shared: -Endorsed by Regional Council in 2001, √ Region administers Canada-Ontario initial AHS resulted in the creation of over this component of Affordable 1500 new affordable housing units by the the Canada-Ontario Housing end of 2008 Affordable Housing -Focus of AHS is to create 500 new units of Programs, Program Region’s capital sustainable housing by the end of 2013 -Region is required funding and -All units under the new AHS are targeted to follow Provincial development at low to moderate income households guidelines and report charge grants, -Eligibility: low to moderate income with to the province fundraising maximum income limits -Region developed monies by and monitors this proponents who strategy also contribute their own equity and/or mortgage the balance of the capital costs -Cost shared: co- -As CMSM, the -50 Non-Profit and Co-operative √ operative tenants Region administers Community Housing providers offer a mix this component of and Regional of affordable market rent and rent-gearedthe Canada-Ontario funding to-income housing units in the region for Affordable Housing low- to moderate-income households Program -Eligibility: low- to moderate-income -Program complies individuals/families; in rent-geared-towith Social Housing income units, rent is subsidized and is

Description


Housing and Homelessness Programs/ Services Community Housing Access Centre

Affordable Home Ownership Program

New SupplyRental and Supportive


Funding Source1 Region’s Role/ S A E O Legislative Requirement based on the household’s income Reform Act -Regional funding -As CMSM, the -Operates and maintains Region’s √ (100%) Region administers centralized waiting list for Community this component of Housing the Canada-Ontario -Eligibility: individuals/families must be of Affordable Housing low to moderate income Program -Program complies with Social Housing Reform Act -As CMSM, the -Province -Provides low- to moderate-income √ Region administers households with down payment assistance provided the this component of initial funding loans of 5% of the purchase of an eligible the Canada-Ontario (100%); Region home Affordable Housing has created a -Eligibility: various criteria, including a Program revolving loan maximum household income of $69,500 -Region is required fund - as households repay to follow Provincial guidelines and report their loans, to the province money can be leveraged to another household -As CMSM, the -Cost shared: -Provides funding to private and non-profit √ Region administers Canada-Ontario housing providers to help lower the capital this component of cost of building new rental housing, thereby Affordable Description


Housing and Homelessness Programs/ Services


Description

Housing

allowing providers to charge reduced rents -Eligibility: maximum income limits apply to all individuals/families in these units

Tenant Services

-Deals with property management, maintenance, rent-geared-to-income calculations, rent collection, and evictions/eviction prevention -Limited community engagement with four full-time Community Relations Workers -Eligibility: an individual must prove they qualify for rent-geared–to-income along with other eligibility criteria -30 Supportive Housing apartments for frail seniors and older adults with stable mental health conditions

Sunnyside Supportive Housing

Social Services Department: Senior’s

Funding Source1 Region’s Role/ S A E O Legislative Requirement the Canada-Ontario Housing Affordable Housing Programs, Program Region’s capital -Region is required funding and to follow Provincial development guidelines and report charge grants, to the Province fundraising monies by proponents who also contribute their own equity and/or mortgage the balance of the capital costs -Region acts as -Rent from √ housing landlord Tenants (100%) -Complies with the -Capital dollars Residential can come from Tenancies Act and Province the Social Housing Reform Act -Program is funded by the Waterloo

-Region is service provider for this program

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Homemakers and Nurses Services Program

Emergency Social Services

Funding Source1 Region’s Role/ Legislative Requirement -There is no Wellington Local -Currently, 13 apartments are Below Health Integration legislative Average Market Rent and 17 are Rentrequirement for this Network (100%) Geared-to- Income program -Aims to give seniors an alternative to being institutionalized, in addition to being a lower cost than a long-term care home -Eligibility: seniors with low income who meet the requirements of the Affordable Housing Strategy -Region assess -Cost shared: -Provides nursing and housekeeping services in homes of those who are elderly, Ministry of Health eligibility, coordinates and Long Term ill, and convalescing, who would otherwise Care and Region homemaker/ nurses have to leave their home service agencies -Eligibility: persons in low income in need and addresses and whose financial income does not afford problematic them to pay the full fee client/agency issues -Complies with the Homemakers and Nurses Act R.R.O. 1990 -Region administers -Cost shared: Social Services -Social Services Emergency Response and directly delivers Plan (SSERP) outlines plan of action for the Province and Department: this service Region Social Planning, deployment and coordination of services, -Service complies agencies and personnel to provide possible Policy and with The Emergency initial response in the case of an Program

Lead Department/ Division Services

Description

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STEP HomeSupport to End Persistent Homelessness

Lead Department/ Division Administration Division

Description emergency -Services include: Cold Weather Protocol aims to ensure service during extreme cold weather to those experiencing or at-risk of homelessness First Response Protocol applies to any citizen who does not have the ability to self evacuate due to limited resources (e.g., family, friends, home insurance) after an emergency that has displaced them either temporarily or permanently from their home Declared Emergency supports would be provided to all citizens during a declared emergency regardless of their financial income -Eligibility: all citizens benefit from these protocols, those experiencing low-income may have greater difficulty recovering from an emergency -An interrelated set of person-centred programs designed to end and prevent persistent homelessness in Waterloo Region -Eligibility: those experiencing homelessness, and particularly those who

Funding Source1 Region’s Role/ Legislative Requirement Management and Civil Protection Act, R.S.O. 1990 and The Regional Municipality of Waterloo By-law 05053

-Cost shared: by Federal, Provincial and Regional government

S A E O

-Region funds, offers √ research/evaluation support, and facilitates Reference Group -There is no

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Alternative Housing- A Longer Term Housing Stability Program

Street Outreach


Funding Source1 Region’s Role/ Legislative Requirement legislative are at-risk of or experiencing persistent requirement for this homelessness, are living in low income (or program no income situations) -As CMSM, the -Cost shared: -Annual grant agreements between the Region administers Province and Region and a number of Alternative support funding and Region Housing/non-specific supportive housing maintenance of providers that impart some level of on-site Coordinated support to assist tenants to maintain their Housing Access housing Wait List -Eligibility: housing is available through -There is no Region’s Coordinated Housing Access legislative Waiting List; residents include OW and requirement for this ODSP recipients or those with low income program -As CMSM, the -Cost shared: -Region enters into annual grant Region funds and Federal and agreements within Homelessness to administers funding Provincial Housing Stability Strategy with a limited for this program government number of mobile and fixed outreach -There is no programs legislative -Programs exist to connect people to requirement for this health, social, and income support services program that improve their quality of life and ultimately improve their ability to find and maintain housing -Eligibility: based on a person’s experience of homelessness/street Description

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Housing and Homelessness Programs/ Services Rent Bank- A Shorter Term Housing Stability Program

Waterloo Region Energy Assistance Program (WREAP) - A Shorter Term Housing Stability Program

Shorter Term Housing Stability Programs


Description involvement -Annual agreement between the Region and Lutherwood -Focus: to assist tenants with last month’s rent or rental arrears, up to a maximum amount as set by the Ministry in accordance with Average Market Rent -Eligibility: various criteria, including household income below the household income limits as set by the Ministry -Offers energy assistance (financial assistance to pay heating and hydro bills) to prevent housing instability and homelessness in Waterloo Region -Region works in partnership with government, not-for-profit, and for-profit organizations to respond to community needs -Eligibility: clients must have low-income as determined through the Region’s Employment and Income Services Division -Assists people with building skills and gaining resources to help them find and/or maintain housing and tend to be accessed over a shorter period of time -Eligibility: based on a person’s


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-As CMSM, the Region administers funds for this program -There is no legislative requirement for this program

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-As CMSM, the Region funds, administers funding, and delivers this program -There is no legislative requirement for this program

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-Cost shared: Federal, Provincial and Regional government

-As CMSM, Region funds and administers funding -There is no legislative

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Transitional Housing

Emergency Shelters


Funding Source1 Region’s Role/ Legislative Requirement experience of homelessness requirement for this program -As CMSM, the -Cost shared: -Provides a safe, supportive environment Region funds and Province and where residents can address the issues administers funding Region that lead to their loss of housing and/or for a limited number prevented them from maintaining their of these programs housing, and build necessary skills, -There is no resources, and support networks necessary legislative to fully integrate into the community requirement for this -Eligibility: specific criteria for each program Transitional Housing program, but all people experiencing homelessness and those who are at-risk of or experiencing persistent homelessness and are living in low or no income situations -As CMSM, the -Cost shared: -Provides board, lodging, and services to Region funds and Province and meet the personal needs of people administers funding Region experiencing homelessness on a short-There is no term, infrequent basis, not including legislative services provided to residents of interval or requirement for this transition homes for women experiencing service; however, abuse if/when it is offered, -Eligibility: resident must meet the asset eligibility must income criteria identified in the Ontario comply with the Works Act (1997) Ontario Works Act Description

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Housing and Homelessness Programs/ Services Domiciliary Hostel Program - A Longer Term Housing Stability Program


Funding Source1 Region’s Role/ Legislative Requirement (1997) -As CMSM, the -Provides permanent housing for vulnerable -Cost shared: Region funds and Province and adults with a wide range of special service administers funding needs, such as persons with mental illness, Region -There is no physical and/or developmental disabilities, legislative and/or frail elderly requirement to -Eligibility: if resident’s monthly income is provide program below the monthly per diem amount

Description

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Housing and Homelessness – Strategic Initiatives Strategic Initiatives Community Action Plan for Housing

Housing Stability System Capacity Projects/ Initiatives

Lead Description Department/ Division -A long-term strategic initiative to Planning, Housing determine the state of housing in and Community Waterloo Region, to identify and Services characterize housing needs and to Department: provide a community-based strategy to Housing Division address these housing needs -Initiative affects all residents, however, affordability is a key issue surrounding actions of the strategy

Social Services Department: Social Planning, Policy and Program Administration Division

-Projects/initiatives funded or delivered by the Region, including accessible electronic information (Homeless Individual and Family Information System), data coordination (consolidates all requests for data required from agencies who have agreements with Region’s Homelessness to Housing Stability Unit), speaking/education

Funding Source1 Region’s Role/ Legislative Requirement -Region is a lead in -Development and monitoring of addressing the housing needs of this this initiative is community funded the -Complies with The through Region Growth Plan for the (100%) Greater Golden -Action items in Horseshoe strategy the plan may be that requires uppercost-shared by tier municipalities to the Region and develop a housing other sources strategy that sets out a plan to meet the housing needs of residents within the community -Depending on the -Cost shared: Federal, Province project, the Region is leading, and Regional implementing and governement coordinating (initiatives), participating, and funding -There is no legislative

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Housing and Homelessness – Strategic Initiatives Strategic Initiatives


Description engagements, and many more -These initiatives specifically pertain to those experiencing homelessness with particular focus on those who are atrisk/experiencing persistent homelessness and/or living in low income

Homelessness to Housing Stability Strategy

-The Region’s system plan for housing stability; forms part of the Region’s Corporate Strategic Plan for 20072010 -Intended to be used by housing stability services providers, people with lived homelessness experience, the Homelessness and Housing Umbrella Group with its member groups the Region, and other orders of government

Funding Source1 Region’s Role/ Legislative Requirement requirement for these strategic initiatives

-Development and monitoring of this initiative is funded through the Region (100%) -Action items in the plan may be cost-shared by the Region and other sources

S A E O

-Region developed the Strategy with broad community consultation -Region is mandated by the federal government as a Community Entity for the Homelessness Partnering Strategy and by the provincial government as CMSM for homelessness


Income Support Programs/ Services Intake

Income Support: Financial Assistance Income Support: Employment Assistance Activities

Lead Description Department/ Division Social Services -Screens and determines potential Department: eligibility for OW and emergency and Employment and discretionary assistance Income Support -Administers the funding for Waterloo Division Region Energy Assistance Program (WREAP) -Provide 100% assistance in event recipients are not eligible under the Ontario Works Act -Eligibility: determined based on specific criteria (e.g., income, assets, living arrangements, Canadian status); emergency assistance provided to lowincome families and discretionary benefits to recipients of ODSP -Eligibility Assessment evaluates and determines initial and ongoing eligibility for OW -Employment Assistance Activities within the legislation, participation in employment assistance activities is mandatory -Case workers support applicants/participants with stabilization issues (e.g., housing), engage participants in employment

Funding Source1 Region’s Role/ Legislative Requirement -Region directly -Cost shared: delivers this service Province and -Program complies Region with the Ontario Works Act and Regulations


-Region administers and directly delivers this service -Program complies with the Ontario Works Act and Regulations

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Income Support Programs/ Services


Description


S A E O

assistance activities, and support them to financial independence -Eligibility: all OW participants Family Support Unit

-Assists OW participants seeking support for dependent children and spouses


-Region administers and directly delivers this service -Program complies with the Ontario Works Act and Regulations and the Family Law Act

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Transportation Programs/ Services Transit for Reduced Income Program (TRIP)

Lead Description Department/ Division -Discounted adult bus pass program Social Services sponsored by the Region of Waterloo Department: -Eligibility: Employed/unemployed Employment and patrons with an income below the Low Income Support Income Cut-off Division

Funding Source1 Region’s Role/ Legislative Requirement -Region funds -Regional program and Grand funding and River Transit, two Provincial Gas community agencies Tax revenue and Employment and Income Support jointly deliver it -TRIP committee functions in an ongoing advisory capacity (e.g., discussion of budget allocations, marketing, promotions) -There is no legislative requirement for this program

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Transportation Programs/ Services Discounted Bus Tickets


Description -Social service agencies are able to purchase Grand River Transit adult tickets at a reduced rate for participants of their program/service -Participants may apply at local agencies for the reduced tickets -Eligibility: agencies eligible to receive these tickets work with people on a limited income, including social assistance recipients

Funding Source1 Region’s Role/ Legislative Requirement -Regional - Region funds funding (100%) program and Grand River Transit and Employment and Income Support jointly deliver it -There is no legislative requirement for this program

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Transportation – Strategic Initiatives Strategic Initiatives Affordable Transportation Options for People with Low Incomes

Lead Description Department/ Division -Aims to increase affordable Social Services transportation options for people with Department: low incomes; identified by Council in Employment and its Strategic Focus 2007-2010 Income Support -In collaboration with the Transit for Division Reduced Income Program’s (TRIP) coordinating group, Region is investigating options to make transportation more affordable for those with low income

Funding Source1 -Regional funding (100%)

Region’s Role/ Legislative Requirement -Regional staff work with TRIP committee -Have contracted the services of Civics Research cooperative

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Research and Resources Programs/ Services Low Income Profiles

The Community Social Data Strategy

Lead Description Department/ Division -Series of fact sheets describing the Public Health proportion of the population in the Department: Waterloo Region considered to have Epidemiology and low income (e.g., trends of sub-groups Health Analytics such as children, over specific time Team (Medical intervals - 1996, 2001, 2006) Office) -Low income status is based on Statistic Canada’s Low Income Cutoffs (LICO) Social Services Department: Social Planning, Policy and Program Administration Division

-A non-governmental, not-for-profit organization that is part of The Canadian Council on Social Development -Mission is to develop/promote progressive social policies mainly in the form of information -Region is one of the municipal consortiums on the project -Eligibility: no requirement; however, the Community Social Data Package includes (among other information) the Urban Poverty Profile data which the Region uses to create Low-

Funding Source1 -Profiles are made possible through Region’s participation in the Community Social Data Strategy consortium -Regional funding (100%) -Regional funding (100%)

Region’s Role/ Legislative Requirement -Region analyzes the data and compiles profiles -Profiles are not specifically legislated by Public Health, however it does meet OPHS requirements #3 and #5 of the Foundational Standard

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Research and Resources Programs/ Services Federation of Canadian Municipalities (Quality of Life Reporting SystemQOLRS)


Description Income Profiles -Measures, monitors, and reports on social, economic, and environmental trends in Canada’s largest cities/communities -QOLRS consists of 24 communities in seven provinces; QOLRS reports correspond to the municipal boundaries of member communities -Eligibility: no requirement; data is collected using 100+ Quality of Life Indicators, many of which pertain to poverty

Funding Source1

-Regional funding (100%)

Region’s Role/ Legislative Requirement

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Research and Resources Programs/ Services One Time Grants for Research and Projects


Description -In 2007 budget process, Regional Council approved the consolidation of a number of smaller one time grant programs into a single fund to be administered by staff in Social Services -Recipients must submit a business proposal or completed program application form -Eligibility: includes (but is not excluded to) research/projects that address social issues (e.g., poverty) and capacity building for organizations/agencies/ neighbourhood associations/ collectives

Funding Source1 -Regional funding (100%)

Region’s Role/ Legislative Requirement -Region administers and provides oversight of the funds -There is no legislative requirement for this service

S A E O


9. Contacts For additional information on Building Resilient Communities: Understanding the Role of Regional Government in Poverty Reduction please contact: Heather Froome Administrator, Social Development Programs Social Planning, Policy and Program Administration 99 Regina Street South, 5th Floor Waterloo, ON N2J 4G6 Phone: 519-883-2377 Fax: 519-883-2234 TTY: 519-883-2428 Email: [email protected] Brandie Steeves Social Planning Associate Social Planning, Policy and Program Administration 99 Regina Street South, 5th Floor Waterloo, ON N2J 4G6 Phone: 519- 575-4757 x 5412 Fax: 519-883-2234 TTY: 519-883-2428 Email: [email protected] Lynn Randall Director, Social Planning, Policy & Program Administration 99 Regina Street South, 5th Floor Waterloo, ON N2J 4G6 Phone: 519-883-2190 Fax: 519-883-2234 TTY: 519-883-2428 Email: [email protected] Or visit us on the web at: www.region.waterloo.on.ca/ Additional formats of this document are available upon request. Docs# 807349


Page 57 of 57


Page 58 of 57

Report: SS-10-032

REGION OF WATERLOO COMMUNITY SERVICES COMMITTEE Employment & Income Support TO:


DATE:

June 22, 2010

SUBJECT:

FUNERAL RATES IN WATERLOO REGION

FILE CODE: S09-80

RECOMMENDATION: THAT the Region of Waterloo approve an increase in its funeral rates to $2,700.00 effective January 1, 2010 ; AND THAT Council direct staff to continue to work with the local Funeral Directors as outlined in Report SS-10-032, dated June 22, 2010. SUMMARY: NIL REPORT: 1.0 Background During the 2010 Budget process representatives from the Funeral Directors of Waterloo Region requested an increase in the maximum rate this Region approves for the funeral costs for Ontario Works recipients and persons with low income. Council considered a number of options and approved the 2009 Provincial median plus a 2% cost adjustment for 2010 for a rate of $2,550.00. Funeral Service Traditional Funeral Memorial Service Cremation

Request $5,545.00 $3,695.00 $2,400.00

2010 Approved $2,550.00 $2,550.00 $2,550.00

It was understood by staff that the Funeral Directors would want to set a level of service commensurate with Council’s approval if the requested rate increase was not accepted. Staff were asked to report back to Community Services Committee on the status of the funeral program and options for program delivery no later than June 30, 2010. 2.0 Comparable Municipalities Staff have surveyed other municipalities as to the rates approved for 2010. A total of 34 municipalities (out of 47) provided responses. They range from $5,344.00 to $1,950.00. The median is $2,700.00. Of those municipalities with which the Region typically compares itself, the DOCS#812298

Page 1 of 3

June 22, 2010

Report: SS-10-032

following rates for 2010 funeral services have been approved: Region Hamilton Halton Ottawa York London Peel Waterloo Niagara Durham

2010 Rate $2,289.00 $2,365.00 $2,370.00 $2,390.00 $2,455.00 $2,500.00 $2,550.00 $2,700.00 $3,587.00

% Increase 1% 2% 0% 16% 0% 0% 6% 0% 72%

Staff are aware that a number of municipalities are being approached to increase their rates. The Province has recommended a maximum rate of $2,250.00 for funeral costs. Municipalities have the discretion of approving a rate greater than that amount and if eligible the cost would be shared by the Province. A rate of $5,545.00 would be the highest in the Province. 3.0 Discussions with Funeral Directors Staff met with representatives of the Funeral Directors at the conclusion of the 2010 Budget process and since then have talked with them on several occasions. It is the understanding of staff that the Funeral Directors continue to provide services at the 2010 rates without any impact on service. It is their stated wish not to reduce service. The representatives have indicated that they wish to present again to Council (Community Services Committee June 22, 2010) before taking the step to reduce their level of service to the community in response to the rate approved by Council. They wish to see the rate increased further in 2010 with a commitment to achieve their requested level of payment incrementally by 2013. Staff are recommending the median rate for 2010 of $2,700.00. Staff can continue to work with the Directors and any further increase would be considered in the 2011 Budget process. CORPORATE STRATEGIC PLAN: The provision of funerals to persons with low income addresses Focus Area Three: Healthy and Safe Communities; Strategic Objective One: (to) improve health by reducing or preventing the environmental and social conditions or behaviours that lead to poor health and/or disparity. FINANCIAL IMPLICATIONS: The Region of Waterloo administers two funeral programs, one that is cost-shared with the Province of Ontario and one entirely funded by the Region. To the end of May, the Region of Waterloo has funded a total of 35 cost-shared funerals at a cost after reimbursements of $57,450.75. Seventeen funerals have been funded entirely by the Region at a cost of $14,027.00 after reimbursements. Area municipal costs for cremation and/or burial costs are in addition to these costs. Based on prior year’s experience, an increase to $2,700 (+12.5% over the 2009 rate), as of January 1, 2010 would result in a projected total increase of $22,115 ($11,093 net after subsidy on cost shared funerals) over the 2010 Operating Budget. This includes the impact of the HST implementation on July 1, 2010. If approved, this would be included in the 2011 Base Budget. Document #: 812294

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June 22, 2010

Report: SS-10-032

The actual cost of the increased rate will be based on the actual numbers of funerals funded by the Region. OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: This report has been reviewed by Finance. ATTACHMENTS Nil PREPARED BY: David Dirks, Director, Employment & Income Support APPROVED BY: Michael Schuster, Commissioner, Social Services

Document #: 812294

Page 3 of 3

REGION OF WATERLOO

Report: SS-10-028

SOCIAL SERVICES Social Planning, Policy and Program Administration TO:


DATE:

June 22, 2010

SUBJECT:

REQUEST FOR AGREEMENT UNDER DOMICILIARY HOSTEL PROGRAM

FILE CODE: S13-80

RECOMMENDATION: THAT the Regional Municipality of Waterloo enter into an Agreement under the Domiciliary Hostel Program with Peter Kaljas and Maggie Kaljas operating as KALJAS HOMES, located at 271 and 275 Frederick Street, Kitchener, Ontario, for a maximum of up to seventeen beds, at a per diem rate of up to $47.75, effective June 1, 2010 as outlined in Report SS-10-028, dated June 22, 2010. SUMMARY: NIL REPORT: 1.0 Background Under the Ministry of Community and Social Services Act, municipalities are able to enter into Agreement(s) under the Province’s Domiciliary Hostel Program with local operators to provide permanent accommodation with 24/7 supervision and some supports to daily living for those with physical, cognitive, mental health, and/or substance use issues. Under the Regulations of the Ontario Works Act, 1997, persons who live in such homes and who qualify for assistance may have a per diem paid on their behalf by the Region. Funding provided by the Province under the Domiciliary Hostel Program is capped and cost shared on an 80/20 basis. The maximum per diem is set by the Province at $47.75 (as of April 1, 2009). The Region currently has Agreements under the Domiciliary Hostel Program with 16 operators with a capacity for 320 beds. Rest/retirement and supervised boarding homes offering accommodation and support to eligible tenants through the Domiciliary Hostel Program are an essential part of the housing continuum providing much needed supportive housing to those people who are often vulnerable to homelessness. Tenants currently involved in the program include frail seniors and people with a variety of disabilities including but not limited to mental health, cognitive, physical and/or substance use issues. 2.0 Kaljas Homes Kaljas Homes has been providing room and boarding services to people with mental health conditions and/or experiencing persistent homelessness for the past 55 years. Anna Kaljas initially purchased the properties because she saw a need in the community to provide a supportive living environment for vulnerable adults who would be homeless without the service. In 1983, Anna Kaljas received the Order of Canada recognizing work at Kaljas Homes and outstanding service in the local community. In 1985, Anna Kaljas was no longer able to operate the facilities and Maggie Kaljas took on primary responsibility for operating Kaljas Homes. Maggie Kaljas has now been operating Kaljas Homes with no paid staffing and minimal volunteer support for the past 25 years. Kaljas Homes presently has a working relationship with Waterloo Regional Homes to provide DOCS#800479

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June 22, 2010

Report: SS-10-028

approximately ten hours of on-site support for residents with mental health issues. An application from Maggie Kaljas for a Domiciliary Hostel Agreement was received by the Region in September 2009. The application was considered after monitoring the home for compliance with the Domiciliary Hostel Standards (the Standards) (SS-09-065). The application was reviewed by Social Services Domiciliary Hostel Application Review Committee, which includes representatives from Social Services, Finance, and Planning, Housing and Community Services. The application was found to meet the basic requirements for a Domiciliary Hostel Agreement including satisfactory health and fire inspections, insurance coverage, interview, references, qualifications, and responses to application questions. Based on existing information, staff recommends entering into an Agreement under the Domiciliary Hostel Program with Peter Kaljas and Maggie Kaljas operating as Kaljas Homes, currently located at 271 and 275 Frederick Street, Kitchener Ontario, for a maximum of up to seventeen beds. In accordance with the recent report regarding the Domiciliary Hostel Program (SS-09-064) new Domiciliary Hostel Agreements will seek to focus on serving frail seniors and/or people experiencing persistent homelessness. The applicant has identified that she will continue to operate the home as a residence providing support to individuals with mental health condition and/or experiencing persistent homelessness. CORPORATE STRATEGIC PLAN: Entering into a Domiciliary Hostel Agreement for domiciliary hostel services addresses the Region of Waterloo Strategic Plan Focus Area 4: Human Services: to “promote quality of life and create opportunities for residents to develop to their full potential”; and specifically, Strategic Objective 4.2 to “enhance services to people experiencing or at-risk of homelessness”. FINANCIAL IMPLICATIONS: The new Domiciliary Hostel Agreement and per diem rates will be funded from within the approved 2010 Budget for Domiciliary Hostels (capacity exists due to the transition of Revera from the Program). The maximum per diem set by the Province is $47.75 and is cost shared on an 80/20 basis with the Region. The maximum number of subsidized tenants at this facility is seventeen. Actual costs will be dependent on the number of subsidized tenants and their income levels. OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: Planning, Housing, and Community Services and Finance participated on the Social Services Domiciliary Hostel Application Review Committee and Legal Services have been consulted in the preparation of this report. ATTACHMENTS Nil PREPARED BY:

Amber Robertson, Social Planning Associate Marie Morrison, Manager, Social Planning

APPROVED BY:

Michael Schuster, Commissioner of Social Services

800479

Page 2 of 2

REGION OF WATERLOO

Report: SS-10-030

SOCIAL SERVICES Seniors’ Services TO:


DATE:

June 22, 2010

SUBJECT:

LONG-TERM CARE SERVICE ACCOUNTABILITY AGREEMENT FOR SUNNYSIDE HOME

FILE CODE: S07-80

RECOMMENDATION: THAT the Regional Municipality of Waterloo enter into a Long-Term Care Service Accountability Agreement with the Waterloo Wellington Local Health Integration Network for a term of three years, subject to terms and conditions acceptable to the Commissioner of Social Services and to the Regional Solicitor, and that the Commissioner of Social Services be authorized to execute such Agreement pursuant to Report SS-10-030 dated June 22, 2010. SUMMARY: As part of the Ministry of Health and Long-Term Care’s health care transformation agenda, the Regional Municipality is required to sign a Long-Term Care Service Accountability Agreement (L-SAA)with the Waterloo Wellington Local Health Integration Network (WWLHIN) to be in place by July 1, 2010 for a 3 year term 2010 to 2013. Continued funding of Sunnyside Home services will be contingent on completing this signed Agreement with the WWLHIN. In addition to outlining all terms and conditions that are common to all Health Service Providers funded through the LHIN, the Agreement confirms the number of beds and services provided by the Home, clarifies funding arrangements, identifies reporting requirements, outlines performance indicators to be measured and achieved by the Home during the course of the Agreement, commits the Home to participating in the Long-Term Care Homes Ontario Healthcare Reporting Standards/Management Information Systems (LTCH OHRS/MIS) project and commits the Home to other LHIN-specific performance obligations. REPORT: 1.0 Background The new Long-Term Care Homes Act, 2007 takes force and effect July 1st, 2010. This includes a statutory requirement under the Local Health System Integration Act, 2006 to have a signed service accountability agreement with each Health Service Provider (HSP) that the LHIN funds. Funding of approved Health Service Providers will be contingent on completing a signed agreement with the Waterloo Wellington Local Health Integration Network (WWLHIN). The new Service Accountability Agreements are part of the Ministry of Health’s health care transformation agenda and are intended to focus on performance and accountability, system and deliverables, integration and consistency. This Agreement encompasses a three (3) year term and, although it can be amended during the term with the agreement of the parties, it is unlikely that the template will be amended during this DOCS#809589

Page 1 of 27

June 22, 2010

Report: SS-10-030

period. However, the terms allow a Local Health Integration Network, in conjunction with a Health Service Provider to amend the variable schedules to adapt to changing circumstances, increase funding, adjust performance targets or reflect changes in government policy for example. Consistent with the other LHIN template Agreements, the terms of this L-SAA will be common to all of Ontario’s 650 LTC homes operated by the for-profit sector, municipal governments and not-forprofit organizations. In addition, the agreements in Municipal Homes recognize that Municipalities are a separate level of government. The L-SAA template Agreement for LTC homes was developed on behalf of all LHINs by a steering committee co-chaired by Ministry of Health and Long-Term Care and LHIN staff, in consultation with organizations representing service providers. The L-SAA consultation process began in the fall of 2009 and has continued through to May 2010. The sector organizations who participated in the L-SAA consultations included the Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS), the Ontario Long Term Care Association (OLTCA), the Ontario Hospital Association (OHA), the Association of Municipalities of Ontario (AMO) and the City of Toronto. Following an in depth review of the legislation and ongoing discussions with the Ministry of Health and Long Term Care, OANHSS, who advocates on behalf of the not for profit sector homes has advised that most of the issues raised have now been resolved. The main item remaining is that the Ministry has not yet announced the funding details for the current year which would enable organizations to enter into an agreement knowing the financial situation at least for the first year of a three-year agreement. The Ministry has now announced that the funding will be made public by the end of June. The most recent consultation with the Ministry by the advocate groups has identified that the Agreement relates to the funding the LHIN provides, acknowledging that the not-for-profit sector often contributes additional funding to operations and the Agreement now respects the division of labour between the LHIN and the Ministry of Health and Long-term Care. 2.0 Content of the Agreement The L-SAA consists of two major parts -l terms and conditions that are common to all HSPs and terms and conditions that are variable, which are set out in the Schedules to the Agreement. The LSAA treats all HSPs in the LTC sector in the same manner and attempts to streamline and clarify obligations attached to receipt of public funding. The provisions relating to performance management focus on achieving goals. The L-SAA enables the LHIN and its HSPs to be accountable to the public for the expenditure of public funds. The Schedules to the Agreement confirm the number of beds and services provided by the Home, clarify funding arrangements, identify reporting requirements, outline performance indicators to be measured and achieved by the Home during the course of the Agreement, and commit the Home to participating in the Long-Term Care Homes Ontario Healthcare Reporting Standards/Management Information Systems (LTCH OHRS/MIS) project as well as to other LHIN-specific performance obligations. For the initial year of the Agreement, the performance indicator to be measured is that the Home is “in compliance” under the Performance Improvement and Compliance Branch of the Ministry. Additional performance indicators may be negotiated for the subsequent two years of the Agreement. A list of Policies, Guidelines, Directives, Standards and Tools of the Ministry applicable to the HSP of the Ministry are identified in Schedule F which will be applicable to the Region once the L-SAA is signed. A compendium of all of the policies will be reviewed and maintained by Region staff at the DOCS 802254

Page 2 of 27

June 22, 2010

Report: SS-10-030

Home for reference. CORPORATE STRATEGIC PLAN: Participating in this Long-Term Care Service Accountability Agreement is consistent with the Region’s Corporate Strategic Plan Focus Area 4: to work with the LHIN in improving health services in Waterloo Region, and Focus Area 6: to ensure programs and services are citizen/customer focused in order to meet the needs and expectations of the community and to ensure all programs and services are responsive, efficient, effective and accountable to the public. FINANCIAL IMPLICATIONS: The L-SAA will be the agreement between the WWLHIN and the Region for the operation and funding of Sunnyside Home. The Region's 2010 Budget includes $11.7 in provincial funding which will flow from the Ministry of Health and Long-Term Care through the WWLHIN to the Region for the operation of Sunnyside Home. The Agreement will require the Region to implement the Ontario Healthcare Reporting Standards for the quarterly reporting of financial and statistical data by 2012. This requirement, along with other changes to policies named in the Agreement, may have a financial impact in the future. OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: Staff in Legal Services and Finance have been consulted in the writing of this Report.

ATTACHMENTS Appendix A: Long Term Care Home Service Accountability Agreement

PREPARED BY: Helen Eby, Acting Director, Seniors’ Services APPROVED BY: Michael Schuster, Commissioner, Social Services

DOCS 802254

Page 3 of 27

June 22, 2010

Report: SS-10-030

Attachment A LONG-TERM CARE HOME SERVICE ACCOUNTABILITY AGREEMENT For the Period: July 1, 2010 – March 31, 2013

Index to Agreement

ARTICLE TOPIC 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Definitions & Interpretation Term & Nature of the Agreement Provision of Services Funding Adjustment of Funding Planning & Integration Performance Improvement Process Reporting, Accounting and Review Acknowledgement of LHIN Support Representations, Warranties and Covenants Limitation of Liability, Indemnity & Insurance Termination Notice Interpretation Additional Provisions Entire Agreement

PAGE 2 4 5 6 8 9 10 11 14 14 16 18 20 20 21 23

Schedules A B C D E F G

Description of Home and Services Additional Terms and Conditions by Bed-type Terms and Conditions Applicable to the Funding Reporting Requirements Performance Applicable Policies, Guidelines, Directives, Standards and Tools Project Agreement Template

DOCS 802254

Page 4 of 27

June 22, 2010

Report: SS-10-030

THIS SERVICE ACCOUNTABILITY AGREEMENT effective as of July 1, 2010 B E T W E E N: WATERLOO WELLINGTON LOCAL HEALTH INTEGRATION NETWORK (the “LHIN”) AND The Regional Municipality of Waterloo (the “HSP”) IN RESPECT OF: Sunnyside Home located at 247 Franklin Street North, Kitchener, Ontario, N2A 1Y5 (the “Home”)

Background:

Ontarians believe in public accountability and transparency to demonstrate that the health system is governed and managed in a way that reflects the public interest and that promotes continuous quality improvement and efficient delivery of high quality health services to all Ontarians. To this end, the government of the Province of Ontario, through the enactment of the Local Health System Integration Act (“LHSIA”) made local health integration networks accountable to the Minister for the performance of local health systems and their health services, including access to services and the utilization, co-ordination, integration and cost-effectiveness of services.

The HSP owns and operates the Home pursuant to the authority of a licence or an approval issued under the Long-Term Care Homes Act, 2007 (the “Act”). The HSP is also a municipality and a separate level of government that may contribute its own funds towards the operation of the Home.]

The LHIN is the local health integration network responsible for the planning, funding and integration of health care services in the area in which the Home is located. Recognizing the important role played by the HSP in the provision of health services within the LHIN, and the LHIN’s dependence on the HSP’s continuing performance to enable the LHIN to meet its accountabilities to the Minister, the LHIN wishes to provide funding to the HSP to enable it to operate the Home. By law, the LHIN is required to enter into a service accountability agreement that enables it to meet its obligations under LHSIA, with all health service providers that it proposes to fund. This Agreement is a service accountability agreement. It sets out the terms on which the LHIN will provide funding to the HSP and the performance obligations of the HSP in return for that funding. It promotes continuous quality improvement and the efficient delivery of high quality health services to all Ontarians and it reflects Ontario’s quality transformation agenda currently underway in the long term care home service sector.

DOCS 802254

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June 22, 2010

Report: SS-10-030 ARTICLE 1- DEFINITIONS & INTERPRETATION

1.1

Definitions. In the Agreement the following terms will have the following meanings: “Act” means the Long-Term Care Homes Act, 2007 and the regulations made under the Long Term Care Homes Act, 2007 as it and they may be amended from time to time; “Accountability Agreement” refers to the agreement in place between the Minister and the LHIN pursuant to the terms of s. 18 of LHSIA; “Agreement” means this service accountability agreement and includes the Schedules and any instrument amending this agreement or the Schedules; “Annual Balanced Budget” has the meaning set out in s. 4.2(b); “Applicable Law” means all federal, provincial or municipal laws, order, regulations, common law, licence terms or by-laws and includes terms or conditions of a licence or approval issued under the Act, that are applicable to the HSP, the Services, this Agreement and the Parties’ obligations under this Agreement during the term of this Agreement; “Applicable Policy” means any orders, rules, policies, directives or standards of practice issued by the MOHLTC or other ministries or agencies of the province of Ontario that are applicable to the HSP, the Services , this Agreement and the Parties’ obligations under this Agreement during the term of this Agreement. Without limiting the generality of the foregoing, Applicable Policy includes the Design Manual and the Long Term Care Funding and Financial Management Policies and other documents identified in Schedule F. “Approved Funding” has the meaning ascribed to it in Schedule C; “Beds” means the long term care home beds that are licensed or approved under the Act and identified in Schedule A, as the same may be amended from time to time; “CFMA” means the Commitment to the Future of Medicare Act, 2004, and the regulations made under the Commitment to the Future of Medicare Act, 2004, as it and they may be amended from time to time; “Construction Funding Subsidy” has the meaning ascribed to it in Schedule C; “Days” means calendar days; “Design Manual” means the MOHLTC design manual in effect and applicable to the development, upgrade, retrofit or redevelopment of the Home or Beds subject to this Agreement; “Director” has the same meaning as the term “Director” in the Act; “Effective Date” means July 1, 2010; “Funding” means the funding provided by the LHIN to the HSP in each Funding Year of

DOCS 802254

Page 6 of 27

June 22, 2010

Report: SS-10-030

this Agreement. Funding includes Approved Funding, Construction Funding Subsidy and Project Funding; “Funding Year” means in the case of the first Funding Year, the period commencing on the January 1 prior to the Effective Date and ending on the following December 31, and in the case of Funding Years subsequent to the first Funding Year, the period commencing on the date that is January 1 following the end of the previous Funding Year and ending on the following December 31; “Home” means the building where the Beds are located and for greater certainty, includes the Beds and the common areas and common elements which will be used at least in part, for the Beds, but excludes any other part of the building which will not be used for the Beds being operated pursuant to this Agreement; “Interest Income” has the meaning set out in 4.2(c); “LAPS” means the HSP’s Long-Term Care Home Accountability Planning Submission; “Licence” means one or more the licences granted under Part VII of the Act or one or more the approvals granted under Part VIII of the Act that is held by the HSP; “LHSIA” means the Local Health System Integration Act, 2006 and the regulations under the Local Health System Integration Act, 2006 as it and they may be amended from time to time; “Minister” means the Minister of Health and Long-Term Care; “MOHLTC” means the Minister or the Ministry of Health and Long-Term Care, as is appropriate in the context; “Party” means either of the LHIN or the HSP and “Parties” mean both of the LHIN and the HSP; “Project Agreement” means an agreement in the form of Schedule G that incorporates the terms of this Agreement; “Project Funding” is a Funded Service and has the meaning ascribed to it in Schedule G; “Reports” means the reports described in Schedule D. as well as any other reports or information required to be provided under this Agreement; “Resident” has the meaning ascribed to the term “resident” under the Act; “Schedule” means any one of, and “Schedules” mean any two or more, as the context requires, of the schedules incorporated into this Agreement and includes: A. B. C. D. E. F. DOCS 802254

Description of Home and Services Additional Terms and Conditions by Bed-type Additional Terms and Conditions Applicable to the Funding Model Reporting Requirements Performance Applicable Policies Page 7 of 27

June 22, 2010 G.

1.2

Report: SS-10-030 Project Agreement Template; and

“Services” means the operation of the Beds and the Home and the accommodation, care, programs, goods and other services that are provided to residents (i) to meet the requirements of the Act; (ii) to obtain Approved Funding or Project Funding; and (iii) to fulfill all commitments made to obtain a Construction Funding Subsidy. Interpretation. Words in the singular include the plural and vice-versa. Words in one gender include both genders. The headings do not form part of the Agreement. They are for convenience of reference only and will not affect the interpretation of the Agreement. Terms used in the Schedules shall have the meanings set out in this service accountability agreement unless separately and specifically defined in a Schedule in which case the definition in the Schedule shall govern for the purposes of that Schedule.

ARTICLE 2 - TERM AND NATURE OF THE AGREEMENT 2.1

Term. The term of the Agreement will commence on the Effective Date and will expire on the earlier of (i) March 31, 2013 or (ii) the expiration or termination of all Licences, unless this Agreement is terminated earlier or extended pursuant to its terms.

2.2

A Service Accountability Agreement. This Agreement is a service accountability agreement for the purposes of subsection 20(1) of LHSIA and Part III of the CFMA.

2.3

Notice. Notice was given to the HSP that the LHIN intended to enter into this Agreement. The HSP hereby acknowledges receipt of such Notice in accordance with the terms of the CFMA.

2.4

Prior Agreements. The parties acknowledge and agree that all prior agreements for the Services are terminated. ARTICLE 3 - PROVISION OF SERVICES

3.1

Provision of Services. (a)

The HSP will provide the Services in accordance with: (i) this Agreement; (ii) Applicable Law; and (iii) Applicable Policy.

(b) Unless otherwise provided in this Agreement, the HSP will not reduce, stop, start, expand, cease to provide or transfer the provision of the Services except with Notice to the LHIN and if required by Applicable law, the prior written consent of the LHIN. (c) The HSP will not restrict or refuse the provision of Services to an individual, directly or indirectly, based on the geographic area in which the person resides in Ontario. 3.2

Subcontracting for the Provision of Services.

DOCS 802254

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(a) The Parties acknowledge that, subject to the provisions of the Act, or LHSIA, the HSP may subcontract the provision of some or all of the Services. For the purpose of this Agreement, actions taken or not taken by the subcontractor and Services provided by the subcontractor will be deemed actions taken or not taken by the HSP and Services provided by the HSP. (b) When entering into a subcontract the HSP agrees that the terms of the subcontract will enable the HSP to meet its obligations under this Agreement. Without limiting the foregoing, the HSP will include a provision that permits the LHIN or its authorized representatives, to audit the subcontractor in respect of the subcontract if the LHIN or its authorized representatives determines that such an audit would be necessary to confirm that the HSP has complied with the terms of this Agreement. (c) Nothing contained in this Agreement or a subcontract will create a contractual relationship between any subcontractor or its directors, officers, employees, agents, partners, affiliates or volunteers and the LHIN. 3.3

E-health/Information Technology Compliance. The HSP agrees to comply with any technical standard related to architecture, technology, privacy and security set for health service providers by the MOHLTC, e-Health Ontario or the LHIN within the timeframes set by the MOHLTC or the LHIN as the case may be.

3.4

Applicable Policies, Either the LHIN or the MOHLTC will give the HSP Notice of any amendments to the manuals, guidelines or policies identified in Schedule F. Amendments will be effective on the first Day of April following the receipt of the Notice or on such other date as may be advised by the LHIN or MOHLTC as the case may be. By signing a copy of this Agreement the HSP acknowledges that it has a copy of the manuals, guidelines or policies identified in Schedule F. ARTICLE 4 - FUNDING

4.1

Funding. Subject to the terms of this Agreement, and in accordance with the applicable provisions of the Accountability Agreement, the LHIN will provide the Funding by depositing the Funding in monthly instalments over the Term, into an account designated by the HSP provided that the account resides at a Canadian financial institution and is in the name of the HSP.

4.2

Conditions of Funding (a)

DOCS 802254

The HSP will: (i)

use the Funding only for the purpose of providing the Services in accordance with the terms of this Agreement;

(ii)

use the Construction Funding Subsidy in accordance with the applicable Construction Funding Subsidy policy;

(iii)

meet all obligations in the Schedules;

(iv)

fulfill all other obligations under this Agreement; and Page 9 of 27

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(iv)

maintain an Annual Balanced Budget.

(b) “Annual Balanced Budget” means that, in each calendar year of the term of this Agreement, the total expenses of the HSP in respect of the Services are less than or equal to the total revenue of the HSP in respect of the Services. (c) Interest earned on the Funding (“Interest Income”) will be reported to the LHIN and is subject to a year-end reconciliation. The LHIN may deduct the amount equal to the Interest Income from any further funding instalments under this or any other agreement with the HSP; or the LHIN may require the HSP to pay an amount equal to the unused Interest Income to the Ministry of Finance. 4.3

Limitation on Payment of Funding. Despite section 4.1, the LHIN: (i)

will not provide any funds to the HSP until the Agreement is fully executed;

(ii)

may pro-rate the Funding if the Agreement is signed after the Effective Date;

(iii)

will not provide any funds to the HSP until the HSP meets the insurance requirements described in section 11.5;

(iv)

will not be required to continue to provide funds (a) (b)

(iv)

if the Minister or the Director so directs under the terms of the Act; or while the Home is under the control of an Interim Manager pursuant to s. 157 of the Act; and

may adjust the amount of funds it provides to the HSP in any Funding Year pursuant to Article 5.

4.4

Additional Funding. Unless the LHIN has agreed to do so in writing, the LHIN is not required to provide additional funds to the HSP for providing services other than the Services or for exceeding the requirements of Schedule E.

4.5

Additional Terms and Conditions. The LHIN may add such further terms or conditions on the use of the Funding as are required for the LHIN to meet its obligations under the Accountability Agreement, Applicable Law or Applicable Policy as the same may be amended during the Term.

4.6

Appropriation. Funding under this Agreement is conditional upon an appropriation of moneys by the Legislature of Ontario to the MOHLTC and funding of the LHIN by the MOHLTC pursuant to LHSIA. If the LHIN does not receive its anticipated funding the LHIN will not be obligated to make the payments required by this Agreement.

4.7

Procurement of Goods and Services. Unless otherwise required or prescribed in Applicable Law or Applicable Policy, the HSP will have a procurement policy in place that requires the acquisition of supplies, equipment or services through a competitive process that ensures the best value for funds expended. If the HSP acquires supplies, equipment or services with the Funding it will do so through a process that is consistent with this policy.

DOCS 802254

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June 22, 2010 4.8

Report: SS-10-030

Disposition. The HSP will not sell, lease or otherwise dispose of any assets purchased with Funding, except as may be required by Applicable Law or otherwise in accordance with Applicable Policy. ARTICLE 5 – ADJUSTMENT OF FUNDING

5.1

Adjustment of Funding. (a)

The LHIN may adjust the Funding in any of the following circumstances: (i)

in the event of changes to Applicable Law or Applicable Policy that affect Funding;

(ii)

on a change to the Services;

(iii)

if required by either the Director or the Minister under the Act;

(iv)

in the event that a breach of the Agreement is not remedied to the satisfaction of the LHIN; and

(v)

as otherwise permitted by this Agreement.

(b) Approved Funding and Project Funding already expended properly in accordance with this Agreement will not be subject to adjustment. The LHIN will, at its sole discretion, and without liability or penalty, determine whether the Funding has been expended properly in accordance with this Agreement. (c) In determining the amount of a funding adjustment under 5.1 (a) (iv) or (v), LHIN shall take into account the following principles: (i) (ii) (iii) (iv)

resident care must not be compromised through a funding adjustment arising from a breach of this Agreement; the HSP should not gain from a breach of this Agreement; if the breach reduces the value of the Services, the funding adjustment should be at least equal to the reduction in value; and the funding adjustment should be sufficient to encourage subsequent compliance with the Agreement;

and such other principles as may be articulated in Applicable Law or Applicable Policy from time to time. 5.2

Provision for the Recovery of Funding. The HSP will make reasonable and prudent provision for the recovery by the LHIN of any Funding for which the conditions of Funding set out in subsection 4.2(a) are not met and will hold this Funding in an interest bearing account until such time as reconciliation and settlement has occurred with the LHIN.

5.3

Settlement and Recovery of Funding for Prior Years. (a) The HSP acknowledges that settlement and recovery of Funding can occur up to seven years after the provision of Funding.

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(b) Recognizing the transition of responsibilities from the MOHLTC to the LHIN, the HSP agrees that if the Parties are directed in writing to do so by the MOHLTC, the LHIN will settle and recover on behalf of the MOHLTC, and the HSP will enable the recovery of funding provided to the HSP by the MOHLTC from 2000 – 2007. All such settlements and recoveries will be subject to the terms applicable to the original provision of funding. 5.4

Debt Due. (a) If the LHIN requires the re-payment by the HSP of any Funding the amount required will be deemed to be a debt owing to the LHIN by the HSP. The LHIN may adjust future funding instalments to recover the amounts owed or may, at its discretion, direct the HSP to pay the amount owing to the LHIN and the HSP shall comply immediately with any such direction. (b) All amounts repayable to the LHIN will be paid by cheque payable to the “Ontario Minister of Finance” and delivered to the LHIN at the address provided in section 13.1.

5.5

Interest Rate. The LHIN may charge the HSP interest on any amount owing by the HSP at the then current interest rate charged by the Province of Ontario on accounts receivable.

ARTICLE 6.0 – PLANNING & INTEGRATION 6.1

Planning for Future Years. (a) Advance Notice. The LHIN will give at least sixty Days Notice to the HSP of the date by which a LAPS, approved by the HSP’s governing body, must be submitted to the LHIN. (b) Multi-Year Planning. The LAPS will be in a form acceptable to the LHIN and will incorporate (i) prudent multi-year financial forecasts; (ii) plans for the achievement of performance targets; and (iii) realistic risk management strategies. It will be aligned with the LHIN’s Integrated Health Service Plan and will reflect local LHIN priorities and initiatives. If the LHIN has provided multi-year planning targets for the HSP, the LAPS will reflect the planning targets. (c) Multi-year Planning Targets. The Parties acknowledge that the HSP is not eligible to receive multi-year planning targets under the terms of Schedule C in effect as of the Effective Date. In the event that Schedule C is amended over the Term and the LHIN is able to provide the HSP with multi-year planning targets, the HSP acknowledges that these targets are: (A) targets only, (B) provided solely for the purposes of planning, (C) are subject to confirmation and (D) may be changed at the discretion of the LHIN. The HSP will proactively manage the risks associated with multi-year planning and the potential changes to the planning targets. The LHIN agrees that it will communicate any material changes to the planning targets as soon as reasonably possible. (d) Service Accountability Agreements. Subject to advice from the Director about the HSP’s history of compliance under the Act and provided that the HSP has fulfilled its obligations under this Agreement, the parties expect that they will enter into a

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new service accountability agreement at the end of the Term. The LHIN will give the HSP at least six months Notice if the LHIN does not intend to enter into negotiations for a subsequent service accountability agreement because the HSP has not fulfilled its obligations under this Agreement. The HSP acknowledges that if the LHIN and the HSP enter into negotiations for a subsequent service accountability agreement, subsequent funding may be interrupted if the next service accountability agreement is not executed on or before the expiration date of this Agreement. 6.2

Community Engagement & Integration Activities (a) Community Engagement. The HSP will engage the community of diverse persons and entities in the area where it provides health services when setting priorities for the delivery of health services and when developing plans for submission to the LHIN including but not limited to the HSP’s LAPS and integration proposals. (b) Integration. The HSP will, separately and in conjunction with the LHIN and other health service providers, identify opportunities to integrate the services available to the local health system to provide appropriate, co-coordinated, effective and efficient services. (c) Reporting. The HSP will report on its community engagement and integration activities as requested by the LHIN.

6.3

Planning and Integration Activity Pre-proposals (a) General: A pre-proposal process has been developed to (i) reduce the costs incurred by an HSP when proposing operational or service changes; (ii) facilitate the HSP in carrying out its statutory obligations; and (iii) enable an effective and efficient response by the LHIN. Subject to specific direction from the LHIN, this pre-proposal process will be used in the following instances: (i)

the HSP is considering an integration, or an integration of services, as defined in LHSIA between the HSP and another person or entity;

(ii)

the HSP is proposing to reduce, stop, start, expand or transfer the location of services;

(iii)

to identify opportunities to integrate the services of the local health system, other than those identified in (i) or (ii) above; or

(iv)

if requested by the LHIN.

(b) LHIN Evaluation of the Pre-proposal: Use of a pre proposal process is not formal Notice of a proposed integration under s. 27 of LHSIA. LHIN consent to develop the project concept outlined in a pre-proposal does not constitute approval to proceed with the project. Nor does LHIN consent presume the issuance of a favourable decision, should such a decision be required by section 25 or 27 of LHSIA. Following the LHIN’s review and evaluation, the HSP may be invited to submit a detailed proposal and a business plan for further analysis. Guidelines for the development of a detailed proposal and business case will be provided by the LHIN. 6.4

Proposing Integration Activities in the Planning Submission. No integration activity described in subsection 6.3 may be proposed in a LAPS unless the LHIN has

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consented, in writing, to its inclusion pursuant to the process set out in 6.3. 6.5

Definitions. In this section 6.0 the terms “integrate”, “integration” and “services” have the same meanings attributed to them in subsection 2(1) and section 23 respectively of LHSIA. ARTICLE 7.0 – PERFORMANCE IMPROVEMENT PROCESS

7.1

Performance. The Parties will strive to achieve on-going performance improvement. They will address performance improvement in a proactive, collaborative and responsive manner.

7.2

Performance Factors. (a) A “Performance Factor” is any matter that could, or will, significantly affect a Party’s ability to fulfil its obligations under this Agreement; (b) Each Party will notify the other Party of the existence of a Performance Factor, as soon as reasonably possible after the Party becomes aware of the Performance Factor. The Notice will:

(i)

describe the Performance Factor and its actual or anticipated impact;

(ii)

include a description of any action the Party is undertaking, or plans to undertake, to remedy or mitigate the Performance Factor;

(iii)

indicate whether the Party is requesting a meeting to discuss the Performance Factor; and

(iv)

address any other issue or matter the Party wishes to raise with the other Party.

(c) The recipient Party will provide a written acknowledgment of receipt of the Notice within seven Days of the date on which the Notice was received (“Date of the Notice”).

7.3

(d) Where a meeting has been requested under 7.2(b) the Parties agree to meet and discuss the Performance Factors within fourteen Days of the Date of the Notice, in accordance with the provisions of subsection 7.3. Performance Meetings (a)

During a meeting on performance, the Parties will: (i) (ii) (iii)

7.4

discuss the causes of a Performance Factor; discuss the impact of a Performance Factor on the local health system and the risk resulting from non-performance; and determine the steps to be taken to remedy or mitigate the impact of the Performance Factor (the “Performance Improvement Process”).

The Performance Improvement Process. The Performance Improvement Process will

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focus on the risks of non-performance and problem-solving. It may include one or more of: (i) a requirement that the HSP develop and implement an improvement plan acceptable to the LHIN; (ii) a revision and amendment of the HSP’s obligations; and or (iii) an in-year, or year end, adjustment to the Funding; among other possible means of responding to the Performance Factor or improving performance. ARTICLE 8 - REPORTING, ACCOUNTING AND REVIEW 8.1 Reporting (a) Generally. The LHIN’s ability to enable its local health system to provide appropriate, co-ordinated, effective and efficient health services as contemplated by LHSIA, is heavily dependent on the timely collection and analysis of accurate information. The HSP acknowledges that the timely provision of accurate information related to the HSP is under the HSP’s control. (b)

(c)

Specific Obligations. The HSP (i)

will provide to the LHIN, or to such other entity on behalf of the LHIN as the LHIN may direct, in the form and within the time specified by the LHIN, the plans, reports, financial statements and other information, other than personal health information as defined in subsection 31 (5) of the CFMA, that (i) the LHIN requires for the purposes of exercising its powers and duties under this Agreement, LHSIA or for the purposes that are prescribed under LHSIA, or (ii) may be requested under the CFMA;

(ii)

if OHRS/MIS compliant will comply with the reporting standards and requirements in Chapter 9 of the Ontario Health Reporting Standards

(iii)

will fulfil the specific reporting requirements set out in Schedule D;

(iv)

will ensure that all information is complete, accurate, provided in a timely manner and in a form satisfactory to the LHIN; and

(v)

agrees that all information submitted to the LHIN by or on behalf of the HSP, will be deemed to have been authorized by the HSP for submission.

RAI/MDS. The HSP will (i)

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conduct quarterly assessments of Residents, and all other assessments of Residents required under the Act, using a standardized Resident Assessment Instrument - Minimum Data Set (RAI-MDS) 2.0 tool in accordance with the RAI-MDS Practice Requirements included in Schedule F and will submit RAI-MDS 2.0 assessment data to the Canadian Institute for Health Information in an electronic format at least quarterly in accordance with the submission guidelines set out by CIHI; and Page 15 of 27

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have systems in place to regularly monitor and evaluate the RAI-MDS data quality and accuracy.

(d) French Language Services. If the HSP is required to provide services to the public in French under the provisions of the French Language Services Act, the HSP will be required to submit a French language implementation report to the LHIN. If the HSP is not required to provide services to the public in French under the provisions of the French Language Service Act, it will be required to provide a report to the LHIN that outlines how the HSP addresses the needs of its local Francophone community. (e) Financial Reductions. Notwithstanding any other provision of this Agreement, and at the discretion of the LHIN, the HSP may be subject to a financial reduction in any of the following circumstances: (i) (ii) (iii) (iv)

its LAPS is received after the due date; its LAPS is incomplete; the quarterly performance reports are not provided when due; or financial and/or clinical data requirements are late, incomplete or inaccurate,

where the errors or delay were not as a result of LHIN actions or inaction. If assessed, the financial reduction will be taken from funding designated for this purpose in Schedule C as follows:

8.2

(v)

if received within 7 days after the due date, incomplete or inaccurate, the financial penalty will be the greater of (i) a reduction of 0.02 percent (0.02%) of the Funding; or (ii) two hundred and fifty dollars ($250.00); and

(vi)

for every full or partial week of non-compliance thereafter, the rate will be one half of the initial reduction.

Audits and other Reviews. (a) During the term of this Agreement and for seven (7) years after the term of this Agreement, the HSP agrees that the LHIN or its authorized representatives may conduct a financial or operational audit or other form of review of the HSP to confirm the HSP’s fulfillment of its obligations under this Agreement, and for these purposes the LHIN or its authorized representatives may: (i)

inspect and copy any financial records, invoices and other financiallyrelated documents,other than personal health information as defined in subsection 31 (5) of the CFMA, in the possession or under the control of the HSP which relate to the Funding or otherwise to the Services; and

(ii)

inspect and copy non-financial records,other than personal health information as defined in subsection 31(5) of the CFMA,in the possession or under the control of the HSP which relate to the Funding, the Services or otherwise to the performance of the HSP under this Agreement.

upon no less than twenty-four hours Notice to the HSP and during normal business hours, enter the HSP’s premises to review the HSP’s fulfillment of any one or more of its obligations under this Agreement. DOCS 802254

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(b) The cost of any financial or operational audit or review required or conducted by the LHIN will be borne by the HSP if the audit or review (i) was made necessary because the HSP did not comply with a requirement under LHSIA or this Agreement; or (ii) determines that the HSP has not fulfilled it obligations under this Agreement, or the Act. (c) HSP’s obligations under this paragraph will survive any termination or expiration of the Agreement. 8.3

8.4

Document Retention and Record Maintenance. The HSP agrees (i)

that it will retain all records (as that term is defined in the Freedom of Information and the Protection of Privacy Act) related to the HSP’s performance of its obligations under this Agreement for seven (7) years after the termination or expiration of the term of the Agreement. The HSP’s obligations under this paragraph will survive any termination or expiry of the Agreement;

(ii)

all financial records, invoices and other financially-related documents relating to the Funding or otherwise to the Services will be kept in a manner consistent with generally accepted accounting principles; and

(iii)

all non-financial documents and records relating to the Funding or otherwise to the Services will be kept in a manner consistent with all Applicable Law.

Disclosure of Information. (a) The Parties will treat Confidential Information as confidential and will not disclose Confidential Information except with the consent of the disclosing Party or as permitted or required under the Freedom of Information and Protection of Privacy Act, the Municipal Freedom of Information and Protection of Privacy Act, the Personal Health Information Protection Act as applicable, court order, subpoena or as permitted or required under other Applicable Law. Notwithstanding the foregoing, the LHIN may disclose information that it collects under this Agreement in accordance with LHSIA and the CFMA. (b) For the purposes of this Article, “Confidential Information” means information that is (i) marked or otherwise identified as confidential by the disclosing Party at the time the information is provided to the receiving Party; and (ii) eligible for exclusion from disclosure at a public board meeting in accordance with section 9 of LHSIA. Confidential Information does not include information that (a) was known to the receiving Party prior to receiving the information from the disclosing Party; (b) has become publicly known through no wrongful act of the receiving Party; or (c) is required to be disclosed by law, provided that the receiving Party provides Notice in a timely manner of such requirement to the disclosing Party, consults with the disclosing Party on the proposed form and nature of the disclosure, and ensures that any disclosure is made in strict accordance with Applicable Law;

8.5.

Transparency. The HSP will post a copy of this Agreement in a conspicuous and easily accessible public place at the Home and on its public website, if the HSP operates a public website.

8.6

Auditor General. For greater certainty the LHIN’s rights under this article are in addition to any rights provided to the Auditor General under the Auditor General Act (Ontario).

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ARTICLE 9 - ACKNOWLEDGEMENT OF LHIN SUPPORT 9.1

Publication. For the purposes of this Article 9, the term “publication” means any material on or concerning the Services that the HSP makes available to the public, regardless of whether the material is available electronically or in hard copy. Examples include a web-site, an advertisement, a brochure, promotional documents and a report. Materials that are prepared by the HSP in order to fulfil its reporting obligations under this Agreement are not included in the term “publication”.

9.2

Acknowledgment of Funding Support. The HSP agrees all publications will include (i)

an acknowledgment of the Funding provided by the LHIN and the Government of Ontario. Prior to including an acknowledgement in any publication, the HSP will obtain the LHIN’s approval of the form of acknowledgement. The LHIN may, at its discretion, decide that an acknowledgement is not necessary; and

(ii)

a statement indicating that the views expressed in the publication are the views of the HSP and do not necessarily reflect those of the LHIN or the Government of Ontario.

ARTICLE 10 – REPRESENTATIONS, WARRANTIES AND COVENANTS 10.1

10.2

General. The HSP represents, warrants and covenants that: (i)

it is, and will continue for the term of the Agreement to be, a validly existing legal entity with full power to fulfill its obligations under the Agreement;

(ii)

it has the experience and expertise necessary to carry out the Services;

(iii)

it holds all permits, licences, consents intellectual property rights and authorities necessary to perform its obligations under this Agreement;

(iv)

all information that the HSP provided to the LHIN in its LAPS or otherwise in support of its application for funding was true and complete at the time the HSP provided it, and will, subject to the provision of Notice otherwise, continue to be true and complete for the term of the Agreement;

(v)

it has not and will not for the term of this Agreement, enter into a non-arm’s transaction that is prohibited by the Act; and

(vi)

it does, and will continue for the term of the Agreement to, operate in compliance with all Applicable Law and Applicable Policy.

Execution of Agreement. The HSP represents and warrants that: (i)

it has the full power and authority to enter into the Agreement; and

(ii)

it has taken all necessary actions to authorize the execution of the

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10.3

10.4

10.5

Governance. The HSP represents warrants and covenants that it has established, and will maintain for the period during which the Agreement is in effect, policies and procedures: (i)

for effective and appropriate decision-making;

(ii)

for effective and prudent risk-management, including the identification and management of actual and perceived conflicts of interest;

(iii)

for the prudent and effective management of the Funding;

(iv)

to monitor and ensure the accurate and timely fulfillment of the HSP’s obligations under this Agreement and compliance with the Act and LHSIA;

(v)

to enable the preparation, approval and delivery of all Reports required pursuant to Article 8; and

(vi)

to address complaints about the provision of Services, the management or governance of the HSP.

Services. The HSP represents warrants and covenants that the Services are and will continue to be provided: (i)

by persons with the expertise, professional qualifications, licensing and skills necessary to complete their respective tasks; and

(ii)

in compliance with Applicable Law and Applicable Policy.

Supporting Documentation. Upon request, the HSP will provide the LHIN with proof of the matters referred to in this Article. ARTICLE 11 - LIMITATION OF LIABILITY, INDEMNITY & INSURANCE

11.1

Definition. In this Article, (i) “controlling shareholder” of a corporation means a shareholder who or which holds (or another person who or which holds for the benefit of such shareholder), other than by way of security only, voting securities of such corporation carrying more than 50% of the votes for the election of directors, provided that the votes carried by such securities are sufficient, if exercised, to elect a majority of the board of directors of such corporation. (ii) “HSP’s Personnel” means the controlling shareholders (if any), directors, officers, employees, agents and other representatives of the HSP. In addition to the foregoing HSP’s Personnel shall include the contractors and subcontractors and their respective shareholders, directors, officers, employees, agents or other representatives. Where the HSP has entered into an agreement with another person to manage or operate the Home or any part of the Home, on behalf of the HSP, “HSP’s Personnel” also includes that person, and any directors, officers, employees, agents or other

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representatives of that Person who are involved with the management or operation of the Home; and (iii) “Indemnified Parties” means one or more of the LHIN and its officers, employees, directors, independent contractors, subcontractors, agents, successors and assigns and her Majesty the Queen in Right of Ontario and her Ministers, appointees and employees, independent contractors, subcontractors, agents and assigns. Indemnified Parties also includes any person participating in an audit, inspection or review conducted under either Article 7 or Article 8 by or on behalf of the LHIN. 11.2

Limitation of Liability. The Indemnified Parties will not be liable to the HSP or any of the HSP’s Personnel for costs, losses, claims, liabilities and damages howsoever caused (including any incidental, indirect, special or consequential damages, injury or any loss of use or profit of the HSP) arising out of or in any way related to the Services or otherwise in connection with the Agreement, unless caused by the gross negligence or wilful act of the Indemnified Party.

11.3

Ibid. For greater certainty and without limiting subsection 11.2, the LHIN is not liable for how the HSP and the HSP’s Personnel carry out the Services and is therefore not responsible to the HSP for such Services. Moreover the LHIN is not contracting with or employing people from the HSP to carry out the terms of this Agreement. As such, it is not liable for contracting with, employing or terminating a contract or the employment of any HSP personnel required to carry out this Agreement, nor for the withholding, collection or payment of any taxes, premiums, contributions or any other remittances due to government for the HSP’s Personnel required by the HSP to carry out this Agreement.

11.4

Indemnification. The HSP hereby agrees to indemnify and hold harmless the Indemnified Parties from and against any and all liability, loss, costs, damages and expenses (including legal, expert and consultant costs), causes of action, actions, claims, demands, lawsuits or other proceedings, (collectively “Claims”), by whomever made, sustained, brought or prosecuted, including for third party bodily injury (including death), personal injury and property damage, in any way based upon, occasioned by or attributable to anything done or omitted to be done by the HSP or the HSP’s Personnel in the course of the performance of the HSP’s obligations under, or otherwise in connection with, the Agreement. The HSP further agrees to indemnify and hold harmless the Indemnified Parties for any incidental, indirect, special or consequential damages, or any loss of use, revenue or profit, by any person, entity or organization, including without limitation the LHIN, claimed or resulting from such Claims.

11.5

Insurance. (a) Generally. The HSP shall protect itself from and against all claims that might arise from anything done or omitted to be done by the HSP and the HSP’s Personnel under this Agreement and more specifically all claims that might arise from anything done or omitted to be done under this Agreement where bodily injury (including personal injury), death or property damage, including loss of use of property is caused. (b) Required Insurance. The HSP will put into effect and maintain, with insurers acceptable to the LHIN, for the period during which the Agreement is in effect, at its own expense insurance that is appropriate for a provider of the Services. The insurance will include at least the following:

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June 22, 2010 1.

Report: SS-10-030 Commercial General Liability Insurance, to an inclusive limit of not less than five million dollars per occurrence for each occurrence of a claim of bodily injury (including personal injury), death or property damage, including loss of use of property that may arise directly or indirectly from the acts or omissions of the HSP. The policy will include the following clauses:

(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix)

The Indemnified Parties as additional insureds; Contractual Liability; Cross Liability; Independent Contractors; Products and Completed Operations Liability; A valid WSIB Clearance Certificate, or Employers Liability and Voluntary Compensation, which ever applies; Tenants Legal Liability; (for premises/building leases only); Non-Owned automobile coverage with blanket contractual and physical damage coverage for hired automobiles; and, A thirty day written notice of cancellation, termination or material change;

2.

Property insurance on property of every description, providing coverage to a limit of not less than the full replacement cost, including earthquake and flood. Such insurance shall be written to include replacement cost value and shall not include a co-insurance clause. All reasonable deductibles and/or self-insured retentions are the responsibility of the HSP.

3.

Boiler and machinery insurance (including pressure objects, machinery objects and service supply objects) on a comprehensive basis. Such insurance shall be written to include repair and replacement value and shall not include a coinsurance clause. All reasonable deductibles and/or self insured retentions are the responsibility of the HSP.

4.

Comprehensive Crime insurance, Disappearance, Destruction and Dishonest coverage.

5.

Professional Liability Insurance, to an inclusive limit of not less than five million dollars per occurrence for each claim of negligence resulting in bodily injury, death or property damage, arising directly or indirectly from the professional services rendered by HSP, its officers, agents or employees.

6.

Administrators Errors & Omission Liability Insurance, to an inclusive limit of not less than 2 million dollars per claim, with an annual aggregate of not less than 4 million dollars, responding to claims of wrongful acts of the HSP directors, board members, employees and volunteers in the discharge of their duties on behalf of the HSP.

(c) Certificates of Insurance. The HSP will provide the LHIN with proof of the insurance required by the Agreement in the form of a valid certificate of insurance that references the Agreement and confirms the required coverage, on or before the commencement of the Agreement, and renewal replacements on or before the expiry of any such insurance. ARTICLE 12 - TERMINATION OF AGREEMENT DOCS 802254

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Termination by the LHIN. (a) Immediate Termination. The LHIN may terminate the Agreement immediately upon giving Notice to the HSP if: (i)

the HSP is unable to provide or has discontinued the Services in whole or in part or the HSP ceases to carry on business;

(ii)

the HSP makes an assignment, proposal, compromise, or arrangement for the benefit of creditors, or is petitioned into bankruptcy, or files for the appointment of a receiver;

(iii)

the LHIN is directed, pursuant to the Act, to terminate this Agreement by the Minister or the Director;

(iv)

the Home has been closed in accordance with the Act; or

(v)

as provided for in section 4.6, the LHIN does not receive the necessary funding from the MOHLTC.

Termination in the Event of Financial Difficulties. If the HSP makes an assignment, proposal, compromise, or arrangement for the benefit of creditors, or is petitioned into bankruptcy, or files for the appointment of a receiver the LHIN will consult with the Director before determining whether the Agreement will be terminated. If the LHIN terminates this Agreement because a person has exercised a security interest as contemplated by section 107 of the Act, the LHIN would expect to enter into a service accountability agreement with the person exercising the security interest or the receiver or other agent acting on behalf of that person where the person has obtained the Director's approval under s. 110 of the Act and has met all other relevant requirements of Applicable Law.

(b):

(c) Opportunity to Remedy Material Breach. If an HSP breaches any material provision of the Agreement, including, but not limited to, the reporting requirements in Article 8 and the representations and warranties in Article 10 and the breach has not been satisfactorily resolved under Article 7, the LHIN will give the HSP Notice of the particulars of the breach and of the period of time within which the HSP is required to remedy the breach. The Notice will advise the HSP that the LHIN will terminate the Agreement: (i)

at the end of the Notice period provided for in the Notice if the HSP fails to remedy the breach within the time specified in the Notice; or

(ii)

prior to the end of the Notice period provided for in the Notice if it becomes apparent to the LHIN that the HSP cannot completely remedy the breach within that time or such further period of time as the LHIN considers reasonable, or the HSP is not proceeding to remedy the breach in a way that is satisfactory to the LHIN; and

the LHIN may then terminate the Agreement in accordance with the Notice. 12.2

Termination by the HSP. The HSP may terminate the Agreement at any time, for any reason, upon giving the LHIN six months Notice.

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Consequences of Termination. (a)

If the Agreement is terminated pursuant to this Article, the LHIN may: (i) cancel all further Funding instalments; (ii) demand the repayment of any Funding remaining in the possession or under the control of the HSP; (iii) determine the HSP’s reasonable costs to wind down the Services; and (iv) permit the HSP to offset the costs determined pursuant to subsection (iii), against the amount owing pursuant to subsection (ii).

(b) Despite (a), if the cost determined pursuant to section 12.3(a) (iii) exceeds the Funding remaining in the possession or under the control of the HSP the LHIN is not required to provide additional monies to the HSP to wind down the Services . 12.4

Effective Date. The effective date of any termination under this Article will be the last Day of the Notice period, the last Day of any subsequent Notice period or immediately, which ever applies.

12.5

Corrective Action. Despite its right to terminate the Agreement pursuant to this Article, the LHIN may choose not to terminate the Agreement and may take what ever corrective action it considers necessary and appropriate, including suspending Funding for such period as the LHIN determines, to ensure the successful completion of the Services in accordance with the terms of the Agreement. ARTICLE 13 – NOTICE

13.1

13.2

Notice. Any Notices required to be provided to a Party, whether under this Agreement, LHSIA or the CMFA (a “Notice”) will be in writing; delivered personally or by pre-paid courier, or sent by facsimile; and, addressed to the other Party as provided below or as either Party will later designate to the other in writing: To the LHIN:

To the HSP:

Waterloo Wellington Local Health Integration Network 55 Wyndham St. N., Suite 212 Guelph, ON N1H 7T8

The Regional Municipality of Waterloo 247 Franklin St. N. Kitchener, ON N2A 1Y5

Attention: CEO

Attention: Director, Seniors’ Services

Fax: 519-822-5807 Telephone: 519-822-6208

Fax: 519-893-4450 Telephone: 519-893-8494 ext. 6310

Notices Effective From. A Notice will be effective at the time the delivery is made if the Notice is delivered personally, by pre-paid courier or by facsimile. ARTICLE 14- INTERPRETATION

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14.1

Interpretation. In the event of a conflict or inconsistency in any provision of this Agreement, the main body of this Agreement will prevail over the Schedules and the Schedules will prevail over the terms of Applicable Policy.

14.2

Jurisdiction. Where this Agreement requires compliance with the Act, the Director will determine compliance and advise the LHIN. Where the Act requires compliance with this Agreement, the LHIN will determine compliance and advise the Director.

14.3

Determinations by the Director. All determinations required by the Director under this Agreement are subject to an HSP’s rights of review and appeal under the Act.

14.4

The Act. (a)

The Parties acknowledge and agree that (i) (ii) (iii)

(iv)

this Agreement has been negotiated prior to the implementation of the Act; this Agreement should be consistent with the Act; While the LHIN has striven for consistency with the Act; the implementation of the Act may cause the Parties to identify provisions of this Agreement which are or appear to be inconsistent with the Act; and this Agreement will be amended as required to ensure that the Agreement is consistent with the Act.

(b) The Parties agree that in the event that there are provisions of the Agreement that are, or appear to be inconsistent with the Act, these provisions will be interpreted and amended, in a manner that preserves the rights of both the LHIN and the Director and enables both the LHIN and the Director to fulfil their statutory responsibilities. 14.5

Ibid. For greater clarity, nothing in this Agreement supplants or otherwise excuses the HSP from the fulfillment of any requirements of the Act. The HSP’s obligations in respect of LHSIA and this Agreement are separate and distinct from the HSP’s obligations under the Act. ARTICLE 15 – ADDITIONAL PROVISIONS

15.1

Currency. All payment to be made by the LHIN or the HSP under this Agreement shall be made in the lawful currency of Canada.

15.2

Invalidity or Unenforceability of Any Provision. The invalidity or unenforceability of any provision of the Agreement will not affect the validity or enforceability of any other provision of the Agreement and any invalid or unenforceable provision will be deemed to be severed.

15.3

Terms and Conditions on Any Consent. Any consent or approval that the LHIN may grant under this Agreement is subject to such terms and conditions as the LHIN may reasonably require.

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15.4

Waiver. A Party may only rely on a waiver of the Party’s failure to comply with any term of the Agreement if the other Party has provided a written and signed Notice of waiver. Any waiver must refer to a specific failure to comply and will not have the effect of waiving any subsequent failures to comply.

15.5

Parties Independent. The Parties are and will at all times remain independent of each other and are not and will not represent themselves to be the agent, joint venturer, partner or employee of the other. No representations will be made or acts taken by either Party which could establish or imply any apparent relationship of agency, joint venture, partnership or employment and neither Party will be bound in any manner whatsoever by any agreements, warranties or representations made by the other Party to any other person or entity, nor with respect to any other action of the other Party.

15.6

LHIN is an Agent of the Crown. The Parties acknowledge that the LHIN is an agent of the Crown and may only act as an agent of the Crown in accordance with the provisions of LHSIA. Notwithstanding anything else in this Agreement, any express or implied reference to the LHIN providing an indemnity or any other form of indebtedness or contingent liability that would directly or indirectly increase the indebtedness or contingent liabilities of the LHIN or Government of Ontario, whether at the time of execution of the Agreement or at any time during the term of the Agreement, will be void and of no legal effect.

15.7.

Express Rights and Remedies Not Limited. The express rights and remedies of the LHIN are in addition to and will not limit any other rights and remedies available to the LHIN at law or in equity. For further certainty, the LHIN has not waived any provision of any applicable statute, including the Act, LHSIA and the CFMA, nor the right to exercise its right under these statutes at any time.

15.8

No Assignment. The HSP will not assign the Agreement or the Funding or any part thereof, directly or indirectly, without the prior written consent of the LHIN which consent shall not be unreasonably withheld. No assignment or subcontract shall relieve the HSP from its obligations under this Agreement or impose any liability upon the LHIN to any assignee or subcontractor. The LHIN may assign this Agreement or any of its rights and obligations under this Agreement to any one or more of the LHINs or to the MOHLTC.

15.9

Governing Law. The Agreement and the rights, obligations and relations of the Parties hereto will be governed by and construed in accordance with the laws of the Province of Ontario and the federal laws of Canada applicable therein. Any litigation or arbitration arising in connection with the Agreement will be conducted in Ontario unless the Parties agree in writing otherwise.

15.10 Survival. The provisions in Articles 1.0, 4.1, 4.2, 4.7, 4.8, 5.2, 5.3, 5.4, 5.5, 7.4, 8.0, 10.5, 11.0, 13.0, 14.0 and 15.0 will continue in full force and effect for a period of seven years from the date of expiry or termination of the Agreement. 15.11 Further Assurances. The Parties agree to do or cause to be done all acts or things necessary to implement and carry into effect the Agreement to its full extent. 15.12 Amendment of Agreement. The Agreement may only be amended by a written agreement duly executed by the Parties. 15.13 Counterparts. The Agreement may be executed in any number of counterparts, each of DOCS 802254

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which will be deemed an original, but all of which together will constitute one and the same instrument.

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Report: SS-10-030 ARTICLE 16 - ENTIRE AGREEMENT

16.1

Entire Agreement. The Agreement together with the appended Schedules constitutes the entire Agreement between the Parties with respect to the subject matter contained in the Agreement and supersedes all prior oral or written representations and agreements.

The Parties have executed the Agreement on the dates set out below. WATERLOO WELLINGTON LOCAL HEALTH INTEGRATION NETWORK By:

Kathy Durst, Chair

Date

And by:

Sandra J. Hanmer, CEO

Date

The Regional Municipality of Waterloo

By:

[Name], [Title/Position] I have authority to bind the HSP

Date

And by:

[Name], [Title/Position] I have authority to bind the HSP

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REGION OF WATERLOO

Report: SS-10-034

SOCIAL SERVICES Children’s Services TO:


DATE:

June 22, 2010

SUBJECT:

SUBMISSION OF CHILDREN’S SERVICES SERVICE PLAN AND CHILD CARE STABILIZATION STRATEGY

FILE CODE: S15-01

RECOMMENDATION: THAT the Regional Municipality of Waterloo endorse the submission of the 2010 Children’s Services Service plan to the Ministry of Children and Youth Services and the Ministry of Education as outlined in report SS-10-034; AND THAT the Regional Municipality of Waterloo approve the 2010 Child Care Stabilization Strategy for allocation of $242,300 as determined by the Commissioner of Social Services and subject to final approval by the Ministry of Education as outlined in report SS-10-034, dated June 22, 2010. AND FURTHER THAT the 2010 Operating Budget for Children's Services be increased by $242,300 gross and $0 net as outlined in report SS-10-034, dated June 22, 2010. SUMMARY: In April 2010, the Province announced funding for stabilization of the licensed early learning and child care sector to mitigate the impact of full day kindergarten schools. In addition, the Province requested an annual service plan be submitted by June 30th. This report provides an overview of the 2010 Children’s Services Plan and a plan of action for allocation of the Provincial stabilization funding for the licensed Early Learning and Child Care community. The 2010 Service Plan provides an overview of the current picture of licensed early learning and child care in Waterloo Region and summarizes a plan of action to move forward with a multi year system plan approach. The new Provincial direction for early learning and child care will have a significant impact on Children’s Services and the role of the Consolidated Municipal Service Manager to support and guide the full implementation by 2015-16. The implementation of full day early learning programs for four and five year olds will continue to impact child care programs as it is phased in over the next five years. A multi-year system plan will be developed over the next year and will be coordinated with roll out targets for Early Learning Programs. In addition, this system plan will assist our community in preparing for other components of the early learning framework and policy direction for Ontario.

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REPORT: 1.0

Background

In October 2009, the Province announced that Ontario will proceed with implementation of new Early Learning Policy Framework. The Early Learning Policy Framework draws from the recommendations in the report With Our Best Future in Mind: Implementing Early Learning in Ontario, SS-09-056. The plan recommends the restructuring of the delivery of services for children from 0-12 years of age. The four key areas of focus are: • Full Day Early Learning Programs for 4 & 5 year olds • Before, after and summer programs for 6 to 12 year olds • Quality programs delivered through Child and Family Centres • Enhanced parental leave by 2020 The Early Learning Policy Framework lists four key responsibilities for CMSM’s; • Local service planning for a child and family system for children from birth to age twelve • Consolidated planning, management, funding and regulation of Child & Family Centres • Integrated early learning and child care for children from birth to age 3.8 years • Continued municipal funding contribution On April 27, 2010 the Province transferred responsibility for child care program and policy development to the Ministry of Education(as noted in Report SS-03-80). In the fall, responsibility for funding and contract management will also be transferred. It is anticipated that the implementation of full day Early Learning Programs for 4 and 5 year olds in local school settings will have a significant impact on the current licensed early learning and child care system. As full implementation is phased in, demand for licensed child care spaces for four and five year olds is expected to decrease. Further planning and consultation with key stakeholders will be required to ensure that future planning is responsive to the needs of families and operators. 2.0

2010 Children’s Services Service Plan

Since 2006, Children’s Services has based service and system development on best practice and research. The primary guide used in planning and development have been the eight elements of a high quality early learning and child care system (Friendly and Beach 2005). The 2010 Children’s Service’s Service Plan document showcases the Region of Waterloo’s work to support the eight elements of high quality Early Learning and Child Care and highlights key activities moving forward in our evolution of a new early learning and child care system in the Province. The plan outlines a plan of action for community based planning to implement a broader based system plan and take a proactive approach to prepare for future directions of the early learning policy framework in Waterloo Region. The 2010 Service Plan has three main components; • an overview of the current licensed early learning and child care system in Waterloo Region • identification of potential impacts of full day early learning programs • identification of next steps in the development of a broader, multi year system plan to continue building a high quality, inclusive system of early learning and child care in Waterloo Region. Over the next year staff will engage the community in a process to develop a multi year system plan DOCS#808436

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to build a high quality, inclusive system of early learning and child care for Waterloo Region. Staged implementation will be dependent upon Provincial direction but provides a proactive approach to support the transformation that is envisioned and meets the needs of our community. 3.0

2010 Child Care Stabilization Strategy

In May 2010 staff received notification from the Province that $242,900 (Operating $207,800; Capital $35,100) in Stabilization funding was being provided to assist local child care operators to mitigate the impact of full day early learning for 2010. Provincial Child Care Stabilization Guidelines provided some basic guidelines in the allocation of funding to the community. Plans are due to be submitted to the Province by June 30, 2010. The 2010 Child Care Stabilization Strategy has been added as an addendum to the 2010 Children’s Services Plan. The strategies developed to support stabilization of the licensed early learning and child care community has been divided into four areas of focus: • • • •

Minor capital – grants of $1,000 for operators to offset costs of physical space renovations to convert to a younger age grouping Furnishing & equipment – grants of up to $2,000 to offset the costs to furnish and equip a classroom for younger age grouping Knowledge and Best Practice – funds to provide professional development, training and best practice for Early Childhood Educators to support high quality services to younger age groupings Staffing – funding for a portion of staff costs to support planning and development of services

The funding for minor capital and furnishing and equipment will be distributed in two rounds, a first call for requests closed in May 2010. In total, eight requests met the criteria for furnishing and equipment at a total cost of $16,000. One operator met the eligibility criteria for minor capital; after consultation with the Early Learning and Child Care Community Advisory Committee it was determined to award up to $5,000 to this operator since their renovation costs were substantial. The remaining portion of the funding will be held for a second round application process in late fall when the impact of ELP can be more accurately projected. The allocation of funds will be reviewed with the Early Learning and Child Care Community Advisory Committee prior to distribution. Copies of the stabilization strategy and the 2010 Children’s Services Plan will be available for Committee members to review on June 22, 2010. CORPORATE STRATEGIC PLAN: This report relates to two Corporate Strategic Plan Focus Areas. Focus Area 3: Healthy and Safe Communities – Support safe and caring communities that enhance all aspects of health. As well as Focus Area 4: Human Services – Promote quality of life and create opportunities for residents to develop to their full potential FINANCIAL IMPLICATIONS: As the Child Care Stabilization Funding is 100% one-time Provincial dollars, there are no financial implications for the Region OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: DOCS#808436

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The administration of the Provincial funding will require the assistance of Finance. Monitoring and evaluation of the funding allocation strategy will require the assistance of the Social Policy, Planning and Administration Division. ATTACHMENTS Stabilization strategy and the 2010 Children’s Services Plan will be available for Committee members to review on June 22, 2010. PREPARED BY: Nancy Dickieson, Director, Children’s Services APPROVED BY: Michael Schuster, Commissioner, Social Services

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Report: P-10-042

REGION OF WATERLOO PLANNING, HOUSING AND COMMUNITY SERVICES Housing TO:


DATE:

June 22, 2010

SUBJECT:

PROPOSED UPDATE TO WATERLOO REGION IN THE 21ST CENTURY: A COMMUNITY ACTION PLAN FOR HOUSING

FILE CODE: D26-40

RECOMMENDATION: For information. SUMMARY: In June 2005, Regional Council endorsed Waterloo Region in the 21st Century: A Community Action Plan for Housing (the Action Plan). The Action Plan was prepared to determine the state of housing in Waterloo Region, to identify and characterize housing needs, and to provide a community-based strategy to address these housing needs. The Action Plan was developed through extensive public input, a Regional Housing Needs Survey, and the guidance of a Housing Statement Advisory Committee (HSAC) which included representatives from the Area Municipalities, Waterloo Region Home Builders’ Association, the real estate industry, Canada Mortgage and Housing Corporation, Wilfrid Laurier University, University of Waterloo, Regional Council (Councillor Jane Brewer) and Regional staff. The goal of the Action Plan is to “ensure that a range of housing choices are available in the Region to address the various housing needs of current and future residents.” Forty-nine action items were identified in order to achieve this goal. A Housing Implementation Team (HIT), comprised of a broad range of housing stakeholders, was created to facilitate the implementation of these action items. Through the hard work and partnerships of the housing stakeholders in our community, twenty-six of the actions have now been completed, sixteen items are ongoing initiatives, and seven items have not been completed. Action items not completed, such as the creation of a Regional “housing first policy” (action #34), the request to the Provincial government to direct Land Transfer Tax toward affordable housing programs (action #40) and the promotion of single room occupancy units as an affordable form of rental housing (action #27) were not completed for a number of reasons. These reasons include changes to Provincial funding models which made some requests redundant and emerging research demonstrating better housing practices. The successes of the Action Plan and many other initiatives (locally, provincially and nationally) have had a positive impact on the housing continuum; the rental market has returned to a healthier overall vacancy rate, the private sector is providing a greater range of housing, and new affordable housing units are being built. These successes could not have been achieved without the collective efforts of the Waterloo Region community, the work of our housing stakeholders, and the partnerships with the private sector and our senior government partners. Even though there have been many successes achieved, there is a need to review how the changes over the past five years have impacted the housing environment. To ensure that future housing developments continue to meet policy objectives and the changing needs of our community, and meet the requirements of the Provincial Policy Statement (PPS), Places to Grow 782124

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Act (P2G), and the new Regional Official Plan (ROP), a review and update of the Action Plan is being initiated by Regional staff. Beginning this summer, Regional staff propose to start with an assessment of current and emerging housing trends and needs. A subsequent report will be tabled with Regional Council in early 2011, providing the background information on how the economy, policy and socio-demographic changes over the past five years have impacted the housing environment, and a proposed process for devising action items for a new Action Plan. REPORT: Waterloo Region in the 21st Century: A Community Action Plan for Housing (the Action Plan) introduced forty-nine different action items, each created to address identified housing needs and to improve the Region’s housing environment. Together, these action items worked to achieve the overall goal of the Action Plan, to ensure that a range of housing choices are available across Waterloo Region. The action items identified the stakeholders and timeframes required to implement the actions. The actions were organized under six categories: Growth Management; Urban Design; Community Development; Enhancing Accessibility; Affordability; and Guiding Success. One of the actions called for the formation of a Housing Implementation Team (HIT) to assist Regional staff to implement the actions and measure success. The HIT represented a broad range of housing stakeholders which helped to facilitate the implementation of the actions, while also providing a forum for housing stakeholders to discuss and develop options to address changes to housing policy, programs and new housing issues in the Region. Of the forty-nine action items identified in the Action Plan, twenty-six items have been completed, sixteen items are ongoing initiatives, and seven items have not been completed. Please see Appendix A (Actions for Implementation - Progress Chart) for a complete list of all of the action items and their status. Below are some highlights of some of the actions that have been completed or achieved: • • • • • •

The inclusion of new policies in the new Regional Official Plan (ROP) that work to protect the conversion of affordable rental units to condominium units, The introduction of Brownfield Incentives programs, The piloting of the NOW House, a retrofit project that converted an older home into a net zero energy home, The implementation and successful delivery of the Affordable Home Ownership Program, The establishment of incentive programs to assist in revitalizing designated improvement areas and with reurbanizing intensification corridors, The delivery of new supportive and accessible affordable housing units, including the Sunnyside Supportive Housing for Seniors project and the Supportive Housing of Waterloo project.

Some of the action items that have not yet been completed include: • The creation of a Regional “housing first policy,” • Requesting the Provincial government to direct Land Transfer Tax towards affordable housing programs, and, • The promotion of single room occupancy units as an affordable form of rental housing. While many successes have been achieved and many of the action items are now complete, there is a continued need to update the Action Plan. Economic, legislative and socio-demographic conditions continue to change the housing environment. Since the Action Plan was approved in 782124

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2005, the Region’s population has increased by ten percent (10%), and there has been a twelve percent (12%) increase in household formation. Our community’s demographics are also changing, with nearly a quarter of this population growth resulting from the migration of New Canadians to the Region, as highlighted in the changes between Census data from 2001 to 2006. Additionally, new Provincial requirements call for an update of the Action Plan. The updated Action Plan will address the requirements set out in the PPS that upper-tier municipalities must establish and implement minimum affordable housing targets. This requirement is also set out in Places to Grow (P2G), which states in Section 3.2.6(5) that “municipalities will establish and implement affordable housing targets in accordance with Policy 1.4.3 of the PPS, 2005.” Addressing this requirement in a new Action Plan will include the consideration of such elements as: • The percentage of households in the Region spending more than 30% of gross income on shelter costs, • The number of households across the Region in core housing need, and, • The number of households waiting for Community Housing in Waterloo Region. Section 3.2.6(6) of P2G requires upper-tier municipalities to: “develop a housing strategy in consultation with lower-tier municipalities, the Ministry of Municipal Affairs and Housing and other appropriate stakeholders. The housing strategy will set out a plan, including policies for official plans, to meet the needs of all residents, including the need affordable housing – both home ownership and rental housing …” This requirement will be addressed in the development of a new Action Plan. The Action Plan is a longer tem plan with a ten year plus time horizon and similar to official plans is intended to be reviewed every five years. The updated Action Plan will also satisfy Regional Official Plan policy 3.A.1 that requires the Region, in collaboration with Area Municipalities and other agencies, to regularly update the Action Plan. The Action Plan provides goals and strategies to address a wide range of housing issues in the community and plans for the longer-term housing needs in the Region. The updated Action Plan will continue to work collectively with other Regional strategies created to address a wide range of needs across the housing continuum. The Region’s Homelessness to Housing Stability Strategy serves as the Region’s system plan for housing stability. This stability system serves peoples experiencing or at-risk of homelessness and/or who require access to longer term housing stability services and supports to maintain housing. The shorter term Affordable Housing Strategy (AHS) is focused on addressing the immediate need for permanent affordable housing in the Region. Several of the supportive housing projects created under the AHS (e.g. Supportive Housing of Waterloo, The Bridges, Sunnyside Supportive Housing) were collaborations had the ‘bricks’ (capital funding) provided through the AHS and the funding for supports provided though a program or housing stability service provider under the Homelessness to Housing Stability Strategy.

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Next Steps Regional staff propose to initiate a review beginning in the summer of 2010. This comprehensive review and update would assess current and emerging housing needs and trends in Waterloo Region, based on the changes in the Region’s economic, policy and socio-demographic makeup. Housing staff will bring the results of the review and proposal for a process to update the Action Plan to Council in early in 2011, including a steering committee, on which members of Regional Council may wish to participate. The review and update is proposed to culminate in a new Action Plan and action items to guide the Region’s housing stakeholders. Area Municipal Consultation/Coordination A copy of this report has been forwarded to each of the Area Municipalities, and the Action Plan update will be co-ordinated with any similar Area Municipal initiatives. CORPORATE STRATEGIC PLAN: The Community Action Plan for Housing supports several of the Region’s Strategic Focus Areas, including Focus Area 3: Healthy and Safe Communities: Support safe and caring communities that enhance all aspects of health, and Focus Area 4: Human Services: Promote quality of life and create opportunities for residents to develop to their full potential. FINANCIAL IMPLICATIONS: NIL OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: Housing staff will continue to involve staff from Finance, Social Services and Legal during the review. ATTACHMENTS: Appendix A - Actions for Implementation – Progress Chart PREPARED BY: Carolyn Crozier, Principal Planner Deb Schlichter, Director of Housing APPROVED BY: Rob Horne, Commissioner of Planning, Housing and Community Services

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Actions for Implementation – Progress Chart A 1

Growth Management Implement the Regional Growth Management Strategy (RGMS) goal of building vibrant places through regulatory strategies, incentives and forming partnerships with other stakeholders to foster reurbanization and the provision of a variety of housing form and density affordable to all income levels.

Lead/Partners Region/Area Municipalities and Homebuilders

Status Complete

Update: The goal of building vibrant places was facilitated through the creation of new policies and strategies including the new Regional Official Plan, the new Affordable Housing Strategy and the Regional Reurbanization Community Improvement Plan. Additionally, partnerships and working groups including the Reurbanization Working Group also contributed towards the realization of this action. Region/Area Municipalities and Homebuilders Update: Introduction of Policy 3.A.3 in new ROP encourages infill and intensification across the Area Municipalities. 2

Develop and implement density, infill and affordable housing targets that will meet the goals of the RGMS as part of the new Regional Official Plan (new ROP).

Complete

Include policies in the new ROP that require mixed-use development opportunities which Region/Area Complete should allow for mix of residential types, tenures and income ranges with commercial and Municipalities other compatible non-residential uses. Update: Policy 3.A.2 included in new ROP requires Area Municipalities to provide an appropriate range of housing to satisfy the various physical, social, economic and personal support needs of current and future residents. 4 Develop targeted financial incentives and development tools that will encourage Complete Region/Federal, reurbanization along intensification corridors, in downtown cores and other strategically Province, Area identified areas. Municipalities and Financial Institutions Update: Many financial incentives and development tools have been created to encourage Reurbanization in strategically identified areas including the City of Cambridge’s Core Area Programs – Fee Exemption Program; City of Kitchener’s Development Charge Exemptions program; and the City of Waterloo’s Development Charge Exemptions program. Also, the Regional Reurbanization Community Improvement Plan. 3

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Ongoing Continue to investigate zoning by-laws and design standards to identify obstacles to Area initiative intensification, infill development, affordability and accessible housing, and amend as Municipalities/Region appropriate. and Home Builders Update: City of Waterloo Council approved the Urban Design Guidelines in September of 2009 to provide direction to and support of appropriate intensification. The City of Kitchener has recently completed the Kitchener Growth Management Strategy and a comprehensive review of their Intensification Areas, as well as has implemented the Mixed Use Corridor Zoning in each Mixed Use Corridor. City of Cambridge has their Core Area Revitalization Program. Ongoing 6 Continue to investigate opportunities to streamline the development review process for Region, Area initiative residential development. Municipalities/Home Builders Update: An example includes the City of Waterloo, where Planning, Engineering and Building are currently undertaking a formal Process Review Project for their subdivision and site planning processes to ensure they are as efficient and effective as possible. This project is expected to be completed by December 2010. The Waterloo Region Home Builders Association liaises with various committees. 7 Ensure that proposed staging of greenfield development is coordinated with available and Region/Area Complete planned infrastructure and servicing through a consolidated Regional status of plans Municipalities and report. Homebuilders 5

Update: - Status of Plans page is available on the Development and Planning – Development Review and Approvals page on the Regional website. 8 Request the Federal government and the Province of Ontario to increase funding and Federal and Province, Complete commit to a long-term and comprehensive housing strategy covering key issues, request by the Region including: new housing supply, supports, affordability, rehabilitation and emergency relief. Update: Requests to the Province and Federal governments by municipalities Province and Nation-wide resulted in a renewal of funding. In Ontario, the Canada-Ontario Affordable Housing Program was renewed for an additional five years, extending funding to the Affordable Home Ownership Program, new Rental Supply initiatives, and creating new programs such as the Social Housing Renovation and Retrofit program. Additionally, the Province of Ontario has now undertaken the first stages of development of a Long Term Affordable Housing Strategy. B

Lead/Partners Status Urban Design Ongoing 9 Develop design guidelines, visual examples and best practices to promote excellence in Area initiative design and encourage new development that will dramatically improve the quality of Municipalities/Region design while respecting the character of existing neighbourhoods. Update: Initiatives include the City of Cambridge Design Guide Program, City of Kitchener’s Design Guidelines and Urban Design Guidelines and requirements for Design Briefs, and the City of Waterloo’s Urban Design Guidelines. Region of Waterloo completed the Visualizing Densities Project

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Ongoing Create more environmentally-friendly and safer housing and communities through All Stakeholders initiative participation in new research, pilot projects, public education campaigns, annual awards, leading by example, and investigating sources of funds to assist in implementation. Update: Projects by both REEP and the NOW House demonstrate ability to update housing into more environmentally-friendly and cost effective modes of living. New funding sources are researched by Regional staff and compiled in the “Housing Incentives and Funding Resource Guide” which is updated quarterly. 11 Encourage the rehabilitation of vacant and underutilized heritage properties that is Complete Area Municipalities consistent with any applicable heritage designations as a source of additional housing and Region/Municipal stock. Heritage Committees (MHC) and Local Architectural Conservation Advisory Committees(LACAC) Update: The City of Waterloo is currently drafting policies on the conservation and reuse of heritage properties for consideration for their new Official Plan, public consultation to begin in mid to late 2010, with Council consideration occurring in early 2011. The City of Kitchener has a Heritage Tax Refund Program and an Adaptive Reuse Community Improvement Plan, while the City of Cambridge offers a Designated Heritage Building Development Charge Allowance and a Heritage Grant Program, all of which help to preserve yet create new uses for heritage properties across the Region. Ongoing 12 Encourage the development of partnerships and coordination of incentives and programs Region and Area initiative as a source of investment to create new or rehabilitate existing housing stock, enhance Municipalities/Home our neighbourhoods and preserve the natural features and heritage of our communities. Builders, Community Groups, MHC’s, Environmental Advisory Committee and LACACs Update: The Region offers joint TIGS with both the City of Kitchener and Cambridge. Many of the incentives and grants are coordinated within the Region’s “Housing Funding and Incentives Guide” for a one-stop-shop for housing providers, developers or individual home owners. The City of Waterloo writes that “Waterloo’s development industry is currently robust, with infill housing successfully built” and as such do not currently have financial incentives for such development schemes. 13 Promote the establishment and maintenance of urban agriculture, such as community Ongoing Region and Area and rooftop gardens, through the development of guidelines, visual examples, best initiative Municipalities/ practices and other tools. Community Groups Update: The new Regional Official Plan now requires Area Municipalities to establish policies that encourage community and rooftop gardens and will also support community gardens wherever feasible (policies 3.F.3 and 3.F.4) The City of Kitchener is currently reviewing their Green Development Policies which will inform their new City Official Plan, and have also introduced the Local Environmental Action Fund to support certain green initiatives across the city. The City of Waterloo is drafting policies on community gardens and support for sustainable buildings for their new Official Plan. 10

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C 14

Community Development Lead/Partners Status Ongoing Continue to enforce property and lot maintenance standards to ensure the safety and Area initiative general repair of existing housing stock and properties, and to improve the quality of our Municipalities/Region, communities. This could be assisted by enhanced funding and programs to assist lower CMHC, and Community income households. Groups Update: The Area Municipalities continue to enforce property and lot maintenance standards, and respond quickly to concerns from both residents and neighbours when maintenance standard issues arise. The City of Waterloo is currently considering a rental housing licensing by-law to help address safety/maintenance issues and the City of Kitchener ensures compliance with approvals through the use of Site Plan Control. Not Complete 15 Continue to create and enhance programs to encourage people to enter the skilled trades Federal, Province, and seek employment in the home building industry. Education Sector/WWTAB, Region and Home Builders Update: While the Region and other stakeholders can encourage senior levels of government to support this action, the action itself lies outside of the Region’s scope; however, recent expansion to both the campus and programs at Conestoga College are enhancing opportunities for people to enter into skilled trades. 16 Develop and promote targeted incentive programs to assist in revitalizing designated Region/Area Complete improvement areas. Municipalities Update: The Region has introduced a Brownfields Financial Incentive Program and Development Charge Exemptions for the Core Areas, and the Regional Reurbanization Community Improvement Plan. The tri-cities have all implemented fee or development charge exemption programs for designated areas, included the downtown core areas. D Enhancing Accessibility Lead/Partners Status Encourage the provision of a full range of housing options to allow residents to remain in Region/All Stakeholders Ongoing initiative their communities throughout their life in dwellings of appropriate form and tenure with access to necessary services where feasible and appropriate. Update: The development of the Region’s Community Action Plan for Housing, the Affordable Housing Strategy, and the Homelessness to Housing Stability Plan all work towards creating a full range of housing options across the Region. Regional delivery of the New Rental Housing Component of the Canada-Ontario Affordable Housing Program has provided opportunities to create additional affordable and supportive housing, and housing for seniors, allowing greater ability for residents to remain in the community throughout their life. 17

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Ongoing Home initiative Builders/Financial Institutions, Region and Area Municipalities Update: Waterloo Region Home Builders’ Association (WRHBA) and its member companies have been very proactive in designing and building both a wide range of housing types and tenures across sites in Waterloo Region. Where single family homes has been the predominate housing type built, in recent years, there has been a noticeable shift, where today equal amounts of single family homes and other housing types are now being constructed, including semi-detached, townhouses, and others. WRHBA actively promotes the Region’s Affordable Home Ownership program to its partner members, and participates actively with Liaison committees with the Region, including the Reurbanization Working Group. 19 Develop a united campaign promoting the benefits of providing a full range of housing All Stakeholders Complete and supports and highlighting housing need within our community. Update: The Region of Waterloo annually promotes the benefits of a full range of housing through the celebration of National Housing Day. This annual event allows the Region to highlight work being done in the Region by all stakeholders, and provides a platform to share what the Region is doing to ensure a full range of housing is available in the Region. The HHUG report card also promotes the benefits of a full continuum of housing options. Ongoing 20 Continue to request the Federal government and the Province of Ontario to commit to Federal and Province, initiative long-term and suitable levels of funding of programs designed to address homelessness request by the Region and housing supports. Update: The Region has most recently submitted such a request to the Province of Ontario in the summer of 2009 during consultations for the Province’s Long Term Affordable Housing Strategy. 21 Ensure accessibility for persons with disabilities is considered in all land use planning Region, Area Complete and development decisions and include policies in the new ROP encouraging visitability Municipalities and and universal design principles. Accessibility Advisory Committees (AACs) Update: Policy 3.A.2 in the new ROP encourages these accessibility principles. The City of Kitchener’s site plan and design guidelines give consideration to accessibility for all new developments. CPTED and universal design are key elements for development in Waterloo, according to draft Official Plan documents. 18

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Encourage the provision of a wide range of housing product and to explore new market niches both individually and through partnerships.

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June 22, 2010 22

Report: P-10-042

Create a pilot project to test incentives to encourage home builders to develop accessible units and to remove barriers from existing homes.

Region/Area Municipalities and AACs

Complete

Update: The updated Affordable Housing Strategy calls for more accessible units to be built, and new Social Housing Retrofit and Renovation funds from senior levels of government are allowing Community Housing providers to update and improve accessibility across the Region. The Region’s expanding role in the delivery of the RRAP program also achieves this action item. 23

Ensure Regionally-sponsored housing programs provide accessible units and encourage the inclusion of visitability designs and supportive housing in proposals.

Region/AACs, Housing Providers, Community Support Agencies and Home Builders

Complete

Update: The Region of Waterloo’s most recent call for Expressions of Interest for the development of new affordable housing called for affordable, accessible and supportive housing units and projects. Some examples of successful supportive housing proposals include Supportive Housing of Waterloo project on Erb St. in Waterloo, and the Region’s Sunnyside Supportive Housing in Kitchener. 24 Request the Province of Ontario to revise the Ontario Building Code (OBC) and ensure Province, request by Complete that ODA regulations (yet to be released) are based on the principles of visitability and the Region universal design to allow for fuller integration of persons with disabilities in the Update: New ODA regulations were released and accessibility standards were incorporated into the Ontario Building Code. Ongoing Region/AACs, Housing initiative Providers (including private and publiclyfunded rental housing), Community Support Agencies and Home Builders Update: Staff worked with the Waterloo Region Apartment Managers Association (WRAMA) and community agencies to develop an accessibility information listing of private apartments. However, due to the lack of response from the private apartment owners, the project did not move forward. Regional staff continue to work on addressing accessibility in Community Housing and projects developed under the Affordable Housing Strategy, and implementing the requirements of the Accessibility for Ontarians with Disabilities Act, 2005. 25

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Expand and co-ordinate accessibility information listing and promote the improvement of housing accessibility in the Region through public awareness campaigns, workshops, an annual accessibility award and design guidelines.

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June 22, 2010

Report: P-10-042

Complete Region/Service Providers, WRWDDHC and Province Update: Social Services completed the Homelessness to Housing Stability Strategy, which assessed a range of housing types, including supportive and supported housing services. Requests for funding were made, and some funding was made available through the Local Health Integration Network, and others. Not Complete 27 Promote the use of single room occupancy units (SRO) as an affordable form of rental Area (Withdrawn) housing, by creating public awareness of SRO, and including a definition of SRO and Municipalities/Region, appropriate regulations in the zoning by-laws of Area Municipalities. Housing Providers and Home Builders Update: Based on research and emerging best practices, SRO’s are not viewed as a viable and appropriate form of long term affordable housing and `they are not consistent with the Homelessness to Housing Stability Strategy, the current Affordable Housing Strategy, nor the Provincial Program Guidelines for the New Rental Housing Component of the Canada-Ontario Affordable Housing Program. 26

Identify any gaps in supportive and supported housing service and request the Province of Ontario to provide appropriate funding.

Ongoing Continue to identify additional opportunities for the integration of accessory apartments in Area initiative our communities, and where appropriate, develop the necessary policies and regulations Municipalities/Region to allow their use and incentives to encourage their creation. Update: The Region included policy 3.A.3 in the new ROP. The City of Waterloo is considering a rental housing licensing by-law which may speak to accessory apartments. The City of Kitchener allows duplexing in nearly all zones for singles, semi-detached dwellings and townhouses. City of Cambridge current Official Plan policy 9.1.3a supports the use of accessory apartments. E Affordability Lead/Partners Status 29 Encourage Area Municipalities to use density bonusing provisions as a means of Region/Area Complete increasing the production of affordable and special needs housing, where appropriate. Municipalities 28

Update: The Region has completed research on the possibilities of the use of density bonusing; however, due to legislative restrictions little action can be taken unless the Province removes the legislative barriers to this action item. Continue to investigate new tools to enhance the Affordable Housing Strategy as a main Region Complete vehicle for addressing affordable housing needs throughout Waterloo Region. Update: New tools were investigated, and added where appropriate, to the new Affordable Housing Strategy, including creating linkages between affordable housing developers/providers and supportive service providers to create sustainable supportive housing, and the continuation of the Optional Property Tax Class and grants to offset Regional development charges. 30

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June 22, 2010

Report: P-10-042

Complete Region/Area Municipalities and Development Proponents Update: The research on new policy options for the ROP were completed, but not adopted into the final ROP, as the Planning Act currently does not give municipalities the authority to use Inclusionary zoning. 32 Include policies in the new ROP to maintain existing affordable rental housing by Region Complete prohibiting the demolition or conversion of affordable rental housing to condominium ownership during periods of low vacancy rates. Update: Policy 3.A.4 (a) addresses this issue, and prohibits conversion of affordable rental housing to condominium if the vacancy rate has been below 3% for three consecutive years. 33 Review success of the publicly-assisted affordable home ownership pilot project to assist Region Complete tenants to enter the home ownership market with a view to create a permanent program. 31

Subject to further study, strengthen housing policy in the new ROP to require that affordable housing be provided for as a part of residential developments.

Update: The Region’s Affordable Home Ownership Program pilot was successful, helping nearly 200 households achieve first-time home ownership. The program, thanks to a Federal and Provincial funding extension, continues to assist low to middle income households to enter the home ownership market. Not Complete Region and Area Municipalities/School Boards, Province and Federal Government Update: This action item is still under review. The Region currently does not have an official “housing first” policy in place, but staff are circulated on available land parcels to assess their suitability for potential affordable housing projects. The Area Municipalities also do not have a “housing first” policy (but do have land inventories). The City of Waterloo facilitated the development of a surplus school site for affordable housing (The Village at Brighton Park). Request the Federal government to make further improvements to mortgage insurance 35 Federal, request by the Complete regulations to improve the ability of the non-profit and private sectors to create affordable Region rental housing. Update: Region and Housing sector organizations have requested changes to mortgage insurance and some improvements have been made. 34

Prepare and maintain an inventory of surplus government for sale or lease) suitable for the development of affordable housing, and encourage “housing first” policies to give priority to sell or lease appropriate land for affordable housing.

Request the Federal government to investigate the use of tax credits as a tool to attract Federal, request by the Complete investment toward the production of affordable rental housing. Region Update: Housing sector organizations that the Region has membership with have requested the federal government to consider tax credits. 36

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June 22, 2010

Report: P-10-042

Request the Federal government to review the taxing of rental housing to stimulate Complete Federal, request by the increased levels of production and affordability, with particular consideration of the Region following measures: 1. allow for the full rebate of the Goods and Services Tax (GST) on the costs of new rental housing construction and conversion of non-residential properties to rental housing; 2. allow rental investors to defer capital gains tax and recapture depreciation on the sale of rental properties when profits are reinvested in rental housing; 3. increase the capital cost allowance from 4% to 5% for new rental housing; 4. restore soft cost (professional fees, insurance and interest during construction, etc.) deductibility to $5,000 during the first year of operating rather than requiring capitalization; and 5. allow landlords with less than 6 employees to qualify as small businesses. Update: Region and housing sector organizations have requested tax policy changes. Ongoing 38 Continue to request the Federal government to transfer to the Region of Waterloo the Federal, request by the initiative administrative responsibility for the delivery of the Rental, Rooming House and Region Residential Conversion program elements of Residential Rehabilitation Assistance Program (RRAP) and to commit adequate long-term funding to all forms of RRAP. Update: The Region is in discussions with CMHC to transfer responsibility for RRAP delivery to the Region from the Federal government. 39 Continue to request that the Province of Ontario increase the shelter allowance provided Province, request by Complete under Ontario Works (OW) and Ontario Disability Support Program (ODSP), and the the Region minimum wage to bring incomes in line with current average rents, or develop a comprehensive rent supplement structure that supports average market rents. Update: The Region has made the request to the Province. Some increases have been seen to the shelter allowance portions of OW and ODSP, however they are still not in line with average market rents across the Region. Minimum wage has increased but also is not in line with average market rents. 40 Request the Province of Ontario to direct funds generated from the Land Transfer Tax Not Complete Province, request by toward affordable housing programs. the Region Update: The Province change the way it funds affordable housing under the Canada-Ontario Affordable Housing Program shortly after the Action Plan was approved. The Province now provides matching funds to Federal contributions for affordable housing. 41 Request the Province of Ontario to expand and further fund the Land Transfer Tax rebate Province, request by Complete program to include first time buyers of resale homes (in addition to new homes) to assist the Region lower income households to achieve home ownership. Update: The Region and other municipalities made the request to the Province. The Province has since expanded the Land Transfer tax rebate program to both new and resale home purchases for first-time buyers. 37

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June 22, 2010

Report: P-10-042

Subject to further study; request that the Province of Ontario amend The Planning Act to Province, request by Complete allow municipalities the opportunity to apply a 1% dedication for affordable housing to the Region new development. Update: The Region and other municipalities and housing sector groups have made such a request to the Province; however, the change has not been approved by the Province. Not Complete 43 Request the Province of Ontario to eliminate the Provincial Sales Tax (PST) on mortgage Province, request by insurance for homeowners as well as multi-residential ownership and rental projects. the Region Update: Housing sector groups have made such a request to the Province; however, the change has not been approved by the Province. Staff will review and reassess the issue in light of the introduction of the HST in July 2010. Not Complete 44 Request the Province of Ontario to expand the PST Grant program into a permanent Province, request by program and make grants available to all new purpose-built rentals, including the Region conversions, townhouses, smaller developments and registered condominiums, and affordable homes for first-time homebuyers. Update: The Region and other municipalities made the request to the Province. The Province has since expanded the Land Transfer tax rebate program to both new and resale home purchases for first-time buyers. F Guiding Success Lead/Partners Status 45 Create a housing implementation team to assist in developing a monitoring program, Complete Region/Area facilitate implementation of the actions, and participate in Plan updates and reviews. Municipalities, Homebuilders, Lenders, Providers Update: The Housing Implementation Team (HIT) was successfully brought together and achieved its purpose in developing and monitoring the implementation of these actions and will be reconstituted for the purposes of the Action Plan update. Ongoing 46 Augment the Region's role as a centralized housing resource centre to provide support to Region/Other initiative housing stakeholders and promote information on housing issues, programs and links to Stakeholders other services, through web-site enhancements, preparation and distribution of market analysis, local needs surveys, strategic sessions, and other means as identified. Update: The Region, on a continuous basis, provides information and support to the community’s housing stakeholders. Through the hosting of forums, facilitating partnerships, discussions and research, assisting with the distribution and dissemination of research and information, and liaising with various community housing groups, the Region is following through with this ongoing action item. Ongoing 47 Produce a comprehensive annual housing monitoring report for broad-based distribution Region initiative to provide current information to the community and identify new trends and opportunities. Update: The Region will release a comprehensive annual housing monitoring report this fall. Currently, the Region participates in the development of HHUG’s annual Report Card. 42

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June 22, 2010

Report: P-10-042

Not Complete Examine changes in the density and unit type of plans of subdivision for residential Region/Area developments from initial submission to development to determine variations during the Municipalities process. Update: This initiative is still under review, and requires more work under the Places to Grow density targets. Ongoing 49 Monitor applications for conversion from rental to condominium ownership and the Region/Area initiative change of condominium occupancy from rental to ownership. Municipalities Update: Applications for condominium conversion continue to be monitored by staff at the Region in both development and housing. New changes to the ROP help to ensure that conversions do not unduly remove affordable rental housing stock from the market, but also look to see if the conversion may help create affordable ownership opportunities. 48

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Report:

Report: P-10-062

REGION OF WATERLOO PLANNING, HOUSING & COMMUNITY SERVICES Community Services

TO:


DATE:

June 22, 2010

SUBJECT:

CONSTRUCTION OF THE SCHNEIDER FAMILY WASH HOUSE

FILE CODE: R12-90

RECOMMENDATION: For information. SUMMARY: It is anticipated that construction will begin on a replica of the family wash house at the Joseph Schneider Haus site this summer. This building, the last to be added to the historic environs, is the largest of the domestic outbuildings that once formed part of the “Hof” or “dooryard” of the Schneider farmstead. The wash house (Sommerhaus) served the same purpose on local farms as a summer kitchen would later in the century. The brick hearth will enable interpretation of open hearth cooking that is not possible in the main house, and the second level loft will permit programming space for textile processing activities. REPORT: Beginning in 1998, when a three-compartment bake house was rescued from an Elmira farm and reconstructed at the Schneider site, small purpose-built structures have been added to the landscape so that the property around the historic house now more closely resembles the “little village” that daughter Louisa once described in her reminiscences. The wash house (or summer house) was the most indispensable of the buildings in the Pennsylvania-German domestic Hof. In it, food for winter consumption was preserved during the summer months when produce from the family garden and orchard was harvested. Cooking and eating also took place in the summer house eliminating heat, flies and odours from the main farmhouse during the hottest months. But the summerhouse also provided a convenient adjunct to the kitchen where rougher household chores could be done. Though the activities themselves were determined by the needs of the family and the working areas in the outbuildings, Waterloo County summerhouses and wash houses could have been used for laundry, boiling maple sap and apple butter, rendering lard, making head cheese and other types of meat processing, candle and soap making, pickling and preserving. Harvesters were also frequently accommodated in the loft above the main working area. Of all the buildings that were familiar territory to the Schneider women in the 19th century it is likely the wash house about which we have the most information. During the Schneider Creek Culvert Reconstruction in 1984, archaeological excavations were conducted that revealed the stone foundation walls of the building and its corner brick hearth. When the superstructure was dismantled, likely in the late 1870s when a new brick wash house replaced it, the foundation was backfilled with earth, which preserved even the joists and wood flooring, not to mention bits of starch, lye, a washboard and other paraphernalia that related to its previous life. 805294

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June 22, 2010____________________________________________Report: P-10-062 The Schneiders’ first wash house was located “near the creek”, angled into the bank which inclined more steeply down to the creek than is obvious today. “Banking” the building kept the ground floor cooler in summer as did the heavy stone foundation wall that supported the superstructure. As shown on the Site Plan (Attachment #1), the recreated wash haus will be set on the same angle as its predecessor and the grade around the foundation will be modified to suggest the banking technique that was originally employed. The foundation itself, however, will actually be constructed on a concrete slab, off-set from the archaeological evidence below so that the original will be neither disturbed nor rendered inaccessible to later archaeologists. The thickness of the original foundation wall suggests that the building was constructed of logs. The Schneider Haus replica will thus be built of reclaimed logs, dressed on two sides and keyed at the corners in the traditional Pennsylvania-German manner (Attachment #2 and #3). Within two to three years, the building will be sided consistent with the other outbuildings on the farmstead. In the interim, however, the public will be able to learn about early Pennsylvania-German construction methods from the unclad structure as it settles into the landscape. The roof will be shingled and will have the pent eave typical of 18th century domestic architecture in Pennsylvania. The fireplace and chimney will be constructed of fieldstone, like the foundation. Above the roofline, however, the chimney will be brick, representing a more recent rebuilt replacement by 1856. The windows will be relatively small with 6 over 6 double-hung sash. The loft room will be lit with two 6-light windows. Though the original building likely had an open ladder-type stair for accessing the loft, the reconstructed example will have a closed-in corner stair typical of early dwellings in Pennsylvania, one that will be safer for staff and public. It will be constructed on the end wall beside the fireplace which itself will extend almost to the mid-point of the wall. The fireplace will open onto a brick hearth and will be equipped with a large crane and trammel for suspending pots and kettles over the fire (Attachment #4). To be able to represent open hearth cooking as well as all the other domestic chores associated with the wash house will truly extend the interpretation and educational potential of the site. The wash house will also finally allow textile processing to be interpreted where daughter Louisa (born 1847) indicates that such activities actually took place. Like the men in the family, the Schneider women had a Schop. Theirs was located in the loft of the wash house, an area where the women could set up their great wheels and spin wool uninterrupted, for several weeks in the spring once the shearing had taken place. Tendering for the project will go forward in June and a July / early August construction start is anticipated. By late fall, interior details should be complete with furnishings beginning to be put in place. The reconstructed Schneider wash haus, like its predecessor, will be a seasonal building, used for late fall food processing, but not during the coldest months of winter. Area Municipal Consultation/Coordination: The Heritage Permit Application was approved by Heritage Kitchener at its May 14th meeting. City of Kitchener staff will also review the building permit drawings and will issue heritage clearance prior to issuance of the building permit. Architect on the project, John Clinckett, is taking the project though the building permit process.

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June 22, 2010____________________________________________Report: P-10-062

CORPORATE STRATEGIC PLAN: Supporting initiatives that highlight culture and creativity are directly related to the Growth Management Focus Area 2 and the objective to Promote and enhance arts, culture and heritage. FINANCIAL IMPLICATIONS: The wash haus has been in the capital forecast for many years as the concluding piece of the outbuilding project at the Schneider site. The 2010 capital budget has an allocation of $210,000 for the construction phase and some staff interpreter hours have been projected for peak traffic periods in 2011. OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: Curatorial staff has been working closely with Facilities Management in the design and construction of the Schneider wash house. Facilities Management staff is coordinating the construction phase of the project. Furniture for the building is being conserved by the Department’s Conservator. ATTACHMENTS: Attachment #1 – Site Plan Attachment #2 - Front Elevation Attachment #3 - Left Side Section Attachment #4 – Floor Plan – First Floor PREPARED BY: Susan M. Burke, Manager/Curator APPROVED BY: Rob Horne, Commissioner of Planning, Housing and Community Services

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June 22, 2010____________________________________________Report: P-10-062 Attachment #1

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June 22, 2010____________________________________________Report: P-10-062

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REGION OF WATERLOO

Report: PH-10-030

PUBLIC HEALTH Emergency Medical Services TO:


DATE:

June 22, 2010

SUBJECT:

EMS MASTER PLAN UPDATE – DISPATCH MODEL REVIEW

FILE CODE: P05-80

RECOMMENDATION: THAT the Regional Municipality of Waterloo reaffirm support for the original goal of the Dispatch Model Review Working Group, i.e., “getting the quickest trained help to those in need of emergency medical assistance”, and reprioritize the next steps of the Dispatch Model Working Group as presented in Report PH-10-030, dated June 22, 2010: •

The Ministry of Health and Long Term Care be requested to make available immediately, any beneficial technological solutions identified in the Niagara Pilot Project due diligence process;

•

The Working Group continue to examine the benefits of emergency services dispatch colocation not directly related to response times;

•

The Working Group continue to develop opportunities for common technological solutions among Waterloo Region Emergency Services;

•

The Working Group report on its progress to Community Services Committee no later than June 30, 2011;

AND THAT this report be circulated to local MPPs, AMO and the Minister of Health and Long Term Care. SUMMARY: NIL REPORT: As one of the approved recommendations from the EMS Master Plan (PH-07-061), a Dispatch Model Review Working Group was established in 2008 (PH-08-009). Recommendations from the Group were presented at an “All Councils” meeting on December 3, 2009, and then to Community Services Committee (PH-10-007) on January 26, 2010. In summary, it was recommended that Fire Services dispatching be consolidated into one Fire Communications Centre co-located with the Police Communications Centre; that enhanced technology be implemented for near-simultaneous dispatch of Fire and EMS; and that at a future date, Police, Fire and EMS communications centres be located in the same facility. The Group was encouraged to move forward with any required investigations, while at the same time, a communications plan was approved to encourage the Ministry of Health and Long Term Care participation required to implement the latter two recommendations. Ministry of Health staff had previously refused to participate in Regional dispatch planning efforts and it was felt that communications should be escalated to a political level. Page 1 of 4

June 22, 2010

Report: PH-10-030

On February 24, 2010, Chair Seiling wrote to the Honourable Deb Matthews, Minister of Health and Long Term Care, requesting the participation of Ministry staff to help move forward with the technological links that are key to this project. The Minister’s response, received April 28th (attached as Attachment 1), advised that a moratorium has been imposed on making any changes to the ambulance dispatching system in Ontario, pending review of the Niagara Pilot Project. No information was provided on when this review would be completed, but the Minister did advise that work was already underway on technology options to automate fire service notification of medical calls. Over the past five months, the Working Group has continued to investigate many aspects of the proposed co-location, specifically around financial implications, labour relations and technology issues. The Group also took the opportunity to visit the state-of-the-art Niagara Ambulance Communications Service (the Ministry’s Pilot Project site) to view the proposed technologies in use. The Group’s original recommendations around physically co-locating Police and Fire Communications, came out of the Ministry’s refusal to allow technological linking between the Cambridge Central Ambulance Communications Centre and our two Fire Communications Centres. Physical co-location allowed the same time saving benefit as technology, providing a manual solution to notifying Fire earlier and enabling a Fire vehicle to reach the site of a medical emergency one minute and sixteen seconds sooner than was current practice. The ultimate goal of the recommendation revolved around providing the most timely emergency service possible for the Region’s residents and visitors, given conditions being imposed on us by the Province. The Working Group’s review revealed that the Niagara Pilot Project appears to not only reduce Fire response times, but also pre-alerts EMS crews using technology rather than physical co-location. As such, the Working Group has become increasingly interested in further assessing whether a similar solution could be implemented in Waterloo Region. This investigation would allow the Working Group to further review the financial, labour relations and technical issues of a virtual colocation as opposed to a physical co-location. Further study of virtual co-location does not imply that the other potential benefits of physical colocation identified previously, are in any way less significant, but rather do not directly impact the primary goal of reducing emergency medical response times. Better co-ordination of major incidents, opportunities to share technology and common technological support, improved supervision and delays in future staff enhancements, are all expected benefits of a fully co-located dispatch model which bears further investigation. It has become apparent that more examination as well as co-operation of the Ministry of Health, is necessary before a final decision can be made whether or not to proceed with co-location of either Police and Fire, or Police, Fire and EMS communications. CORPORATE STRATEGIC PLAN: This report addresses Focus Area 3: Healthy and Safe Communities, and specifically objectives 3.3: Provide effective and efficient emergency medical services, and 3.4: Coordinate and implement emergency management initiatives; Focus Area 6: Service Excellence, and specifically objective 6.1: Ensure all Regional programs and services are citizen/customer focused in order to meet the needs and expectations of the community, 6.3: Ensure all Regional programs and services are responsive, efficient, effective and accountable to the public, and 6.6: Strengthen and enhance partnerships with area municipalities, community stakeholders and other orders of government.

DOCS #800824

Page 2 of 4

June 22, 2010

Report: PH-10-030

FINANCIAL IMPLICATIONS: Activities of the working group have been completed to date utilizing existing Regional and municipal resources. $75,000 was previously approved for consulting and pilot projects related to the Working Group. OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: The working group is chaired by retired Police Chief Larry Gravill, and its membership includes numerous stakeholders across the various municipal Fire Departments, Waterloo Regional Police Service, Regional EMS, WRESTRC, Finance, and Human Resources, as well as resource staff from Human Resources at the Cities of Cambridge and Kitchener. Additional expertise was assembled for Technology and Finance sub groups. The Ministry of Health and Long Term Care was invited, but declined to participate. The working group reached a consensus on the recommendations presented. ATTACHMENTS Attachment 1 - April 20, 2010 letter from Minister Deb Matthews PREPARED BY: John Prno, Director, Emergency Medical Services APPROVED BY: Dr. Liana Nolan, Commissioner and Medical Officer of Health

DOCS #800824

Page 3 of 4

June 22, 2010

Report: PH-10-030 Attachment 1

DOCS #800824

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REGION OF WATERLOO

Report: PH-10-031

PUBLIC HEALTH Healthy Living Planning & Promotion TO:


DATE:

June 22, 2010

SUBJECT:

2009 PUBLIC HEALTH ANNUAL REPORT

FILE CODE: A02-20

RECOMMENDATION: For Information SUMMARY: The 2009 Public Health Annual Report has been redesigned to better meet the needs of our various audiences. The new format is easier to read and will be adaptable to the requirements for reporting compliance with the Ontario Public Health Standards (2008). REPORT: During 2009, the Region of Waterloo Public Health department began implementation of the Ontario Public Health Standards (OPHS, 2008). While we are awaiting notification from the Province of the formal accountability structure, Public Health has tracked its efforts and successes through a variety of indicators relevant to each standard. In reviewing the 2009 Annual Report, the reader will find a snapshot of the work in each division within Public Health. The report highlights: • how Public Health continues to work with community partners to provide services to Waterloo Region; • Public Health’s dedication to reviewing and improving our services for the populations who most need them; • our response to the H1N1 pandemic; and • Public Health’s involvement in the design of our community, working from the well-documented link between health and the built environment. In addition, there are a variety of statistics that tell the stories of people reached throughout Waterloo Region by Public Health programming. These numbers show the breadth of work that was accomplished in 2009. As we work to fully implement the Ontario Public Health Standards, Public Health will continue to monitor and evaluate our work in order to achieve the required Board of Health Outcomes. The 2009 Annual Report clearly demonstrates our commitment to “Building healthy, supportive communities in partnership”, and the Regional values of service and collaboration. CORPORATE STRATEGIC PLAN: Focus Area 2: Growth Management: Manage and shape growth to ensure a livable, healthy, thriving and sustainable Waterloo Region. Page 1 of 2

June 22, 2010

Report: PH-10-031

Focus Area 3: Healthy and Safe Communities: Support safe and caring communities that enhance all aspects of health. Focus Area 4: Human Services: Promote quality of life and create opportunities for residents to develop to their full potential. Focus Area 6: Service Excellence: Foster a culture of citizen/customer service that is responsive to community needs. FINANCIAL IMPLICATIONS: These programs are delivered using resources approved by the Regional Municipality of Waterloo as the Board of Health. Funding is a combination of 100% provincial, 75% provincial/25% regional tax levy, 100% regional tax levy and to a lesser extent some fees & charges and other sources of revenue. The programs are determined primarily according to provincial mandate and influenced by local need. OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: NIL ATTACHMENTS: Attachment:

2009 Public Health Annual Report (Distributed separately)

PREPARED BY:

Bethany Mazereeuw, Public Health Planner, Population Health Planning & Evaluation Sharlene Sedgwick Walsh, Director, Healthy Living Planning & Promotion

APPROVED BY:

Dr. Liana Nolan, Commissioner/Medical Officer of Health

DOCS #808811

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REGION OF WATERLOO

Report: PH-10-032

PUBLIC HEALTH Health Protection and Investigation TO:


DATE:

June 22, 2010

SUBJECT:

BISHOP STREET COMMUNITY TCE PUBLIC MEETING UPDATE

FILE CODE: P07-31

RECOMMENDATION: For information SUMMARY: This report provides an update of information from the June 1st, 2010 Bishop Street Community TCE meeting. The meeting was a follow up to the April 7th Public Bishop Street Community TCE meeting at Fairview Mennonite home. REPORT: As noted in the Community Services Committee memorandum dated January 26, 2010 (Bishop Street Community TCE Groundwater Contamination Update), the Ministry of the Environment informed companies responsible for remediation in the Bishop Street Community (Northstar Canada and GE Canada) to submit a modified indoor air protocol as a result of the recent changes to Ontario regulation 153/04 amended on December 29, 2009. The Ministry lowered the no action, residential, indoor air target level from 2.3 µg/m3 to 0.5 µg/m3 (micrograms per cubic metre) for TCE in homes. As a result, the action levels for monitoring and remediation also decreased as follows:

Less than 0.5 µg/m3 (No further action required) Between 0.5 µg/m3 and 5 µg/m3 (Annual indoor air monitoring recommended) Above 5 µg/m3 (Homes recommended to be assessed for indoor air remediation)

The Ministry of the Environment together with Public Health hosted a meeting on April 7th, 2010 to discuss these changes with the residents. As a result of the April 7th public meeting and the scope of questions, Public Health hosted a follow up meeting on June 1st, 2010 to review concerns raised by residents. June 1st TCE Meeting The June 1st, 2010 meeting that Public Health hosted on the TCE contamination in the Bishop Street community was intended to listen to residents’ questions and concerns regarding community health impacts. The Ontario Agency for Health Protection and Promotion was invited to review all available information on the TCE contamination and to hear residents concerns directly and gather questions with the intent to respond at a later date with recommendations. The recommendations will be made public and shared with the community. The meeting was intended as a first step in a process to look further into residents concerns and develop a dialogue in an open and transparent format. Edelman Public Relations Worldwide Canada Inc. (Edelman) was retained for the provision of facilitation and note taking services to support the DOCS 807621

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June 22, 2010

Report: PH-10-032

public meeting. The Ontario Agency for Health Protection and Promotion is an arms length provincial government agency dedicated to protecting and promoting the health of all Ontarians. The agency provides scientific and technical advice and support to public health and the health care system. Public Health hosted two sessions on June 1st (afternoon and evening) to accommodate residents. The sessions were two hours in length and located at the Cambridge Hotel and Conference Centre at 700 Hespeler Road. Both sessions were well attended and residents were engaged in a dialogue with Public Health and the Ontario Agency for Health Protection and Promotion. Approximately 100 residents attended the sessions. The meeting was advertised in the Cambridge Times and a letter was mailed out to residents in the Bishop Street Community. A panel consisting of Dr. Liana Nolan, Dr. Hsiu-Li Wang, from the Region of Waterloo Public Health and Dr. Ray Copes and Dr. Andrew Pinto from the Ontario Agency for Health Protection and Promotion responded to questions and listened to the concerns from the community in an open forum format, followed by individual one on one question format. In addition, residents had the opportunity to address questions in a written format to be addressed at a later date. All questions, statements and concerns were recorded on a digital audio recorder to be transcribed verbatim and posted on the Public Health website, the Community Information Centre (CIC), and at the Preston Branch of the Public Library. Emerging Themes There were a number of themes that emerged from the meeting that the Ontario Agency for Health Protection and Promotion is currently reviewing. Themes included questions regarding a health study and the feasibility of a health study. Questions related to personal health issues and whether TCE is the causative agent of illnesses identified in individuals in the community. In addition, the community was interested in comparing the health status of residents in the Bishop Street community to the province, raising awareness of local physicians to TCE and determining whether there is genetic signature test unique to TCE. Residents also requested a registry of residents and former residents for the purposes of broadening the communication reach and for analysis of the health status of the community. Public Health committed to broadening communication dissemination to identified former residents. Requests for information regarding time lines for full remediation and the level of exposure to TCE prior to 2005 also emerged. The transcripts of the meeting will be made available to the public. The Ontario Agency for Health Protection and Promotion will respond to the questions from the community and make recommendations to Public Health for further action in writing. Next Steps A Public Health Inspector, Manager of Health Protection and Investigation and the Associate Medical Officer of Health continue to be available to answer health-related questions from residents. A fact sheet on TCE (Attachment 1) has been updated to inform the public and residents in the community. Additionally, Public Health together with Ontario Agency for Health Protection and Promotion plan to meet with the residents in three to four months (fall 2010) to review the written Ontario Agency for Health Protection and Promotion response and recommendations to Region of Waterloo Public Health.

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Residents who have had the air in their homes sampled by Northstar have been contacted by Public Health to address any questions or concerns. Public Health also continues to participate in monthly meetings with industry and stakeholder agencies (MOE, City of Cambridge, Regional Water Services, Grand River Conservation Authority, Northstar and GE). In addition, Public Health reviews and makes comments on relevant reports. In partnership with participating agencies, Public Health will continue to monitor sampling results and remediation efforts. CORPORATE STRATEGIC PLAN: Focus Area 3: Healthy & Safe Communities: Support safe and caring communities that enhance all aspects of health FINANCIAL IMPLICATIONS: NIL OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: N/A ATTACHMENTS Attachment 1 – TCE Fact Sheet PREPARED BY: Chris Komorowski, Manager, Health Protection and Investigation APPROVED BY: Dr. Liana Nolan, Commissioner/Medical Officer of Health

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Attachment 1

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June 22, 2010

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REGION OF WATERLOO

Report: PH-10-033

PUBLIC HEALTH Health Protection & Investigation TO:


DATE:

June 22, 2010

SUBJECT:

PUBLIC HEALTH HUMIDEX AND AIR QUALITY ADVISORY PROTOCOL

FILE CODE: P07-20

RECOMMENDATION: THAT the Regional Municipality of Waterloo endorse the Public Health Humidex and Air Quality Advisory Protocol as outlined in Report PH-10-033. SUMMARY: Highlights of the proposed Public Health Humidex and Air Quality Advisory Protocol are outlined, below. The focus of this protocol is not providing the actual alerts, as this is the role of Environment Canada, but rather providing the relevant health information when alerts are anticipated so people know what actions to take to protect their health. Region of Waterloo Public Health will continue to monitor the evolving knowledge in the area of coordinated heat alert and response. The triggers for individual action in this protocol are: 1. A Humidex Advisory is issued by Environment Canada when temperatures are expected to reach or exceed 30°C and the humidex values are expected to reach or exceed 40. 2. An Air Quality Advisory is issued by the Ministry of the Environment when the Air Quality Index is expected to reach or exceed 50. REPORT: Background Elevated air quality (smog) and humidex (heat) levels are a significant public health threat. Those with existing heart or respiratory problems, the very young, and the elderly are at increased risk during air quality events and/or humidex alerts. However, even the healthy may experience breathing problems, and eye and nose irritations. Health risks may increase during high smog and humidex events, particularly for those who play sports or exercise outdoors, and/or those who are active outside (e.g., gardeners). Parents, coaches and others who supervise children should also be aware of the risks during air quality or humidex advisories. Public Health messaging encourages residents to be responsible and take a sensible approach to outdoor activities during air quality and humidex advisories over the summer months. Coordinated heat alert and response at the local level is an evolving body of knowledge. Interest in heat alert and response has increased since the 2003 heat wave in Europe that resulted in many unexpected deaths particularly in large urban centres. Often these were seniors living alone, not requiring any medical care, but with no immediate family or care giver available to check on them during the heat event. Health Canada is working on guidelines that can be used at the community level in developing a heat response plan. They are anticipated to be completed in 2011. Heat is of particular concern in large urban settings due to the “heat island effect”, which means that temperatures are higher due to a relative lack of green space and trees that provide shading and Page 1 of 16

June 22, 2010

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cool public spaces. Climate change will make heat alert and response a more important issue in the Region of Waterloo in future. It is anticipated that the number of days when temperatures are expected to exceed 30 degrees along the Windsor-Quebec corridor will roughly double when comparing the 1961-1990 time frame to 2021-2040. In the meantime, prevention of the heat island effect includes ensuring trees are planted for shade and green spaces are available to provide cool public spaces in urban settings. The provision of water in public places helps prevent dehydration, and good public transit helps ensure that cool places are accessible during heat events. Region of Waterloo Public Health operated a Smog Alert Response Plan (SARP) from 1999 to 2003. In May 2003, Public Health conducted an evaluation of the SARP in conjunction with its recipient agencies and organizations. The results of the program evaluation were reported to Regional Council (CSC report PH-03-031) and (CSC report PH-03-049). The initial evaluation revealed that most SARP participants were already part of the Ministry of the Environment’s webbased air quality (smog) advisory program – thus duplicating the information being provided by Public Health. Staff therefore urged the few remaining SARP participants who were not registered with the ministry list-serve, to register with the Ministry of the Environment’s web-alert service. Staff then concentrated on developing air quality/humidex advisory packages (kits) for distribution. The Smog Alert Response Plan was discontinued except for the provision of information and resource materials. Public Health staff continues to respond to both public and media enquiries when requested. This new protocol updates the health information to be provided, and renews the Public Health effort to communicate the health impacts of heat and the actions individuals can take to protect themselves. Proposed Humidex & Air Quality Advisory Response Protocol The Humidex index is a Canadian invention that combines the temperature and humidity into one number to reflect the perceived temperature. As the humidex value increases, it becomes harder for the human body to regulate temperature. Combined levels of high heat and humidity can have serious health impacts, particularly among certain populations such as the elderly and/or people with pre-existing health problems. Because the humidex value takes into account two environmental factors - temperature and humidity - it is a better measure of health risk. During extreme heat events, the weather can change rapidly. Being outside in direct sun exacerbates the health risks from extreme heat and humidity. In many instances, poor air quality accompanies extreme heat and humidity events. Table 1: Humidex Range

Range of humidex: Less than 29: 30 to 39: 40 to 45: Above 45: Above 54:

Degree of comfort No discomfort Some discomfort Great discomfort; avoid exertion Dangerous Heat stroke imminent

Four environmental factors work together to potentially put health at risk: 1. high air temperature 2. high air moisture content (relative humidity) 3. radiant (sun) load 4. lack of wind or air movement (wind usually moderates the negative effects of the other factors) A Humidex Advisory is issued by Environment Canada when temperatures are expected to DOCS #797963

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reach or exceed 30°C and the humidex values are expected to reach or exceed 40. Poor air quality can worsen existing health problems. Air pollution is known to contribute directly to respiratory and cardiac illness. Conditions such as asthma can be exacerbated by the effects of air pollution, especially among children and older adults. Air pollution can also cause respiratory problems amongst healthy people. Health risks may increase during high smog and heat levels, particularly to those who play sports, exercise outdoors or who are active outside (e.g. gardeners). Parents, coaches and others supervising children should be aware of the potential risks associated with air quality (smog) and/or humidex advisory events. Air Quality Advisories are issued by the Ontario Ministry of the Environment (MOE) in cooperation with Environment Canada. Since poor air quality is closely tied to weather conditions, meteorologists monitor short and long-range weather forecasts as well as air quality information when determining the potential for smog. Alerts are based on a forecasted level of poor air quality in the Region, and can include a combination of heat, humidity and/or other weather conditions that can potentially be dangerous to the public. There are two kinds of Air quality (smog) advisories that can be issued by the Ministry of the Environment. When there is a 50 % chance that a smog day will occur within next three consecutive days, the ministry will issue an Air Quality (smog) watch. When there is a strong likelihood that a smog day will occur within the next 24 hours, an Air Quality (smog) advisory is called. If a smog event happens without prior warning, and weather conditions conducive to elevated smog are forecast to continue for six hours, then a smog advisory is issued immediately. An Air Quality Advisory is issued by the Ministry of the Environment when the Air Quality Index is expected to reach or exceed 50.1 The Air Quality Index categories are presented in Table 2, below:2 Table 2: Air Quality Index Categories Air Quality Index (AQI) Categories AQI

Colour

0-15 Very Good 16-31 Good 32-49 Moderate 50-99 Poor 100+ Very Poor

Risk Communication Process:

1 http://www.on.ec.gc.ca/severe-weather/summerwx_factsheet_e.html 2 http://www.airqualityontario.com/reports/summary.cfm DOCS #797963

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1. Region of Waterloo Public Health will conduct a two-phased approach to humidex/air quality (smog) advisory monitoring for the general population involved in outdoor and outdoor recreational activities during the months of June, July, August and September each year. Phase One: The Public Health Planner assigned to the humidex/air quality program will, in consultation with his/her manager, issue a “general” media release (to local media), including a health-based summer weather safety fact-sheet, at the beginning of the months of June, July, August and, if required, September, each year. Phase Two: The Public Health Planner assigned to humidex/air quality monitoring will register for Environment Canada’s automated weather alert list serve. The Planner will review Environment Canada’s and the Ontario Ministry of the Environment’s website for special humidex/air quality warning bulletins on a regular basis, between the months of June and September each year.3 Assigned staff should also monitor the Weather Radio provided by Environment Canada. If a humidex or air quality advisory is declared (based on the above criteria), Assigned staff will send a health-based fact sheet/media release to Public Health’s Marketing & Communications staff for distribution to the media contacts listed below: • •

Local Radio T.V. media contacts

In the event that an Air Quality (smog) Advisory, accompanied by a Humidex Advisory has been issued by the Ministry of the Environment and/or Environment Canada for Waterloo Region, a combined message will be issued to the media. 2. Health-based Humidex/air quality advisory information and fact sheets will be posted to the Region’s website (both Intranet & Internet) and the information updated on a regular basis. Messaging to the general public needs to reinforce personal behaviour and responsibility. Individuals without air conditioning may be encouraged to seek-out airconditioned public facilities, such as malls and libraries and/or local swimming pools and splash-pads in extreme situations. CORPORATE STRATEGIC PLAN: Focus Area 3: Healthy and Safe Communities: Support safe and caring communities that enhance all aspects of health. FINANCIAL IMPLICATIONS: NIL OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: Some of the research and support for the Protocol was provided by Dr. Nicola Mercer, Master’s student, who was on placement at Region of Waterloo Public Health ATTACHMENTS

3 http://www.weatheroffice.gc.ca/warnings/sws_e.html DOCS #797963

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June 22, 2010 Appendix A:

Report: PH-10-033 Public Health Humidex/Air Quality Advisory Protocol (colour version available on the website)

PREPARED BY: Rob Bromley, Public Health Planner (Environments) David Young, Manager, Health Protection & Investigation APPROVED BY: Dr. Liana Nolan, Commissioner/Medical Officer of Health

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June 22, 2010

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APPENDIX A HUMIDEX & AIR QUALITY ADVISORY PROTOCOL Background: This Protocol is intended as an informational tool for the general public, individuals working outdoors or exercising and/or taking part in outdoor recreational activities during the summer months. It provides health-based information during times of extreme heat, humidity and smog events. Humidex Advisory Events: The Humidex index is a Canadian invention that combines the temperature and humidity into one number to reflect the perceived temperature. As the humidex value increases, it becomes harder for the human body to regulate temperature. Combined levels of high heat and humidity can have serious health impacts, particularly among certain populations such as the elderly and/or people with pre-existing health problems. Because the humidex value takes into account two environmental factors - temperature and humidity - it is a better measure of health risk. During extreme heat events, the weather can change rapidly. Being outside in direct sun exacerbates the health risks from extreme heat and humidity. In many instances, poor air quality accompanies extreme heat and humidity events. Table 1: Humidex Range

Range of humidex: Less than 29: 30 to 39: 40 to 45: Above 45: Above 54:

Degree of comfort No discomfort Some discomfort Great discomfort; avoid exertion Dangerous Heat stroke imminent

Four environmental factors work together to potentially put health at risk: 1. high air temperature 2. high air moisture content (relative humidity) 3. radiant (sun) load 4. lack of wind or air movement (wind usually moderates the negative effects of the other factors) A Humidex Advisory is issued by Environment Canada when temperatures are expected to reach or exceed 30°C and the humidex values are expected to reach or exceed 40. Smog Events: Poor air quality can worsen existing health problems. Air pollution is known to contribute directly to respiratory and cardiac illness. Conditions such as Asthma can be exacerbated by the effects of air pollution, especially among children and older adults. Air pollution can also cause respiratory problems amongst healthy people. Health risks may increase during high smog and heat levels, particularly to those who play sports, DOCS #797963

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exercise outdoors or who are active outside (eg. gardeners). Parents, coaches and others supervising children should be aware of the potential risks associated with air quality (smog) and/or humidex advisory events. Air Quality Advisories are issued by the Ontario Ministry of the Environment (MOE) in cooperation with Environment Canada. Since smog is closely tied to weather conditions, meteorologists monitor short and long-range weather forecasts as well as air quality information when determining the potential for smog. There are two kinds of Air quality (smog) alerts that can be issued by the MOE. When there is a 50 % chance that a smog day will occur within the next three days, the ministry issues a Air Quality (smog) watch. When there is a strong likelihood that a smog day will occur within the next 24 hours, a Air Quality (smog) advisory is called. If a smog day has happened without warning and weather conditions conducive to elevated smog are forecast to continue for six hours, then a smog advisory is issued immediately. An Air Quality Advisory is issued when the Air Quality Index is expected to reach or exceed 50.4 The Air Quality Index categories are presented in Table 2, below:5 Table 2: Air Quality Index Categories Air Quality Index (AQI) Categories AQI

Colour

0-15 Very Good 16-31 Good 32-49 Moderate 50-99 Poor 100+ Very Poor

Risk Communication Process: 1. Region of Waterloo Public Health will conduct a two-phased approach to humidex/air quality (smog) advisory monitoring for the general population involved in outdoor and outdoor recreational activities during the months of June, July, August and September each year. Phase One: The Public Health Planner assigned to the humidex/air quality program will, in consultation with his/her manager, issue a “general” media release (to local media), including a health-based summer weather safety fact-sheet, at the beginning of the months of June, July, August and, if required, September, each year.

4 http://www.on.ec.gc.ca/severe-weather/summerwx_factsheet_e.html 5 http://www.airqualityontario.com/reports/summary.cfm DOCS #797963

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Phase Two: The Public Health Planner assigned to humidex/air quality monitoring will register for Environment Canada’s automated weather alert list serve. The Planner will review Environment Canada’s and the Ontario Ministry of the Environment’s website for special humidex/air quality warning bulletins on a daily basis, between the months of June and September each year.6 Assigned staff should also monitor the Weather Radio provided by Environment Canada. If a humidex or air quality advisory is declared (based on the above criteria), Assigned staff will send a health-based fact sheet/media release to Public Health’s Marketing & Communications staff for distribution to the media contacts listed below: • •

Local Radio T.V. media contacts

In the event that an Air Quality (smog) Advisory, accompanied by a Humidex Advisory has been issued by the Ministry of the Environment and/or Environment Canada for Waterloo Region, a combined message will be issued to the media. 2. Health-based Humidex/air quality advisory information and fact sheets will be posted to the Region’s website (both Intranet & Internet) and the information updated on a regular basis. Messaging to the general public needs to reinforce personal behaviour and responsibility. Individuals without air conditioning may be encouraged to seek-out air-conditioned public facilities, such as malls and libraries and/or local swimming pools and splash-pads in extreme situations. Public education may occur in a variety of ways: • • •

Information can be obtained by calling Region of Waterloo Public Health’s Intake Line and/or by visiting the Region’s website; Participating community stakeholders should be encouraged to post information on bulletin boards; Education can occur through the media; articles, Regional website and fact sheets, etc.

6 http://www.weatheroffice.gc.ca/warnings/sws_e.html DOCS #797963

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EXTREME HEAT/HUMIDEX ADVISORY FACT SHEET

While it is important to enjoy the outdoors during Canadian summers, it is also essential to keep in mind that periods of extreme heat and humidex events may cause potential serious health effects which should be avoided. Populations at increased risk from extreme heat: • Older adults over 65 years of age • Infants and young children • Those with chronic heart or lung disease • Those with chronic physical or mental disabilities • People taking certain medications (consult your doctor or pharmacist) • People who exercise vigorously outdoors (play sports, cyclists, gardeners) • Outdoor workers (depending upon length of time and exertion levels) • Other risk factors include: o obesity o dehydration o fever or infection o sunburn o alcohol use • Parents, coaches and others supervising children should be aware of the health risks during extreme heat conditions. Symptoms of extreme heat exposure: Exposure to extreme heat can result in several conditions depending on severity: • Heat cramps • Heat exhaustion • Heat stroke Heat cramps: • Often occurs in those exercising or working outdoors during extreme heat • Signs and symptoms include thirst, muscle cramps sweating and increased heart rate Heat exhaustion: • Body temperature is elevated to 37°C to 40°C • Dizziness, headache, irritability, anxiety, confusion • Nausea/vomiting, fatigue, lack of appetite • Muscle aches and pains, weakness, uncoordination Heat stroke is a Medical Emergency: • The body temperature is above 40°C • May have all of the symptoms above plus; • Skin is red, hot and dry • Rapid heart rate and breathing DOCS #797963

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• Delirium/seizures/convulsions/coma How to avoid a heat related illness: For the individual: • Stay out of the hot sun or heat. • Stay inside if your home is cooler than outside • If you do go outside, stay in the shade • Limit activity to morning/evening. • Avoid strenuous outdoor physical activity. • Reschedule sports practices and jogging times. • Exercise/workout indoors in an air conditioned area. • Where possible, go to air conditioned sites (e.g. malls, community centres, libraries). • Take a cool bath or shower periodically or cool down with wet towels. • Drink lots of water and natural fruit juices. •

Avoid drinks that are high in sugar, caffeine and/or alcohol, as they can increase the amount of water lost by the body.

• • •

Wear loose-fitting clothing that allows for evaporation of sweat. Wear a hat and use sunscreen (of at least SPF 15). Control your pet’s exposure to sun – limit time and provide water and shade.

•

Call or visit friends/neighbours who are at risk, check on them 2-3 times daily.

•

If you take medication consult your doctor or pharmacist about any side effects during extreme heat. Plan ahead – ask for policies to reschedule sports events during heat alerts. Never leave children or pets unattended in a car.

• •

For your home: • If you don’t have air conditioning, keep shades drawn and blinds closed. • Fans keep you cool by evaporating sweat. Use fans in or next to your window. But remember that fans alone may not provide enough cooling. • Keep electric lights off or turned down low. •

If you have a two-storey house, keep the upper-level windows slightly open, to draw excess heat up and out.

•

At night, if the outdoor temperature is cooler, open all your windows. If you have fan units that fit into the windows, use them to bring down the temperature faster.

•

Avoid using your oven.

Caregivers of children: • Schedule outdoor activities early in the day before temperatures rise. • Dress children in loose-fitting, light-coloured clothing. • Ensure that children wear a wide brim hat and use sunscreen with an SPF of 15 or higher. • Keep children out of the sun between the hours of 11:00 a.m. and 4:00 p.m. • Reduce outdoor activity levels by choosing less vigorous activities. • Provide rest breaks and a wide variety of quiet activities, including water-play, in shaded areas. • Provide plenty of drinking water for both children and staff. • Monitor children’s comfort regularly. If children experience symptoms such as rapid breathing, weakness, headache or nausea, move them into a cool space and seek medical attention if needed. DOCS #797963

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• Never leave a child unattended in a car. How to Help Someone with Heat Illness • • • • • •

Call for medical help Remove excess clothing Move the individual to a cooler location Cool the person by sponging with cool water Give the individual sips of cool water, not ice cold water if awake If icepacks are available wrap in a cloth and place on neck, and in armpits

Additional Web Links: It's Your Health. Extreme Heat Events: http://www.hc-sc.gc.ca/hl-vs/iyh-vsv/environ/heat-chaleur-eng.php

Humidity: http://www.msc-smc.ec.gc.ca/cd/brochures/humidity_e.cfm

Fact Sheet - Summer Severe Weather Warnings: http://www.on.ec.gc.ca/severe-weather/summerwx_factsheet_e.html

Environment Canada Weather: K-W Region: http://www.weatheroffice.gc.ca/city/pages/on-82_metric_e.html http://www.weatheroffice.gc.ca/canada_e.html

Ontario Smog Alert Network: http://www.airqualityontario.com/alerts/signup.cfm

FAQ’s For Health Professionals: http://chd.region.waterloo.on.ca/web/health.nsf/4f4813c75e78d71385256e5a0057f5e1/62F7DE0D34D34D 3885256BCD006355E3/$file/FAQ%20for%20health%20professionals.pdf?openelement

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June 22, 2010

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AIR QUALITY ADVISORY FACT SHEET Smog is the grayish brown haze that sometimes accompanies hot, humid summer days. Poor air quality can pose serious health risks and worsen existing health problems, especially amongst those already suffering from respiratory and cardiopulmonary illness. Smog Advisories - DOs and DON'Ts Elevated smog levels can be a significant public health threat. Individuals with existing heart or respiratory problems, children and seniors are at increased risk during an air quality (smog) advisory. Other individuals may also experience adverse health effects from prolonged and/or frequent exposure outdoors during periods of elevated air pollution. People may experience breathing problems as well as eye, nose and throat irritations from exposure to poor air quality. Residents with respiratory problems, asthma, and heart disease can reduce their risk by: • • •

Remaining indoors in a cool environment Refraining from strenuous outdoor activity Seeking immediate medical attention if the symptoms get worse

People

who

exercise

or

work

outdoors:

Physical activity is an important part of a healthy lifestyle. However, during an air quality (smog) advisory, strenuous outdoor activities should be reduced, substituted with more moderate activities or, avoided until air quality improves. If engaging in physical activity outdoors during an air quality (smog) advisory is unavoidable, take additional rest breaks, drink more water, and avoid high traffic areas. If you're going to be active outdoors: • • • • • • • • • •

drink plenty of fluids (e.g. water) before, during and after activity (during activity, drink fluids every 15 - 20 minutes) wear loose-fitting clothes wear a wide brimmed hat use sunscreen with SPF 15 or higher take lots of rest breaks in the shade or an air conditioned area exercise or play sports in shaded areas if jogging or cycling, avoid busy streets, especially during rush hour reduce activity level if you begin to cough, wheeze, feel chest tightness and/or have trouble breathing try not to spend long periods of time outdoors between 11 a.m. - 6 p.m. parents, coaches and others taking care of children should also be aware of the health risks during an air quality (smog) or humidex advisory

When you exercise or do hard physical work, you breathe harder than normal, inhaling dirty air DOCS #797963

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deeper into your lungs. You also breathe mostly through your mouth, instead of using the filter action of the nose. If you are active when it is very hot, your body temperature can get very high and has to work extra hard to keep cool. When working or being active outdoors during an air quality advisory, even healthy people may: • • • • • • •

cough and/or wheeze feel scratchy in their throat have trouble breathing damage lung cells (short and long term) reduce the body’s ability to fight off lung infections have difficulty performing their best (the lungs can’t work at their normal levels) affect their long-term health

Smog & Children: Children are more likely to experience negative respiratory effects from smog and poor air quality. Coughing, wheezing and shortness of breath are potential indicators of distress. You can help protect children during an air quality (smog) event by doing the following: • • • • • •

Reduce children’s outdoor work, play or exercise Children with asthma and allergies should avoid being outside Plan activities that can be done indoors in a cool, well ventilated place If children must be outside, try to schedule activities for early morning when pollution levels are often lowest Avoid outdoor activities during peak rush hour times Avoid mid-day outdoor activities if possible

Region of Waterloo encourages the public to be sensible during smog and/or humidex advisories by staying cool, avoiding strenuous exercise, drinking lots of water and taking precautions to avoid unnecessary exposure.

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June 22, 2010

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MEDIA RELEASE

HUMIDEX ADVISORIES

Public Health would like to remind residents that while it is important to be active and enjoy the outdoors during the summer months, humidex events may cause potential serious health effects which should be avoided. Certain groups and/or individuals may be at greater risk from exposure to extreme heat and humidity. These include: • • • • • • • •

Adults over 65 years of age Infants and young children People with chronic heart or lung disease People with chronic physical or mental disabilities People taking certain medications (consult your doctor or pharmacist) People who exercise vigorously outdoors Outside workers Pets

Other health risk factors may include: • obesity • dehydration • fever or infection • sunburn • alcohol use Exposure to extreme heat can result in several conditions depending on severity: • Heat cramps • Heat exhaustion • Heat stroke How to Help Someone with Heat Illness: • • • • • •

Call for medical help Remove excess clothing Move the individual to a cooler location Cool the person by sponging with cool water Give the individual sips of cool water, not ice cold water if awake If icepacks are available wrap in a cloth and place on neck, and in armpits

Additional information: For more information, see the attached Extreme Heat/Humidex Advisory Fact Sheet. Additional information can be obtained by contacting Public Health at 519-883-2008 or by visiting Region of Waterloo’s website and clicking on Public Health; Programs; and Humidex Advisory.

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MEDIA RELEASE

AIR QUALITY ADVISORY Protect your health during smog alerts and summer heat. High smog and heat levels can be dangerous. Things to Do: Reschedule sports practices, jogging times, etc. if possible, to another time when the smog or heat alert is over. Or you could be active indoors in an air conditioned area. If you're going to be active outdoors: • • • • • • • •

drink plenty of fluids (e.g. water) before, during and after activity (during activity, drink fluids every 15 - 20 minutes) wear loose-fitting clothes & a wide brimmed hat use sunscreen with SPF 15 or higher take lots of rest breaks in the shade or an air conditioned area exercise or play sports in shaded areas if jogging or cycling, avoid busy streets, especially during rush hour reduce activity level if you begin to cough, wheeze, feel chest tightness and/or have trouble breathing try not to spend long periods of time outdoors between 11 a.m. - 6 p.m.

Health risks may increase during high smog or heat levels for: • • • • •

those who play sports or exercise outdoors people riding bicycles people working outdoors children and the elderly people who have lung or heart conditions like asthma or angina

Stop activity and seek medical help as soon as possible if you or someone else has the following symptoms: • • • • •

difficulty breathing weakness or fainting feeling more tired than usual feeling sick headache or confusion

Help a sick person by: • • •

calling for medical help moving the person to a shaded area or indoors to a cooler place giving the person sips of cool water (not ice cold water) or a sports drink

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For more information, see the attached Air Quality Advisory Fact Sheet. Additional information can be obtained by contacting Public Health at 519-883-2008 or by visiting Region of Waterloo’s website and clicking on Public Health; Programs; and Air Quality (Outdoor).

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Report:

REGION OF WATERLOO

Report: PH-10-034

PUBLIC HEALTH Emergency Medical Services TO:


DATE:

June 22, 2010

SUBJECT:

DONATION OF RETIRED AMBULANCE

FILE CODE: P05-80

RECOMMENDATION: THAT the Regional Municipality of Waterloo donate a surplus retired ambulance to the Rotary Club of Kitchener for use in Nogales, Mexico: AND THAT the Rotary Club pay all transportation and other costs related to the donation. SUMMARY: NIL REPORT: Through Rotary International, local Rotary Clubs have a long history of providing international assistance in developing countries. The Rotary Club of Kitchener has identified a need for an ambulance in Nogales, Mexico. Staff propose donating a recently retired 2006 Ford Type III ambulance for this purpose. After a full lifespan as an ambulance, the vehicle was recently retired and is in good mechanical condition. The vehicle would be transferred to the Rotary Club uncertified and unlicensed. The cost of shipping, insurance and all other costs to transfer ownership, would become the responsibility of the Rotary Club. Prior to shipment, the vehicle would be equipped with signage acknowledging the participation of both the Region of Waterloo and the local Rotary Club in providing the ambulance. In conjunction with the donation, Region of Waterloo EMS will be soliciting surplus patient care equipment from other Emergency Medical Services in the Province. From previous responses, we expect to fully operationally equip the ambulance at no additional cost. This would be the fourth retired Regional ambulance donated for a worthy re-adaptation. In 1999, an ambulance was donated to the Paramedic Program at Conestoga College for training purposes (CH-99-043), in 2002, Rotary International partnered with the Rotary Club of Kitchener-Conestoga to provide an ambulance for the Matangwe Health Clinic Project in East Kenya (CH-02-034), while in 2007, the Kitchener-Waterloo Rotary Club provided an initial ambulance for Nogales, Mexico. CORPORATE STRATEGIC PLAN: The proposed donation extends the Region’s values internationally. This creative partnership with a local service club makes the best use of a surplus resource to assist in third world development.

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June 22, 2010

Report: PH-10-034

FINANCIAL IMPLICATIONS: The Purchasing Bylaw specifically states that Council can donate surplus goods for humanitarian purposes. This donation would result in the loss of expected salvage return on the sale of the vehicle. Recent auction records indicate that the expected salvage value would be approximately $6,500. OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: Fleet Services and Signs & Markings staff will assist in the transfer of this vehicle. ATTACHMENTS NIL PREPARED BY: John Prno, Director, Emergency Medical Services APPROVED BY: Dr. Liana Nolan, Commissioner and Medical Officer of Health

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SOCIAL SERVICES Social Planning, Policy and Program Administration June 22, 2010

MEMORANDUM To:


From:

Marie Morrison, Manager, Social Planning

Copy:

Michael Schuster, Commissioner, Social Services

File No.:

S13-40

Subject:

STEP HOME RECOGNIZED FOR LOCAL MUNICIPAL CHAMPIONS AWARD

In 2010, the Ontario Municipal Social Services Association (OMSSA) is celebrating its 60th anniversary and the progress made in investing in people. As part of their efforts to demonstrate the value of human services in Ontario and celebrate our proud history, OMSSA has created the Local Municipal Champions award to recognize the great work done by individuals or teams from amongst Consolidated Municipal Service Managers (CMSM) and District Social Services Administration Boards (DSSAB) staff across the province. Teams could include partners from community organizations and/or initiatives working together with a CMSM or DSSAB. All eligible nominations were reviewed by OMSSA’s 60th Anniversary Committee and winners chosen by OMSSA’s Board of Directors. The Region of Waterloo STEP Home (Support to End Persistent Homelessness) program was submitted and chosen for the Local Municipal Champions awards and recognition program. STEP Home was showcased throughout OMSSA’s 60th Anniversary Conference at Collingwood from June 6-9, 2010. STEP Home is an interrelated set of person-centered programs designed to end and prevent persistent homelessness in Waterloo Region. Seven different programs are presently offered through eight organizations at thirteen sites under the umbrella of STEP Home. STEP Home programs are working towards achieving two targets endorsed by Regional Council: to end persistent homelessness for 50 people and prevent persistent homelessness for 100 people by December 2010. For further information please contact Marie Morrison, Manager, Social Planning at 519-8832238 or [email protected].

DOCS#809838

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COUNCIL ENQUIRIES AND REQUESTS FOR INFORMATION Meeting date

13-Jan-10

122904 CS Summary

Requestor

COMMUNITY SERVICES COMMITTEE Request Assigned Department

Budget Committee Staff report on funeral programs and options members for program delivery

Social Services

Anticipated Response Date

no later than 30 June 2010

REGIONAL MUNICIPALITY OF WATERLOO COMMUNITY SERVICES COMMITTEE MINUTES Tuesday, June 22, 2010 1:11 p.m. Regional Council Chamber 150 Frederick Street, Kitchener

Present were: Chair S. Strickland, J. Brewer, D. Craig*, K. Denouden, T. Galloway, J. Haalboom*, B. Halloran, R. Kelterborn*, C. Millar, J. Mitchell, K. Seiling, J. Smola*, B. Strauss and J. Wideman Members absent: W. Roth and C. Zehr MOTION TO RECONVENE INTO OPEN SESSION MOVED by J. Wideman SECONDED by R. Kelterborn THAT the Committee reconvene into Open Session. CARRIED DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT B. Strauss declared a pecuniary interest related to item 4b) due to his ownership investment. DELEGATIONS a) Re: Ontario Works (OW) and Ontario Disability Support Program (ODSP) Rates i) Dr. Terry Mitchell and Lisa Armstrong, Laurier Centre for Community Research and Action, appeared before the Committee and made a presentation; a copy is appended to the original minutes. They highlighted the purpose of the study, the research design, the participants of the survey and the focus groups, and the key issues and stressors identified in the research findings. They provided an overview of their partnership with ALIV(e) * J. Haalboom entered the meeting at 1:15 p.m. The Committee inquired about the lack of social support as identified by the research participants and the history of the Laurier Centre for Community Research and Action. Chair Strickland advised that a staff report on the agenda outlines how the Region is actively working toward reducing poverty in our communities. ii) Isla Noel, Chair, and Paula Johnstone from ALIV(e) - Awareness of Low Income Voices, appeared before the Committee and made a presentation; a copy is appended to the original minutes. They highlighted the history and purpose of their group, the local initiatives undertaken and the benefits to the members. They requested that the Committee support the recommendations proposed by the Social Assistance Review Advisory Council for an

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Ontario Income Security Review. They also requested that the Committee prepare correspondence to the provincial government indicating support of the recommendations. * J. Smola joined the meeting at 1:25 p.m. Chair Strickland stated that the Region currently supports the issues noted in the proposed recommendations through its own initiatives and suggested that staff review the submission and bring a report back to the Committee. b) Re: SS-10-032, Update on Purchase of Funeral Services Rob Wintonyk and Henry Walser, Waterloo Funeral Directors, appeared before the Committee. They advised that they have worked with Regional staff on this matter and thanked them for their efforts. They confirmed that they are in support of the staff recommendation. Michael Schuster, Commissioner, Social Services, provided an overview of the staff report. MOVED by K. Seiling SECONDED by J. Wideman THAT the Region of Waterloo approve an increase in its funeral rates to $2,700.00 effective January 1, 2010; AND THAT Council direct staff to continue to work with the local Funeral Directors as outlined in Report SS-10-032, dated June 22, 2010. CARRIED c) Larry Gravill, Chair, Dispatch Model Working Group, appeared before the Committee and provided introductory remarks Re: PH-10-030, EMS Master Plan Update - Dispatch Model Review. He stated that the Working Group has been meeting regularly to deal with emerging issues, including labour relations and technology. In response to a Committee inquiry regarding the barriers to provincial approval, Mr. Gravill suggested that logistics may be a factor. Mike Murray, Chief Administrative Officer, advised that staff have met with the Ministry on several occasions over the past several years and it appears that the impediments to approval are devolution of responsibility to municipalities and granting access to the technology. He stated that many municipalities in the Greater Toronto Area are similarly seeking provincial approval. Ken Seiling, Regional Chair, stated that he understands the issue to be that of provincial concern about devolving responsibilities to smaller municipalities and equalization of the service. MOVED by J. Smola SECONDED by T. Galloway THAT the Regional Municipality of Waterloo reaffirm support for the original goal of the Dispatch Model Review Working Group, i.e., “getting the quickest trained help to those in need of emergency medical assistance”, and reprioritize the next steps of the Dispatch Model Working Group as presented in Report PH-10-030, dated June 22, 2010: • 814387

The Ministry of Health and Long Term Care be requested to make available

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immediately, any beneficial technological solutions identified in the Niagara Pilot Project due diligence process; •

The Working Group continue to examine the benefits of emergency services dispatch co-location not directly related to response times;

•

The Working Group continue to develop opportunities for common technological solutions among Waterloo Region Emergency Services;

•

The Working Group report on its progress to Community Services Committee no later than June 30, 2011;

AND THAT this report be circulated to local MPPs, AMO and the Minister of Health and Long Term Care. CARRIED Unanimously T. Galloway suggested that an additional motion be considered to arrange a meeting between area Members of Provincial Parliament and members of Regional Council. MOVED by: T. Galloway SECONDED by: J. Mitchell THAT the Regional Chair schedule a meeting between local MPPs and members of Regional Council to discuss the matter of the EMS Master Plan Update - Dispatch Model Review. CARRIED REPORTS – Social Services a) SS-10-033, Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction M. Schuster made introductory remarks. Lynn Randall, Director, Social Planning, Policy and Program Administration, acknowledged staff present who were involved in the report preparation. She stated that the Region has a long history of working towards poverty reduction and that the previous, current and planned activities have been included in this report. * R. Kelterborn left the meeting at 1:53 p.m. Heather Froome, Administrator, Social Development Programs, made a presentation to the Committee; a copy is appended to the original minutes. She highlighted the findings and literature review of both attachment reports and the inventory of the Region’s programs, services and strategic initiatives. She outlined the proposed activities and the next steps. Chair Strickland stated that he would like staff to prepare an attachment to the pending report regarding ALIV(e)’s request that would reference the poverty reduction resolutions the Committee has passed. * J. Smola left the meeting at 2:02 p.m. In response to a Committee inquiry regarding future efforts to reduce poverty, L. Randall stated that while the incidence of child poverty have dramatically decreased, more work could be done 814387

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to address some population groups. She suggested that a more comprehensive communitywide plan, involving all levels of government, would serve to intensify current efforts and supplement the high level twelve (12) actions included in the staff report. M. Schuster suggested that Council may determine that a comprehensive Regional Poverty Reduction Strategy be developed as part of the 2011-2015 Corporate Strategic Plan. MOVED by D. Craig SECONDED by K. Denouden THAT the Regional Municipality of Waterloo receive the reports “Building Resilient Communities: Understanding the Role of Regional Municipality of Waterloo in Poverty Reduction – A Literature Review and Demographic Overview” and “An Inventory of Programs, Services and Strategic Initiatives” for Information as outlined in report SS-10-033, dated June 22, 2010. CARRIED b) SS-10-032, Funeral Rates in Waterloo Region This item was dealt with under Delegations, item 3b). c) SS-10-028, Request for Agreement Under Domiciliary Hostel Program MOVED by J. Wideman SECONDED by K. Seiling THAT the Regional Municipality of Waterloo enter into an Agreement under the Domiciliary Hostel Program with Peter Kaljas and Maggie Kaljas operating as KALJAS HOMES, located at 271 and 275 Frederick Street, Kitchener, Ontario, for a maximum of up to seventeen beds, at a per diem rate of up to $47.75, effective June 1, 2010 as outlined in Report SS-10-028, dated June 22, 2010. CARRIED d) SS-10-030, Long-Term Care Service Accountability Agreement for Sunnyside Home MOVED by T. Galloway SECONDED by B. Strauss THAT the Regional Municipality of Waterloo enter into a Long-Term Care Service Accountability Agreement with the Waterloo Wellington Local Health Integration Network for a term of three years, subject to terms and conditions acceptable to the Commissioner of Social Services and to the Regional Solicitor, and that the Commissioner of Social Services be authorized to execute such Agreement pursuant to Report SS-10-030 dated June 22, 2010. CARRIED e) SS-10-034, Submission of Children’s Services Service Plan and Child Care Stabilization Strategy M. Schuster stated that complete copies of the documents are available for Councillors and that a copy will be filed in the Councillors’ Library. 814387

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MOVED by J. Wideman SECONDED by B. Strauss THAT the Regional Municipality of Waterloo endorse the submission of the 2010 Children’s Services Service plan to the Ministry of Children and Youth Services and the Ministry of Education as outlined in report SS-10-034; AND THAT the Regional Municipality of Waterloo approve the 2010 Child Care Stabilization Strategy for allocation of $242,300 as determined by the Commissioner of Social Services and subject to final approval by the Ministry of Education as outlined in report SS-10-034, dated June 22, 2010. AND FURTHER THAT the 2010 Operating Budget for Children's Services be increased by $242,300 gross and $0 net as outlined in report SS-10-034, dated June 22, 2010. CARRIED REPORTS – Planning, Housing and Community Services a) P-10-042, Proposed Update to Waterloo Region in the 21st Century: A Community Action Plan for Housing Rob Horne, Commissioner, Planning, Housing and Community Services, made introductory remarks, stating that of the 49 actions identified in the plan, 26 are completed and 16 are ongoing. Staff are proposing a process to review and reinitiate the action plan. In response to a Committee question about housing targets for the current year, Deb Schlichter, Director, Housing, stated that the Region is at 50% of the goal for 500 new housing units. She advised that projects remain on the list pending funding. Received for Information. b) P-10-062, Construction of the Schneider Family Wash House Received for Information. REPORTS – Public Health a) PH-10-030, EMS Master Plan Update - Dispatch Model Review This item was dealt with under Delegations, item 3c) b) PH-10-031, 2009 Public Health Annual Report Dr. Liana Nolan, Commissioner/Medical Officer of Health, made introductory comments. Received for Information. c) PH-10-032, Bishop Street Community TCE Public Meeting Update Dr. Nolan advised that staff is working with the provincial agency to prepare a report and hoping to have another public information meeting. She stated that staff is also undertaking to have a 814387

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focus group with physicians to determine what information they need to respond to their patients. The Committee extended its appreciation to staff for coordinating the public information meeting. In response to a Committee question about the preparation of a study, Dr. Nolan stated that staff are reviewing which public questions can be responded to with the existing data and in collaboration with Ministry and McMaster University staff; the response document is expected in Fall 2010. She also responded to inquiries regarding a registry, stating that staff will utilize the one established by a community resident as a communication tool. Received for Information. d) PH-10-033, Public Health Humidex and Air Quality Advisory Protocol In response to a Committee question about public awareness, Dr. Nolan stated that the goal of the health advisory is to bring the issue to the foreground and increase public awareness. * D. Craig left the meeting at 2:18 p.m. MOVED by J. Haalboom SECONDED by J. Mitchell THAT the Regional Municipality of Waterloo endorse the Public Health Humidex and Air Quality Advisory Protocol as outlined in Report PH-10-033. CARRIED e) PH-10-034, Donation of Retired Ambulance MOVED by B. Strauss SECONDED by J. Haalboom THAT the Regional Municipality of Waterloo donate a surplus retired ambulance to the Rotary Club of Kitchener for use in Nogales, Mexico: AND THAT the Rotary Club pay all transportation and other costs related to the donation. CARRIED INFORMATION/CORRESPONDENCE a) Memo: STEP Home Recognized for Local Municipal Champions Award Received for Information. OTHER BUSINESS a) Council Enquiries and Requests for Information Tracking List was received for information. NEXT MEETING – August 10, 2010 814387

CS Minutes ADJOURN MOVED by K. Denouden SECONDED by B. Strauss THAT the meeting adjourn at 2:21 p.m. CARRIED

COMMITTEE CHAIR, S. Strickland

COMMITTEE CLERK, S. Natolochny

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Poverty Policy Project Preliminary Findings June 22, 2010 The Laurier CRA Research Team Susan Eckerle Curwood, Felix Munger, Rich Janzen, Ashley Baynton, Jacqueline de Schutter Presenters: Terry Mitchell and Lisa Armstrong

CCRLA

Background of CCRLA and Opportunities Partnership Laurier Centre for Community Research, Learning and Action (CCRLA) promotes community-university research partnerships. Doctoral students in the Community Psychology program partnered with Opportunities Waterloo Region in 2007 to pilot a new kind of long term, communityuniversity relationship. The partnership centered on conducting research about people, poverty and policy.

2

Central Research Question

What are the pressing poverty issues facing people in Waterloo Region?

3

Research Design y

Individual Interviews ◦ 4 with people living in poverty ◦ 4 with key informants (government employees)

y

Focus groups ◦ 4 groups with people living in povertyvarious sectors

4

Pressing Poverty Issues: What People Living in Poverty Experience 1. Gaps in health care 2. Food access 3. Mental health consequences 4. Stigma

5

Pressing Poverty Issues: What People Living in Poverty Experience Gaps in Health Care “I’m on $400 worth of asthma medication…I haven’t bought it in three months. Welfare will not pay for it.” “We can’t go to the eye-doctor, we have to pay for that, right? And the dentist? Please! My teeth are breaking off in my face!”

Food Access and Quality “Yesterday I went shopping and we needed yogurt and there were none that were fifty percent off, so I was faced with the decision of can we afford to get it or not…for me it always feels like we are on the brink of do we go to the food bank this month…” “I have seven bucks in my wallet to go towards groceries this weekend, you know? That’s not a lot.” 6

Pressing Poverty Issues: What People Living in Poverty Experience Mental health consequences “Trying to keep your spirits up is a hard thing to do… I can see it in people’s eyes, they get depressed. You know? People get to the point” “I was depressed for 3 months. My teenage son had to take care of me...My rent was at $750 at the time, and I almost got evicted” “You become a lesser person in your own eyes.”

7

Pressing Poverty Issues: What People Living in Poverty Experience Stigma “I went to the hospital with my son and…she looks at my address, I lived on Langs Drive in the Village…And she looked at me and she said, ‘Oh, you’re from that Langs Drive Village, all our bad kids come from there.’” “We [people in poverty] are definitely identified. I mean, you know that between this street and this street that any house that has a blue door or wooden fence, with the green metal, and that’s right across the Region, that for those properties, you can tell who lives there is basically dependent on the government support.” 8

Pressing Poverty Issues: What Key Informants Said… 1. New groups experiencing poverty 2. Inadequate income 3. Vicious cycle of multiple stressors 4. Proposed solution

9

Pressing Poverty Issues: What Key Informants Said… y

New groups experiencing poverty

“…they’ve never felt that they would be in this type of peril.

y

Inadequate Income “[ODSP provides] $607 for one parent and two children, for rent. Um, a single person on OW is in the worst, worst situation ever. It’s $356, and you can’t even rent a room in a rooming house for that… You need shelter, so then you have to take it out of your basic needs allowance which is supposed to be for your food and utilities and things like that. Your shelter leaves you short on food, programs for your kids, clothing, all of those things.” 10

Pressing Poverty Issues: What Key Informants Said… Vicious cycle of multiple stressors “You know, if I had a crisis in my life, I could probably have a few crises before things kind of fell in on me…But the people I work with…one crisis will create a whole avalanche of problems…they’ll lose their housing, they’ll lose their phone, they’ll lose their license. Then they can’t get to work, then F&CS steps in because the kids are acting out at school…” 11

Proposed Solution: “money in pockets”

“To address the issue Æ give people money for sure. I think that is the best way to do it… you need the province and the federal government to come together around this … and how it relates to poverty of course is obvious, you know, the better supported families are the more promise the kids will have and that is a way to move out of poor circumstances.”

12

ALIV(e) and CCRLA Partnership y

CCRLA met with ALIV(e) to gauge their interest in acting in an advisory capacity to the research project

y

ALIV(e) agreed to be the advisory group

y

ALIV(e) participated in focus groups

y

CCRLA reported back to ALIV(e) at various points throughout the project

13

THANK YOU!

14

Who Are We? Awareness of Low Income Voices is a collaborative group of individuals dedicated to bringing an active and positive voice to low-income individuals and families struggling with poverty in Waterloo Region.

“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it’s the only thing that ever has.” – Margaret Mead

Values of Respect and Collaboration

Focus Areas that include: - Healthy and Safe Communities - Support safe and caring communities that enhance all aspects of health

- Human Services - Promote quality of life and create opportunities for residents to develop to their full potential

- Service Excellence - Foster a culture of citizen/customer service that is responsive to community needs http://www.region.waterloo.on.ca/strategicfocus/visionmissionvalues.html

History

Awareness of Low Income Voices – ALIV(e) – was founded in 2007 by Opportunities Waterloo Region as a way to gain knowledge of issues related to those with lived low-income experiences.

ALIV(e) will continue to educate its members and the wider community about poverty related concerns and initiatives aimed at and reducing poverty.

Meetings The group holds regular monthly meetings at different community locations across Waterloo Region – a three-city, four-township area, in order to make the group accessible to as many people as possible.

We open the meetings up to anyone who is interested in finding out who and what we represent.

Benefits for Group Members • Learning and educational opportunities on issues related to poverty and team work • Networking opportunities; share information on local resources • Learn about the current local, provincial, and national efforts to reduce and prevent poverty • An opportunity to be part of making a positive difference to the lives of others “You leave [our meetings] and you feel good – you feel that you’ve done something. You may not be able to change the world, but you can work at that tiny little part that makes someone’s – not necessarily yours, but someone’s – life a little better.”

Overall Purpose To ensure that low-income voices are being heard and valued by the Waterloo Regional community, including political leaders, media, and businesses. ALIV(e)s’ goal is to educate the public about the impact of poverty on peoples’ lives, to inform the public about changes in policy as it applies to those who live at the poverty level, and to share information on available resources that may not be well known to the general public.

Research shows Reality The following are some of the issues that the research identified: • The stigma associated with poverty • The ability to access appropriate health care services, including dental and vision services and prescription drugs. • Mental health issues either arising from or exacerbated by living in poverty, including stress, depression, self-esteem and substance abuse issues • Access to and affordability of nutritious, high-quality food Excerpt from “Pressing Poverty Issues in Waterloo Region”

Request Request to the Community Services Committee: 1. Support the recommendations in the recently released report: ‘Recommendations for an Ontario Income Security Review, Report of the Ontario Social Assistance Review Advisory Council, May, 2010 2. Write a letter of support for these recommendations to the Provincial Government

Please note: The first 8 pages of this report are included in your package.

For more information …

Please contact us at: Phone: (519) 883-2353 ext. 6172 Email: [email protected] We’re on Facebook! (just search for ALIV(e) ) Watch for the launch of our new website…. www.alivecommunity.ca Coming Soon!

2010 Sponsors and Partners

CCRLA

Thank you for your support!

Building Resilient Communities: Understanding the Role of the Regional Municipality of Waterloo in Poverty Reduction Presentation to Community Services Committee June 22, 2010

Docs#813344

Purpose of the Reports •

•

The Social Services Strategic Plan includes an action to “explore the development of a poverty reduction strategy for Waterloo Region.” This is consistent with the Corporate Strategic Plan Focus Area 3: Healthy and Safe Communities Objective “to improve health by reducing or preventing the environmental and social conditions or behaviours that lead to poor health and/or disparity.”

Background • Prior research and planning – Previous inventory – serves as a baseline of sorts – Urban Poverty – FCM Quality of Life Reporting System – Local work with community stakeholders

• Together the two reports provide a current understanding of what Region is doing to eliminate poverty

Report 1 Findings – Literature Review Literature Review and Demographic Overview ¾ Poverty is a complex social issue that continues to confound policy makers ¾ Human costs of poverty are significant (individual and societal level) ¾ Poverty Reduction Strategy Development has gained momentum (federal, provincial, and local/municipal) ¾ Elimination of poverty requires a comprehensive community based approach that includes all orders of government

Report 1 Findings – Literature Review ¾ In Waterloo Region, 10.2 percent of individuals and 11 percent of families lived in low income (2006 Census) ¾ Priority groups continue to be identified including; children, single-parents, new immigrants, Aboriginals, and persons with disabilities ¾ Income gap is widening ¾ Unemployment rate rose from 5.3% to 10% in one year

Report 2 Findings - Inventory

¾ ¾ ¾ ¾

Inventory of Programs, Services, and Strategic Initiatives 50 programs and services, and 9 strategic initiatives were identified 36 Council resolutions were sent to various members of provincial or federal government Approximately one third of programs are 100% funded by the Region Many programs, services, and strategic are not legislated or mandated

Report 2 Findings - Inventory •

The Regional Municipality of Waterloo: ¾ Demonstrates a commitment to social infrastructure development and maintenance. ¾ Plays an extensive role in community with respect to the depth and breadth of programs. ¾ Is an active advocate for policy and systems-level change related to poverty. ¾ Ending poverty requires a comprehensive community approach.

Proposed Strategic Actions Collecting Data 1. 2. 3. 4. 5.

Gather additional data to understand the local poverty experience. Study of the application of place-based poverty reduction initiatives. Expand the Inventory (include other levels of government and community groups). Explore how the Region and community are engaging and responding to the needs of priority populations. Explore more comprehensive measures to define and understand poverty reduction efforts in Waterloo Region.

Proposed Strategic Actions Engaging Others 6. 7. 8.

Engage priority groups in the data collection and planning process as described above. Engage stakeholders across departments and align the Region’s approach to poverty reduction. Develop a work plan that describes the process for developing a common vision, principles and language, and shared definition of poverty.

Proposed Strategic Actions Developing a Plan 9.

Explore alignment among strategic plans for Regional initiatives. 10. Explore lessons learned in areas where the Region has been successful in working across departments, divisions, and in partnership with multiple sectors in this community. 11. Develop a clear understanding of the Region’s role in poverty reduction and communicate this to the community. 12. Expand partnerships with community to further develop the Resilience Framework and to support a comprehensive approach to poverty reduction locally.

Immediate Next Steps •

• • •

Share the findings of the two reports with internal staff, local partners and municipal colleagues Use the findings from each of these reports for further program and service planning Continue to monitor federal and provincial policy development and municipal initiatives Continue to collaborate in local initiatives that seek to reduce poverty

Region of Waterloo Children’s Services 2010 Service Plan: Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

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Table of Contents Introduction

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A Conceptual Framework: “With our Best Future in Mind: Implementing Early Learning in Ontario”

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Governance

Page 12

Infrastructure

Page 21

Planning and Policy Development

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Financing

Page 34

Human Resources

Page 37

Physical Locations and Environments

Page 39

Data, Research and Evaluation

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Conclusions—Final Summary

Page 45

Bibliography

Page 47

Appendices

Page 48

Quality Matters “Results from a number of studies demonstrate that child care quality matters. In fact, the importance of child care quality is one of the most robust findings in developmental psychology. Children who experience highquality care have higher scores on achievement and language tests, show better social skills and fewer behavioural problems [than children who experience low-quality care].” ~McCartney, 2004, p. 2


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Introduction This Service Plan provides an overview of the Early Learning and Child Care (ELCC) System in Waterloo Region. Children’s Services, Region of Waterloo, as the Consolidated Municipal Services Manager (CMSM) is responsible for planning, managing and developing the Early Learning and Child Care System at a local level. The focus on integration of government initiatives, interagency coordination and the development of new programs under the framework of provincial legislation, regulation and policy direction are typically included in the annual service plans. Given the significant changes and evolution happening for Early Learning and Child Care with the development of the Early Learning Policy framework, this service plan provides a brief overview of the policy and legislative changes known to date. There are three main components to this Children’s Services Service Plan: 1. An overview of the current early learning and child care system. 2. Identification of next steps in the development of a multi year plan to continue building a high quality, inclusive system of early learning and child care in Waterloo Region. 3. A plan for the allocation of Provincial stabilization funding to offset the impact of phase one full-day early learning programs in 2010.

This plan builds upon the work achieved with the Best Start Initiative from 2005-2008. As we move forward with the implementation of full day early learning in Waterloo Region much of the work shared in this Service Plan builds upon the developmental framework published in the Waterloo Region, Best Start Community Plan 2007-2008. Building a High Quality and Inclusive Early Learning and Child Care System The guiding framework for the Region’s Children’s Services has long been based on the principles of best practice and research to ensure we are supporting the best interests of children. The primary resource used in planning and development has been the eight elements of a high quality early learning and child care system as outlined in the Childcare Resource and Research Unit’s “Elements of a High Quality Child Care System” document written by Martha Friendly and Jane Beach (2005). An overview of the eight elements of a high quality early learning and child care system are introduced in the flowchart on page 5.


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A Conceptual Framework: “With our Best Future in Mind: Implementing Early Learning in Ontario” Early Learning Program Vision "Establishing a strong foundation in the early years and building on it is the single most powerful factor in Ontario's social and economic future. This is definitely a step in the right direction." – Dr. Charles Pascal, Premier's Special Advisor on Early Learning

The vision for the Early Learning Program (ELP) is outlined in Dr. Charles Pascal’s report: With Our Best Future in Mind: Implementing Early Learning in Ontario. Pascal’s report identifies four areas of focus: 1. The creation of an Early Years Division within the Ministry of Education. 2. An Early Years Policy Framework. 3. A full-day Early Learning Program for children four to five years old and extended day for six to 12 year olds. 4. Best Start Child and Family Centres. The Early Learning Program, an optional twoyear full (school) day prior to Grade One, is to be operated by local boards of education. Consolidated Municipal Service Managers (CMSM) are to be responsible for the implementation of the Early Years Policy Framework through local Early Years Service

Plans as well as the creation of Best Start Child and Family Centres. In October 2009, the Province proceeded with the implementation of a new Early Learning Policy Framework. The Early Learning Policy Framework draws from the recommendations in Dr. Charles Pascal’s report. The framework focuses on one component at a time and is being phased in over a multi-year time span. The Province has identified that the first area of focus for implementation of the Early Learning Policy Framework will be on the full-day Early Learning Program (ELP) for four and five year olds. The local board of education assumes full responsibility for this full-day early learning program.


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Early Learning Framework The diagram below illustrates the model described by Dr. Pascal. Dr. Pascal envisioned Best Start Child and Family Centres at the centre of the Early Learning system, providing services to families with children aged birth through twelve. The licensed early learning and child care system will continue to be managed by Consolidated Municipal Service Managers. Early learning and child care for children aged four and five will be managed by the School Boards through full day leaning with the optional extended day component. School Boards are also responsible for offering after-school programs for children aged six to eight years and nine to ten years of age. The table to the right of the diagram shows that setting policy is a shared responsibility between the Ministry of Education (ELCC system, ELP) and the Ministry of Children and Youth Services (Best Start Child and Family Centres). The Region of Waterloo, as the Consolidated Municipal Services Manager (CMSM) has the responsibility for service planning and management of the ELCC system while the Boards of Education plan and manage the ELP. Operationally, the ELCC system and the Best Start Child and Family Centres are managed by the CMSM while the ELP is operated by the Boards of Education. Table 1: Roles and Responsibilities Early Learning System Diagram

System Component

Early Learning and Child Early Learning Care System Program

Policy

Ministry of Education (MCYS for Best Start Child & Family Centres)

Ministry of Education

Service Planning and Management

Consolidated Municipal Services Manager (CMSM)

Boards of Education

System & Service Plan (Best Start Child and Family Centres) birth-12 years Licensed Early Learning and Child Care System birth-3.8 years

Full Day & Extended Day Early Learning Program 4-5 years Extended Day 6-8 years 9-12 years

Operational


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What are the Elements of a High Quality and Inclusive Early Learning and Child Care System? Region of Waterloo Children’s Services bases service and system development on best practice and research. The primary guide used in planning and development has been the eight elements of a high quality early learning and child care system as outlined in the Childcare Resource and Research Unit’s Quality by Design document written by Martha Friendly and Jane Beach (2005). “A system made up of a series of linked elements is the best way to ensure that high quality early learning and child care programs are the norm rather than the exception” (Friendly & Beach, 2005, p. 1).

The Childcare Resource and Research Unit asserts that the barriers to achieving high quality within ELCC programs are frequently factors that are determined by public policy such as compensation and training of staff, as well as staff-to-child ratios. As such, a high quality ELCC system provides the necessary foundation to support ELCC programs in providing high quality early learning and care. The Childcare Resource and Research Unit has identified the following eight elements of a high quality ELCC system:

A Conceptual Framework Governance Infrastructure Planning and Policy Development

Financing Human Resources Physical Locations and Environments Data, Research and Evaluation

This service plan document will outline Children’s Services’ work to support each of the eight elements of a high quality ELCC system and highlight key activities to move forward with the full-day early learning program.


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The Eight Elements of a High Quality Early Learning and Child Care System

Governance A Conceptual Framework Planning and Policy Development Physical Locations and Environments Human Resources Financing Infrastructure Data, Research and Evaluation Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

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A Conceptual Framework

Childcare Resource and Research Unit Description of a Conceptual Framework: •

A clear statement of the values that underpin the system. • System level goals for children and families. • Educational philosophy related to the values and goals. • Curriculum defined as a short general statement.

The Conceptual Framework used by Region of Waterloo’s Children’s Services Division is articulated in: the Children’s Services vision and mission statements; the Region of Waterloo values; and the Children’s Services 2007-2010 Strategic Plan (for an update on Children’s Service’s progress on achieving the actions outlined in the Strategic Plan, please download the 2010 Strategic Plan Update from: http://tinyurl.com/24mksny). The vision is complementary to the new Early Learning Policy Framework outlined by Dr. Charles Pascal in his document With Our Best Future in Mind: Implementing Early Learning in Ontario. Children’s Services Vision: The Region of Waterloo has a vibrant, comprehensive system of early learning and child care that supports the healthy development of all children in our community. Children’s Services Mission: To be leaders in the development and delivery of early learning and child care programs and services by: • Putting the needs and best interests of children first. • Promoting standards of excellence in early childhood education, care and support. • Meeting the needs of children and their families for quality, flexible, accessible and affordable services. • Planning and managing services that are responsive to community needs.


Page 10

Region of Waterloo Values: The values are the guiding principles that help Regional Council and staff achieve the vision and fulfill the mission. At the Region of Waterloo we are committed to: Service - We provide excellent public service and strive to understand and meet the needs of all those we serve. Integrity - We practice high standards of ethical behaviour and conduct ourselves with an openness and transparency that inspires trust. Respect - We create an environment where people are included, valued and treated with dignity. Innovation - We foster an environment of leadership, excellence and creativity. Collaboration - We build internal and external relationships to achieve common goals and resolve differences.

Next Steps - A Conceptual Framework: •

Update Strategic Plan & Directions for Children’s Services Role as CMSM. • •

•

Incorporate values of service, integrity, respect, innovation and collaboration. Incorporate the vision of a high quality, inclusive system for children and families.

Develop a multi-year system plan in consultation with partners and stakeholders that will support the development of a high quality, inclusive system of early learning and child care for Waterloo Region. • • •

Involvement of partners and key stakeholders. Support vision of high quality, inclusive system for children and families (birth-12). Identification and involvement of key partners and stakeholders.


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Governance

Childcare Resource and Research Unit Description of Governance: •

A clear definition of roles and responsibilities of governments at different levels, parents and the community, set out in legislation, and policy. • Public management at a system level. • Program delivery managed at local level. • Appropriate involvement of community, researchers, parents and children.

The Provincial vision of the Early Learning and Child Care System identifies Consolidated Municipal Service Managers (CMSM’s) in the role of planning, developing and administering local Early Years Service Plans as well as the system development of the Early Learning Policy Framework. The Early Learning Policy Framework lists four key responsibilities for CMSM’s: 1. Local service planning for a child and family system for children from birth to age twelve. 2. Consolidated planning, management, funding and regulation of Best Start Child and Family Centres. 3. Integrated early learning and child care for children from birth to age 3.8 years. 4. Continued municipal funding contribution.


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Governance: Role of the Consolidated Municipal Service Manager (CMSM) Children’s Services Division as the Consolidated Municipal Service Manager has the responsibility for service and system management for licensed early learning and child care services for children from birth to twelve years of age. The implementation of full day early learning for four and five year olds creates a new role and responsibility for local Boards of Education which is currently being implemented in consultation with Children’s Services. As the Consolidated Municipal Service Manager (CMSM), Children’s Services has the dual role of being both a system manager of Waterloo Region’s licensed Early Learning and Child Care system as well as a direct operator of services. The Waterloo Region ELCC system is comprised of 128 licensed centre-based ELCC programs and four licensed home child care agencies. Supports for children with

special needs attending a licensed ELCC program are coordinated through the Special Needs Access Point (SNAP) which is an initiative of the Child Care Special Needs Partnership. As the ELCC system manager for Waterloo Region, Children’s Services collects and maintains data on the ELCC system through mechanisms such as the Ontario Municipal Benchmarking Initiative (OMBI). The indicators developed by OMBI allow Children’s Services to track changes over time as well as to get a sense of how the Waterloo Region ELCC system compares with ELCC systems in other municipalities. For example, OMBI tracks the percentage of ELCC spaces within a municipality that are subsidized. The percentage of ELCC spaces within Waterloo Region has remained at 23% from 2006-2008. At 23% of ELCC spaces that are subsidized Waterloo Region falls somewhere in the middle in comparison to neighbouring municipalities in 2008 (London: 27%, Hamilton: 31% , Peel 20%, Halton: 9.6% ).


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Governance: Community Involvement in System Planning Children’s Services solicits feedback from community partners through two committees: The Early Learning and Child Care (ELCC) Advisory Committee and the Region of Waterloo Children and Parents Services Committee (ROWCAPS). Region of Waterloo Children and Parents Services Committee The Region of Waterloo Children and Parents Services Committee (ROWCAPS), as the Best Start Network, provides input and advice on the planning and coordination of services for children from prenatal to six years of age, and their families. The objectives of the committee are as follows: •

• •

Advise and consult Develop Awareness and Links Coordinate Planning

The ROWCAPS committee includes representation from the following sectors: • Aboriginal • Multicultural • Education – Conestoga College, Waterloo Catholic District School Board, Waterloo Region District School Board • Education/Francophone – École Élémentaire Catholique Cardinal-Léger

• • • • • • • • • • • • • • • •

Community Health Centres Ontario Early Years Centres Family and Children’s Services of Waterloo Region Infant and Child Development Preschool Speech and Language Infant Hearing Healthy Babies, Healthy Children Children’s Mental Health Children’s Developmental Services Child Care Special Needs Partnership Community Programs Libraries Recreation Parent Education Public Health Child Care Network of Waterloo Region

The Terms of Reference for this committee are currently in draft format as the group is working together to develop agreement on broadening the focus beyond Children’s Services and Public Health activities. A copy of the draft terms of reference for ROWCAPS is attached as Appendix A. The diagram below illustrates how key stakeholders are involved in system planning.

Diagram 1: Community Involvement in System Planning Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

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Early Learning and Child Care (ELCC) Community Advisory Committee The role of the ELCC Community Advisory Committee is to act as a consultation group to: • The Children’s Services Division, of Social Services, on directions, policies and activities to support and develop high quality licensed early learning and child care in Waterloo Region. • The Professional Resource Centre (PRC) Conestoga College, on its directions, policies and activities to create a bridge between research and practice in early learning and care. The ELCC Community Advisory Committee includes representation from the following sectors: • multi and single site ELCC operators • special needs agencies • francophone operators • part day program operators • home child care agency operators • post secondary education • professional associations for early childhood education • professional resource centre • Ontario Early Years Centre operators • Licensing Specialist – Ministry of Children and Youth Services (MCYS) For the Terms of Reference for the ELCC Advisory Committee, see attached Appendix B. Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

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Governance: Stakeholder Involvement Waterloo Region District School Board ELP Task Force & Waterloo Catholic District School Board ELP Task Force Local Boards of Education are currently engaged in planning processes to respond to the new requirement for full-day early learning for four and five year olds. Children’s Services staff participate on Task Force Committees with the Waterloo Region District School Board and the Waterloo Catholic District School Board. Further work around joint planning with the Boards of Education will be explored as part of the system plan work. Further information will be required from the Province on funding and implementation timelines for service and system planning activities before full implementation can begin. Special Needs Agencies

In Waterloo Region special needs resourcing services for children with special needs attending a licensed ELCC program are coordinated though the Child Care Special Needs Resourcing Partnership (CCSNRP). The CCSNRP is comprised of the following seven agencies:

• • • • • • •

Community Living Cambridge – Preschool Services Developmental Services Access Centre – Preschool Assessment Services Elmira District Community Living – Preschool Services Family and Children’s Services – Preschool Support Program KidsAbility – SPOT and ECE Outreach Services kidsLINK – Preschool Support Services K-W Habilitation Services – Preschool Outreach (includes Kinesiology)

The CCSNRP works together to create and support the capacity of Waterloo Region licensed child care programs to identify and meet the needs of children with special needs. Services and supports provided by member agencies to licensed child care programs include: assessments; consultations; workshops; in-services; assistance adapting programs and equipment; as well as additional classroom support to support full inclusion. Services are provided by Resource Consultants, Early Learning and Child Care professionals, Kinesiologist, Physiotherapists, Occupational Therapists and SpeechLanguage Pathologists. The Region of Waterloo Children’s Services Manager of Special Needs Resourcing chairs the CCSNRP and coordinates the work of the seven Special Need Resourcing agencies. The Partnership is not owned by any one organization and all members are responsible for Continued on Page 17


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Governance: Stakeholder Involvement (Continued from Page 16) advancing the vision, objectives and guiding principles of the CCSNRP. Accountability is ensured though the annual development of a workplan, the establishment of service contracts with each agency and quarterly reporting of service statistics, number of full-time equivalent staff and financial information. Planning supports such as evaluation, strategic planning and report writing are provided by the Region of Waterloo Social Planning, Policy and Program Administration Division. Much of the work of the CCSNRP is carried out through a subcommittee system consisting of management and front line representatives from the special needs agencies and the Region. There are currently the following subcommittees: 1. 2. 3. 4. 5. 6.

Professional Development Communication and Marketing Resource Consultant/Enhanced Staffing Service Coordination Kinesiology Transition to School

The 2009 CCSNRP Annual Report can be downloaded from: http://tinyurl.com/294t5pq


Page 17

Governance: Stakeholder Involvement (continued from Page 17) have great difficulty in finding appropriate child care or Parents finding one child care provider whose hours of In 2005 a community wide needs assessment was operation meet their needs. conducted to gather information from parents and • Need for More Options in Rural Areas: Respondents guardians to assist in planning for the future of child care living in rural areas frequently expressed frustration in and related family support programs. Working in the lack of child chare options, in particular centrecollaboration with Region of Waterloo Public Health and based and regulated home-based programs. the school boards, Social Services invited parents and guardians with children aged birth -12 to fill out a survey. A revised version of the survey was also carried out with A total of 8000 paper surveys were distributed to Francophone parents. The survey was distributed to 90 parents/guardians via schools and community partners. A total of 1,748 parents/guardians responded to the Continued on Page 19 survey and raised the following issues and needs: •

•

•

•

•

Affordability/Cost: respondents from all income levels commented on the high cost and lack of affordability of child care. Need for child care close to schools: Parents/guardians emphasized the importance of locating child care close to their child’s school. Stay-at-Home Parents: Respondents who were stayat-home parents expressed that they do not feel that society values their choice to stay at home and raise their children. Need for Increased Child Care Spaces (particularly Infant and Toddler): Respondents frequently expressed frustration with long waiting lists and lack of child care options. Need for Part-Time/Flexible Child Care/Child Care during Non-Traditional Hours: Respondents who worked part-time or worked shifts reported that they


Page 18

Governance: Stakeholder Involvement (continued from Page 18) parents/guardians who had a child attending Junior Kindergarten at one of Waterloo Region's four French language elementary schools. The survey yielded a return rate of 45.6% (41 surveys). The survey results showed that the Francophone parents surveyed preferred child care and family support programs to be located within or close to elementary schools, close to where they live or close to where they work. Parents also indicated that they would like to see family support services such as preschool programs, preschool speech language services, resource library and the opportunity to discuss their child's growth and development with a health profession co-located. Additionally, parents identified the need for greater access to affordable child care for younger children and emphasized the need and benefits of child care offered in French. The Children’s Services Division continues to utilize the results of the Parent/Guardian Child Care survey when conducting ELCC system planning. An executive summary of the survey results (for both the Parent/Guardian Survey and the Francophone Parent/Guardian survey is attached as Appendices C and D). Francophone Families According to the 2006 Census there were 6,155 individuals living in Waterloo region for which French

was their mother tongue (1.3% of the total population of Waterloo region). Two Francophone school boards have elementary schools in Waterloo region: Conseil Scolaire de District Catholique Centre-Sud (French Language Catholic District School Board Centre-South) and Conseil Scolaire de District du Centre-Sud-Ouest (French Language District School Board Centre-South-West). There are a total of four French elementary schools (3 Catholic, 1 Public) and all four schools have an onsite ELCC program. The needs and viewpoints of Francophone families are represented by the Francophone members on both ROWCAPS and the ELCC Advisory Committee. In addition, a representative from ROWCAPS sits on the Best Start French Language Network and brings updates back to ROWCAPS. Aboriginal Families According to the 2006 Census, the urban Aboriginal population living in Waterloo region was estimated by Statistics Canada to be approximately 4,810 individuals (1% of the total population); however the actual number of local Aboriginal people is likely closer to 10,000 due to undercount (Outhit, 2008). Of this number, over one-third (1,700) were age 19 or younger, and almost half of this youth population (820) were under the age of 10 (Statistics Canada, 2008 In Waterloo Region there are currently no Aboriginalspecific services geared to children and families in the Continued on Page 20


Page 19

Governance: Stakeholder Involvement (continued from page 19) community. In 2006, work began to establish an Early Learning Centre for Aboriginal families in Waterloo Region. Healing of the Seven Generations (a nonprofit organization which seeks to heal, enrich and enhance the lives and living conditions of Survivors and Intergenerational Survivors of the Residential School System) submitted a proposal to the Region of Waterloo to conduct a needs assessment to examine in a comprehensive manner the need for Aboriginalspecific supports for children and families in the community. In addition to the needs assessment, Healing of the Seven Generations hosted a community forum in the fall of 2008 to further discuss the needs of Aboriginal children and families. Currently, funding has been set aside from the Best Start Unconditional Grant for the establishment of an

Early Learning Centre for Aboriginal families with the stipulation that Healing of the Seven Generations first obtain operating funding to ensure the sustainability of the centre. Children’s Services has prepared a draft funding proposal as a resource for Healing of the Seven Generations and are now awaiting further direction from Healing of the Seven Generations on how they would like to proceed with this initiative. Culturally/Linguistically Diverse Families Children’s Services attempts to meet the needs of culturally/linguistically diverse families through measures such as use of interpreters and sensitivity training in all directly operated services. In addition, culturally/linguistically diverse families are represented on ROWCAPS through the membership of the K-W Multicultural Centre (position currently vacant).

Next Steps - Governance: •

Update Strategic Plan & Directions for Children’s Services Role as CMSM. • •

•

Incorporate the values of service, integrity, respect, innovation and collaboration. Incorporate the vision of a high quality, inclusive system for children and families.


Involvement of partners and key stakeholders. Support vision of high quality, inclusive system for children and families (birth -12). Identification and involvement of key partners and stakeholders.


Page 20

Infrastructure Childcare Resource and Research Unit Definition of Infrastructure: •

• • • •

•

•

Policy, planning and program delivery organized in one lead department. Legislation as a basis for the system. Regulation defining minimum standards. Monitoring to ensure standards are met. Mechanisms for ongoing quality improvement. Ongoing consultation and assessment of ELCC programs. Public education about early learning and child care.

The Region of Waterloo takes a lead role in the development of standards and practices that support the development and maintenance of high quality standards in all licensed early learning and child care programs. Children’s Services is working to support the development and sustainability of a high quality, inclusive early learning and child care system.

Quality Assurance Community Quality Initiatives Raising the Bar on Quality in Waterloo Region

Raising the Bar on Quality (RTB) is a peer-accreditation initiative that promotes best practices and healthy child care environments in licensed child

care settings and in Special Needs Agencies. RTB participants are asked to complete and document activities each year in the following three categories: Quality Assurance: the standards of the Quality Assurance category review the mechanisms and activities in place to monitor the quality of service on an ongoing basis (e.g., Client satisfaction surveys). The RTB participant documents examples of plans developed and actions taken in response to the needs and opportunities identified. Best Practices in Management: the standards of the Best Practices in Management category are communication, written policies and procedures, leadership and supervision strategies which combine to provide a framework and infrastructure for the healthy child environment. Professional Development: the standards in the Professional Development (PD) category speak to the Continued on Page 22


Page 21

Infrastructure: Quality Assurance (continued from page 21) program’s commitment to professional development of staff and how they support the broader field of early childhood education. Specific documentation for each staff member is submitted annually. Participating ELCC programs and Special Needs Agencies work annually to meet requirements in these three areas by collecting documentation into a profile binder. Volunteer peer reviewers assess binder submissions for each program to determine if the criterion is met for participant, bronze, silver or gold level. This accreditation model was originally developed by Affiliated Services for Children and Youth (ASCY) in Hamilton. In Waterloo Region RTB is just entering its 7th year. Licensed programs participate on a voluntary basis and the current participation rate is at 84% for year six. The annual cycle for RTB runs from June to May each year, the annual report for year six will not be available until later this summer. A copy of the Year Five Summary. Report can be downloaded from: http://tinyurl.com/25qsaef Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

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Infrastructure: Quality Assurance (continued from page 22) The ELCC Advisory Committee provides input, guidance and advise on the activities of RTB. RTB was brought to Waterloo Region by the Child Care Network of Waterloo Region. The program is funded by and housed with Region of Waterloo Children’s Services. There are currently four versions of RTB in practice in Waterloo Region: 1. 2. 3. 4.

ELCC version School Age program version Home Child Care agency version Special Needs version (pilot year)

I Care For Kids I Care For Quality The I Care For Kids I Care For Quality home study guide is an information and action guide that caregivers use to review and improve the quality of their own home child care services. Each section of the home study guide QUALITY CAREGIVING HOME STUDY GUIDE represents a standard of quality that is based on research and best practice. The sections support the healthy growth and development of children, sound business practice and the best ways to work with children and families. Caregivers are supported in its use by orientation sessions when they sign a contract with the program and then are encouraged to attend a series of six workshop sessions developed specifically to augment the study guide.

Next Steps - Infrastructure: •

Develop a multi-year system plan in consultation with partners and stakeholders that will support the development of a high quality, inclusive system of early learning and child care for Waterloo Region. • • • •

Involvement of partners and key stakeholders in development of evidence based quality benchmarks. Support the vision of a high quality, inclusive system for children and families (birth -12). Continue to monitor and evaluate best practice standards for ongoing quality improvement. Support and expand on the availability of education, professional development and communication on evidence based practice that supports early learning and child care.


Page 23

Planning and Policy Development Supporting System Wide Quality New Policy Direction Childcare Resource and Research Unit Definition of Planning and Policy Development: •

•

•

•

•

System-wide planning with targets and timetables. Use of the best available knowledge regarding policy and practice. Critical mass of knowledgeable policy makers. Mandated involvement of experts and stakeholders in policy processes at all levels. Local service planning.

In 2009 Regional Council endorsed the implementation of a new Service Contract policy for all licensed operators in Waterloo Region. The policy was developed to ensure all operators work toward a quality inclusive system. This new policy comes into effect in 2011. The policy requires all operators in receipt of funding from the Region of Waterloo to: participate in the endorsed quality initiative - Raising the Bar; enrol and support children with special needs in their programs; and enter into a purchase of service agreement to accept subsidy eligible families/children. To date 121 programs have signed to participate in RTB for year seven, 100% of licensed programs now enrol children with special needs and 95% of programs have purchase of service agreements. Impact Analysis and Prioritization Strategy Children’s Services has connected with many ELCC stakeholders over the past

few months to gather input and feedback into the potential impacts of Phase One ELP. The information has helped with understanding the gaps and concerns of the community, and positioned us well to prioritize the allocation of Phase One stabilization funding that the Province announced in May 2010. Using the funding allocation guidelines provided by the Province, along with the main themes that emerged from the community consultations, and the Children’s Services conceptual framework, the following three funding priorities have been identified: 1. physical environments; 2. knowledge; and 3. human resource costs. Please see the 2010 Stabilization Strategy (Addendum to the 2010 Service Plan) for details on the allocation of stabilization funding to the licensed ELCC system to support the transition to Phase One ELP.

Continued on Page 25


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Planning and Policy Development (continued from Page 24) ELCC Community Advisory Committee Children’s Services would like to ensure that the ELCC-specific ELP transition plans and supports that are developed are beneficial to the community. To this end, the mandate and capacity of the Raising the Bar and the Professional Resource Centre Advisory Committee has been expanded to take on this capacity. A new Terms of Reference has been developed and some new representatives will be joining the committee in June 2010. The following stakeholders/organizations are represented on the Committee: • Small and large multi-site ELCC programs • Single-site ELCC programs • Francophone operators • Part day program operators • Licensed Home Child Care Agency operators. • Child Care Special Needs Resourcing Partnership • Ontario Early Years Centres • Professional Associations such as the AECEO • Organizations that provide in house training • Child Care Network of Waterloo Region - Member Designate • Post Secondary education • Conestoga College staff (includes the Professional Resource Centre) • Ministry of Children and Youth Services • Region of Waterloo CS Division and SPPPA Division staff

The mandate for the ELCC Community Advisory Committee will be to provide guidance and advice on issues that pertain to supporting high quality ELCC in Waterloo Region. This committee will report back to ROWCAPS with recommendations. Quality Assurance – Directly Operated Programs All licensed programs directly operated by Children’s Services participate in community based quality initiatives such as Raising the Bar. The directly operated Children’s Centres use an evidence based curriculum approach called the High/Scope Approach to Early Childhood Education. Staff participate in specialized training prior to becoming certified practitioners. Each classroom is evaluated a minimum of once a year using the Program Quality Assessment Tool. Each classroom is formally evaluated using the Program Quality Assessment Tool by an independent evaluator every three years in order to be certified by the High/Scope Foundation. The Region of Waterloo centres have achieved full accreditation as High/Scope demonstration sites. This means that our centres practices meet a very Continued on Page 26


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Planning and Policy Development (continued from Page 25) specific set of criteria that indicates we are a quality early childhood education program endorsed by the High/Scope Educational Research Foundation. The Region of Waterloo directly operated Home Child Care Program participates in RTB and uses another quality benchmarking tool called, I Care for Kids, I Care for Quality. Developed by the Home Child Care Association of Ontario it is a six-part home study guide for caregivers to review and improve the quality of care they provide in their home. Each of the six parts of the guide represents a standard of quality based on research and carefully selected best practices to support the healthy growth and development of children. Knowledge & Information In June 2007, the Ministry of Children and Youth Services released an expert panel report on quality and human resources Investing in Quality: Policy, Practitioners, Programs and Parents. The report was commissioned by the Province to inform the development of the early learning and care system as a component of the Best Start initiative. The panel report indicated that a province wide system of Professional Resource Centres would offer the following services and supports to Early Learning and Child Care practitioners: Continued on Page 27 Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

Page 26

Planning and Policy Development (continued from Page 26) • •

• •

• •

Develop and provide ongoing professional development. Provide technical assistance to programs developing mentoring programs and implementing quality assurance programs. Support programs and practitioners in implementing the Early Learning Framework. Enable all practitioners and programs to have access to ongoing professional development and support. Support recent graduates with job searches and developing their professional portfolio. Participate/collaborate in research, including evaluation studies on quality assurance methods and tools.

The Professional Resource Centre for Early Childhood Educators – a Professional Resource Centre (PRC) for ECE’s officially opened in April 2010. The PRC was developed and implemented through a community consultation process involving key stakeholders. Start up funding was provided to Conestoga College as the host agency. The PRC, located in the ECE building at Conestoga College began operation in September 2009 and is gradually expanding the range of workshops and events. For a copy of the June 2010 schedule of events, please see Appendix E.

Communication Bulletins – since the announcement of the ELP provincial policy direction, a monthly news bulletin has been produced and distributed to the ELCC community, Regional Council, ROWCAPS members, School Boards and Regional staff. Planning and Research Bulletins are also produced for the community providing summary findings from research related to early learning and child care. Child Care System Planning As part of the Best Start Initiative 2005-2008 a Child Care System Plan was developed for Waterloo Region. Moving forward in 2010 with the development of a comprehensive system plan will involve a review of the previous plans, analysis of gaps and changes, and the development of an action plan for Waterloo Region. The development of a multi-year system plan is an ambitious task but not impossible for Waterloo Region. This community is heavily invested in the best interests of children and families and is poised to move forward in a collaborative approach. As the CMSM, Children’s Services will be prepared to lead the discussions and support the development of a plan that fits with the community.

Continued on Page 28 Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

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Planning and Policy Development (continued from Page 27) System Planning Process The diagram on the left describes our proposed system planning process. Taken together, the vision and the components of a quality system form the basis for the system plan elements. Elements of the system plan that will be developed include: guiding principles, goals and objectives, the eight elements of quality and the Service Plan. Once the system plan for Waterloo Region has been created it will be vetted through the Tasks Groups and Coordinating Committee. Following this process a prioritization exercise will be conducted to facilitate the development of the implementation plans. Once set in place, the implementation plans will be monitored and evaluated.


Page 28

Planning and Policy Development Changes that Occurred in the ELCC System in 2009 – 2010* As the ELCC system manager, the Children’s Services division tracks the increases and decreases in ELCC spaces that occur across Waterloo Region. The table below shows that between 2009 and 2010* a total of 408 spaces have been added to the ELCC system. New Spaces/Expansion of Existing Programs Program Name Conestoga - Doon (expansion)

0

0

8

0

School Age 0

Conestoga - Driftwood (expansion)

0

0

16

0

12

28

Jacob Hespeler - Centennial (expansion)

0

0

0

0

30

30

Jacob Hespeler - Woodland (expansion) Peekaboo Child Care Cambridge (expansion)

0

0

0

0

15

15

10

15

8

0

0

33

0

0

0

0

30

30

0

0

0

0

5

5

0

0

24

0

0

24

10

41

61

20

0

132

0

0

15

0

0

15

0

0

2

0

30

32

Peekaboo Maple Grove (expansion)

0

0

24

0

Jacob Hespeler – Westvale (expansion) Butterfly Learning Centre – Bathurst (expansion)

0

0

0

0

12

12

0

0

0

0

20

20

20

56

158

20

154

408

YWCA Cambridge - Ryerson (expansion) YMCA Cambridge - Clemens Mill (expansion) Little Champs (new) Pluto Day Care - Kings Street (new) The Oaks Preschool (new) Conestoga College – Driftwood (expansion)

Total new spaces in 2009 -2010*

Infant

Toddler

Preschool

JK/ SK

*Statistics for 2010 include January 1 – May 31 2010

Total 8

24

Continued on Page 30


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Planning and Policy Development (continued from Page 29) Changes that Occurred in the ELCC System in 2009 – 2010* According to the 2006 Census there were 78,060 children aged 0-12 in Waterloo Region on Census Day. On March 31st, 2010 there was a total of 9,109 licensed child care spaces available. This means that 12% of Waterloo Region children aged 0-12 had access to a licensed child care space.

As shown in the table below there was a total decreased of 221 ELCC spaces between 2009 and 2010*. Therefore, with the addition of 408 ELCC spaces and the decrease of 118, the net increase of ELCC spaces was 187 ELCC spaces. Closed Spaces due to Program Closure Program Name Tiny Tim Day Care Total closed spaces in 20092010*

Infant

Toddler

Preschool

JK/ SK

School Age

6

29

48

20

0

103

6

29

48

20

0

103

Total

Decreases in Spaces at Existing Programs Program Name

Infant

Toddler

Preschool

JK/ SK

School Age

Conestoga -Driftwood

0

0

0

0

18

18

Peekaboo Maple Grove

0

0

0

0

20

20

Butterfly Learning Centre - Bathurst

0

0

0

0

12

12

Jacob Hespeler Centennial

0

0

0

20

0

20

Klemmer

0

0

14

0

0

14

Jacob Hespeler - Woodland Creative Beginnings I - New Hamburg Total decrease in spaces 20092010 Total increase or decrease in spaces in 2009-2010*

0

0

16

0

0

16

0

0

0

0

18

18

0

0

30

20

68

118

14

27

80

-20

86

187

Total

*Statistics for 2010 include January 1 – May 31 2010 Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

Page 30

Planning and Policy Development ELCC System Expansion In June, 2009 Regional Council approved the allocation of $455,000 in One-Time Start-Up Funding. The details of the funding allocation are described in the table below. Amount

Program

Details

$100,000

Creative Beginnings Child Care Centre

Start-up costs for the new child care centre to be located at Waterloo Region District School Board’s new site in Wilmot Township.

$175,000

Start-up costs for the new child care Jacob Hespeler Child centre to be located at Waterloo Region Care Centre District School Board’s new site in the East Gate Community of Waterloo.

$90,000

YWCA of Cambridge

$90,000

Owl Child Care Start-up costs for relocating the Services of Chicopee Child Care Centre to Waterloo Ontario Region District School Board’s new site in the Pebble Creek and Lackner Blvd. area of Kitchener.

Start-up costs for the new child care centre to be located at Ryerson Public School in Cambridge.


Page 31

Planning and Policy Development Impact of Full Day Early Learning Programs There is no doubt that full day early learning in Phase One (15% of) schools in Waterloo Region will have an impact on licensed Early Learning and Child Care. Children’s Services has completed several preliminary impact analysis with operators. Descriptions and summaries of these analyses are appended to this service plan – under Stabilization Strategy. The actual impact will not be fully realized until September 2010 when parents make final selection of programs and extended day options. As the full day early learning program is phased in the market for early learning and child care programs for four and five year olds will no longer exist. A short term plan for 2010 to

address some of the transitional and stabilization needs for operators has been developed with input from key stakeholders. These strategies are outlined in the stabilization strategy appended to this document which focuses on supporting operators to convert existing spaces to younger age categories of children. The strategy includes four key activities: 1. Minor capital grants for renovations to physical environments to convert to younger age groupings. 2. Furnishing and equipment grants for classrooms converting to a younger age grouping. 3. Funds to support ongoing knowledge and best practice to ensure high quality standards are maintained and built upon. 4. Staffing support for coordination of ELP services.


Page 32

Next Steps - Planning and Policy Development: •

Develop a vision of collaboration, shared services and resources that supports children and families in Waterloo Region. • • • •

•


•

Involvement of partners and key stakeholders. Support the vision of a high quality, inclusive system for children and families (birth -12). Identification and involvement of key partners and stakeholders.

Maintain current levels of ELCC and continue to build upon quality assurance measures and services. • •

•

Determine priorities. Complete a gaps and needs analysis on current system. Develop guiding principles to support community work towards the vision. Ensure communication with stakeholders and community.

Develop a stabilization strategy that will support long term sustainability of ELCC using a consultative approach. Complete an analysis of pressures, barriers, gaps and needs.

Develop a multi -year long term plan to sustain licensed early learning and child care services in Waterloo Region.


Page 33

Financing Childcare Resource and Research Unit Definition of Financing: •

•

•

•

•

Financing for capital development. Sustained financing sufficient to support ongoing program operation. Core funding that covers the majority of program operation costs. Financing for infrastructure and training. Affordable parent fees.

Children’s Services total budget allocation for 2010 is approximately $35M. This funding is received through a variety of funding envelopes and cost sharing agreements. The following pie chart identifies how the funds for Children’s Services are dispersed.

2010 Children’s Services Budget

Directly Operated Infant and Child Children's Centres, $4,683,043 Development, $1,023,707

Quality Initiatives , $120,062 Administration, $2,275,601 Fee Subsidy, $14,765,979

Special Needs, $3,802,606

Wage Enhancements, $8,729,169

HCC Administration, $2,412,439


Page 34

Financing: Gaps and Service Pressures

"I want to be clear that issues like equal pay, family leave, child care and others are not just women's issues, they are family issues and economic issues. Our progress in these areas is an important measure of whether we are truly fulfilling the promise of our democracy for all our people." — Barack Obama, announcing the creation of the White House Council on Women and Girls, March 11, 2009.

Purchase of Service Rates – Operators submit annual rate schedules for the fees charged to families. The rates paid to operators on behalf of subsidy eligible families has begun to erode since 2005/2006 as rate increases have been capped due to fiscal restraint. In 2010 a rate increase of 1.7% was approved by Regional Council. The actual rates submitted by operators reflect a cost difference of $500,000. These service pressures continue to erode the stability of the child care system. Provincial restraint continues to create funding pressures for the CMSM. Fee Subsidies – Waterloo Region is a growth community and the demand for child care fee subsidies continues to grow. The current budget provides for approximately 2,400 subsidies which are currently utilized by 2,700

children. In 2010 demand for subsidy is at an all time high. Currently there are 3,000 children with a fee subsidy. Without further fee subsidy funding it is anticipated that subsidized spaces will need to be reduced. It is also anticipated that with the implementation of full-day early learning and extended day programs that demand for fee subsidies will increase. Subsidy eligible families requesting extended day programs at ELP sites may be placed on a waiting list if increased Provincial funding is not available. Wage Subsidy Grants – Each year the Region provides $7,308,647 in Wage Subsidy grants to licensed child care operators to enhance the salaries of eligible child care staff. Wage subsidies are cost shared on an 80/20 basis between the Province and the Region. Expansion in licensed child care spaces puts pressure on the finite amount of funding the Region receives from the Province. Currently there is a $1.2 M funding shortfall in wage subsidy grants. The funding shortfall continues to grow as spaces are created to meet the demand for licensed child care.


Page 35

Next Steps - Finance: •


•


•

Involvement of partners and key stakeholders. Support the vision of a high quality, inclusive system for children and families (birth-12). Identification and involvement of key partners and stakeholders.


Develop a multi -year long term plan to sustain licensed early learning and child care services in Waterloo Region.


Page 36

Human Resources Childcare Resource and Research Unit Definition of Human Resources: •

•

•

•

• • • • •

Leadership at all levels (policy, supervisory, educational and program). A critical mass of knowledgeable policy makers, post-secondary early childhood instructors and researchers. Post-secondary level training in early childhood, with lead staff at degree levels. Human services management training for program supervisory staff. Pre-service and in-service training. Good wages. Working conditions that encourage good morale and low turnover. System support for program level staff. Support, respect and recognition for the value of the work.

In addition to wage enhancement support (for details please see the Element Six: Financing), Children’s Services also supports the development of ELCC staff through the Professional Resource Centre and through system planning. College of Early Childhood Educators The formation of the Ontario College of Early Childhood Educators in 2009 takes one more step towards establishing the critical role of the Early Childhood professional. The College requires all professionals working in licensed settings using the title of Early Childhood Educator to be registered members of the college of Early Childhood Educators. As of May 2010 there were 27,000 professionals registered with the college. Professional Resource Centre

PRC strives to create a bridge between research and practice in the field of early learning and care and is designed to respond to and meet the diverse human resource needs of the ELCC system. The PRC provides learning resources such as: books, media, articles, reference materials, toys and onsite equipment. Numerous workshops, networking and mentoring opportunities are offered to encourage collaboration within the ELCC community and to meet the learning needs of ELCC professionals.

For a copy of the June 2010 edition of the PRC newsletter, please see Appendix E.

The Early Childhood PRC, located at Conestoga College began operations in September 2009 with an official grand opening in April 2010. The


Page 37

Next Steps - Human Resources: •

Develop a multi-year system plan in consultation with partners and stakeholders that will support the development of a high quality, inclusive system of early learning and child care for Waterloo Region. •

•

Maintain current levels of ELCC and continue to build upon quality assurance measures and services. •

•

Support the current levels of quality in practice through standards of practice and education.

Develop a multi -year long term plan to sustain licensed early learning and child care services in Waterloo Region. • •

•

Support the vision of a high quality, inclusive system for children and families (birth-12).

Build upon and expand the delivery of professional development and post secondary education in Early Childhood practice and research. Develop a plan of action to coordinate the delivery of professional development for Waterloo Region through the Early Childhood Professional Resource Centre housed at Conestoga College in partnership with other community agencies.

Support the development and delivery of robust professional development activities based on evidenced based practice and building knowledge and understanding around the early years.


Page 38

Physical Locations and Environments Childcare Resource and Research Unit Definition of Physical Locations and Environments: •

•

•

•

Sufficient welldesigned indoor and outdoor space. First-rate equipment and program resources. Amenities such as staff room, outside play space, kitchen, and windows for natural light. Connections to surrounding community.

Supports to Physical Environment element of quality are described in the Region of Waterloo Children’s Services 2010 Stabilization Strategy (Addendum to Children’s Services 2010 Service Plan).

Next Steps - Physical Locations and Environments: •


•

Involvement of partners and key stakeholders. Support the vision of a high quality, inclusive system for children and families (birth -12). Identification and involvement of key partners and stakeholders to support connections to the surrounding community.




Page 39


Page 40

Data, Research and Evaluation Childcare Resource and Research Unit Definition of Data, Research and Evaluation: •

A strategy for collecting and analyzing basic data to monitor effects of policy and financing and to ensure accountability. • Research agenda to address key policy and program issues. • Evaluation of various approaches and innovations. • Regular review of progress towards goals.

The Children’s Services Division’s support of evidencebased planning and resource allocation is confirmed in its commitment to collecting data about the ELCC system as well as conducting ongoing research and evaluation. In 2009 Children’s Services completed a total of 27 evaluations and participated in the Ministry of Children and Youth Services Infant Development Program Review. The Child Care Subsidy program area is in the midst of conducting a major business process review, the goal of which is to determine what changes are needed to enhance the efficiency and effectiveness of the service provided by the Child Care Subsidy Team and to determine the optimal business processes that would support staff in continuing to deliver quality service to families. Evaluations that are conducted on annual basis by Children’s Services include: • •

• • • • • •

Children’s Centre’s Parent Satisfaction Survey Raising the Bar Participant Survey (ELCC programs, Home Child Care Agencies, Special Needs Agencies) Raising the Bar Peer Review Survey ELCC Advisory Committee and Child Care Special Needs Resourcing Annual Check-In Surveys Fall Focus Survey Home Child Care Parent Survey Home Child Care Caregiver Survey Child Care Special Needs Resourcing Annual Check-In


Page 41

Data, Research and Evaluation Collection of Data to Support Planning and Resource Allocation As the ELCC system manager, Children’s Services utilizes demographic data as well as ELCC system data such as the number and distribution of ELCC system spaces in Waterloo Region. A profile of the ELCC system is produced on a quarterly basis that includes Waterloo region-specific information on: • • • •

Number of children aged birth-12. Number and distribution of centre-based child care spaces. Number of home child care spaces by licensed agency. Distribution of licensed child care spaces by age category and percentage of children with access to a licensed child care space. • Cost of child care . • Child Care Subsidy Statistics. • Special Needs Resourcing Statistics. For a copy of the most recent profile, please see Appendix F.

Community Fit for Children One of the key data sources Children’s Services uses for planning purposes is A Community Fit for Children. The Community Fit for Children is a collaborative document that is produced by the Ministry of Children and Youth Services, The YMCA’s of Cambridge and Kitchener-Waterloo, the Ontario Early Years Centres, Region of Waterloo, The Alliance for Children and Youth, the United Way of Cambridge and North Dumfries and the United Way of Kitchener Waterloo. The data included in the report is collected from four main sources: 1. 2. 3. 4.

Early Development Instrument Kindergarten Parent Survey Integrated Services for Children Information System Statistics Canada 2006 and 2001 Census of Population.

The data contained in the report is organized by the 45 neighbourhoods that make up Waterloo Region. The report can be downloaded from: http://issuu.com/ckwymca/docs/a_community_fit_for_children


Page 42

Next Steps - Data, Research and Evaluation: •


•

Maintain current levels of ELCC and continue to build upon quality assurance measures and services. •

•

•

Involvement of partners and key stakeholders. Support the vision of a high quality, inclusive system for children and families (birth-12). Identification and involvement of key partners and stakeholders.


Develop a multi-year long term plan to sustain licensed early learning and child care services in Waterloo Region.


Page 43


Page 44

Conclusions — Final Summary As full-day early learning is implemented in Ontario over the next five years, it will have an impact on the viability of some licensed early learning and child care programs. In Waterloo Region, starting in September 2010, as 15% of schools begin to offer full day early learning for four and five year olds with an extended day option, approximately 1600 children will no longer require access to a licensed child care setting. The full impact of this loss of enrolment is yet to be felt in the community and may take several more years to be truly measured. As the availability of full day early learning is increased each year, the loss of four and five year olds will gradually erode the financial viability of child care operators. Further work and investigation needs to occur to look at all the causal factors in order to develop an effective stabilization strategy. Foremost in any future development in Waterloo Region will be the

elements of a high, quality inclusive early learning and child care system. Quality cannot be compromised for the most vulnerable citizens. The development of a multi-year plan to develop a system plan will be the primary focus for Children’s Services. Guided by a strong vision and principles the community will continue to work together to develop a way to make the early learning policy framework outlined in Our Best Future In Mind into a reality.

Quality Matters “Results from a number of studies demonstrate that child care quality matters. In fact, the importance of child care quality is one of the most robust findings in developmental psychology. Children who experience highquality care have higher scores on achievement and language tests, show better social skills and fewer behavioural problems [than children who experience low-quality care].” ~McCartney, 2004, p. 2


Page 45

Moving Forward with System Planning: Working Towards a High Quality, Inclusive Early Learning and Child Care System for Waterloo Region The table below shows the next steps in developing the Waterloo Region ELCC System Plan and the connections with the eight elements of quality.

•

•

•

Human Resources

•

Planning, Policy & Development

•

Financing

•

Data, research & evaluation

•

•

Physical locations & environments

Develop a multi-year system plan in consultation with partners and stakeholders that will support the development of a high quality, inclusive system of early learning and child care for Waterloo Region

Governance

Update Strategic Plan & Directions for Children’s Services Role as CMSM

Conceptual Framework

Infrastructure

Next Steps

•

•

Develop a vision of collaboration, shared services and resources that supports children and families in Waterloo Region Maintain current levels of ELCC and continue to build upon quality assurance measures and services

•

•

•

•

•

Develop a multi -year long term plan to sustain licensed early learning and child care services in Waterloo Region

•

•

•

•

•

Support the development and delivery of robust professional development activities based on evidence based practice and building knowledge and understanding around the early years. Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

•

Page 46

Bibliography Friendly, M. & Beach, J. (2005). Elements of a high quality early learning and child care system. Retrieved May 25, 2010 from www.childcarecanada.org. McCartney K. Current research on child care effects. In: Tremblay RE, Barr RG, Peters RDeV, eds. Encyclopedia on Early Childhood Development online. Montreal, Quebec: Centre of Excellence for Early Childhood Development; 2004: 1–5. Retrieved June 9, 2010 from http://www.excellence-earlychildhood.ca Outhit, J. (2008, January 16). Census shows region attracts natives. The Record. Retrieved January 16, 2008, from www.news.therecord.com. Pascal, C. (2009). With our best future in mind: Implementing early learning in Ontario. Retrieved May 25, 2010 from www.edu.gov.on.ca/earlylearning/background.html.


Page 47

Appendix A: ROWCAPS Terms of Reference


Page 48


Page 49

Appendix B: Region of Waterloo ELCC Advisory Committee Terms of Reference


Page 50


Page 51

Appendix C: Executive Summary from the Results of the Parent/Guardian Child Care Survey Report Working in collaboration with Public Health and the school boards, Children's Services invited parents and guardians who live in Waterloo Region and have children aged 0-12 to fill out a survey in Fall, 2005. The purpose of the survey was to gather information to assist in planning for the future of child care and related family support programs. The survey asked parents about their child care choices as well as their opinions and preferences regarding child care and related family support programs. A total of 1,748 parents/guardians responded to the survey. Respondents indicated that they prefer that family support programs such as child care be located either close to where they live or in or close to an elementary school. When seeking information about their child or updates on family support programs, respondents indicated that they most frequently consult family, friends or neighbours, followed by their child's school or teacher or the Internet. Respondents indicated that the family support programs they would like to see co-located include: preschool programs, parenting programs, the opportunity to talk to a health professional about their child's growth and development and a resource library. A slight majority of respondents indicated that they would use a licensed child care program for the times their child was not in school if the program was offered in or close to their child's school. Just over half of the respondents indicated that they were unaware of the child care fee subsidy program offered by the Region of Waterloo. However, knowledge of the fee subsidy program was greatest with respondents who fall into the lower household income ranges. A total of 698 (40.1%) respondents indicated that they do not use child care on a regular basis. The most frequently cited reason for not using child care was "my spouse/partner is a stay-at-home parent". Almost half of the respondents who do

not currently use child care on a regular basis indicated that they would consider using child care when or if they return to work or school. A total of 1,042 (59.9%) respondents indicated that they use child care on a regular basis, primarily due to full-time employment. Home child care was the most frequently selected child care arrangement, followed by child care centre. On average, families with one child aged 0-6 used 28.5 hours of child care per week, while families with two children aged 0-6 used a total of 37.2 hours of child care per week. On average, families with one child aged 0-6 reported paying an average of $125.11 per week and families with two children aged 0-6 reported paying an average total of $189.15 per week for child care. Respondents to the survey identified the following gaps to the child care system in Waterloo Region: high cost and lack of affordability transportation challenges and the need for child care programs to be located in or close to elementary schools lack of licensed child care spaces and long waiting lists, particularly for toddlers and infants, the need for flexible child care arrangements that accommodate parent work schedules, the need for a child care registry/ assistance with finding child care arrangements Stay-at-home parents raised the issues of lack of respect and financial support. The results of the survey will be used to inform future planning for the child care system in Waterloo Region.


Page 52

Appendix D: Executive Summary from the Results of the Francophone Parent/Guardian Child Care Survey Report This report presents the results of the Waterloo Region French Parent/Guardian Child Care Survey. The survey was conducted in December, 2005 to gather information to inform the Waterloo Region Best Start Implementation Plan.

child care located within their child's school as well as offering praise, suggestions and identifying concerns regarding their child care arrangements. Additionally, parents identified the need for greater access to affordable child care for younger children and emphasized the need and benefits of child care offered in French.

The survey was distributed to 90 parents/guardians who have a child attending Junior Kindergarten at one of Waterloo Region's four French language elementary schools. The survey yielded a return rate of 45.6% (41 surveys). The survey results show that parents prefer child care and family support programs to be located within or close to elementary schools, close to where they live or close to where they work. Parents also indicated that they would like to see family support services such as preschool programs, preschool speech language services, resource library and the opportunity to discuss their child's growth and development with a health profession co-located. On the survey parents most frequently reported using a child care centre, home child care provider and recreational programs for their child care arrangements. The survey did not ask parents to specify whether they currently access these services in French, English or another language. In addition to these arrangements, parents also share child care arrangements through varied work hours. Parents commented on the benefits/need to have Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

Page 53

Appendix E - June 2010 Edition of the Professional Resource Centre Newsletter


Page 54


Page 55

Appendix F: Profile of Waterloo Region Early Learning and Child Care System

Our Vision: Region of Waterloo has a vibrant, comprehensive system of early childhood education and care that supports the healthy growth and development of children in our community.

Within the Social Services Department, the Children’s Services Division plans and manages the local early learning and child care (ELCC) system, focusing on the integration of government initiatives, inter-agency coordination, and the development of new programs and services. The Children’s Services Division’s responsibilities include: planning and allocating funding for local services; •

The Region of Waterloo Social Services Department and its many community partners plan and deliver a variety of human services that support individuals and families in Waterloo Region. These services are designed to help residents enhance their participation in the community and ultimately improve their quality of life.

•

•

March 2010

The Children's Services Division also provides an administrative function that oversees the policies, procedures and funding relationships with the province and the child care community, including purchase of service agreements and the distribution of funding for wage subsidy, pay equity and grants.

providing leadership in the development and delivery of quality programs; and the direct operation of services including five Children’s Centres, a licensed Home Child Care agency, an Infant and Child Development program, and the Child Care Subsidy program.

Role of Region of Waterloo Children’s Services Division

Profile of the Waterloo Region Early Learning and Child Care System

Page 56


PA GE 5 7

PROF ILE OF TH E W A TERLOO REGI ON EA RLY LEA RNI NG AND CHILD CA RE SYSTEM

Children Aged 0-12 and Licensed Child Care Spaces

Under 1 year 5,920

1 Year 5,930

2 Years 5,915

3 Years 5,565

Source: Statistics Canada, 2006 Census

4 Years 5,930

Table 2: Age Categories, Staff to Child Ratios and Maximum Group Sizes for Centre-Based ELCC Programs in Ontario Infant (under 18 months)

5 Years 43,265

6-12 Years 78,060

Total

Toddler (18-30 months) Preschool (2.5-5 years) JK (44 months-67 months as of August 31 of the year) SK (56 months-67 months as of August 31 of the year) School Age (68 months as of August 31 of the year up to and including 12 years)

SK 2% JK 15%

School Age 25%

Preschool 43%

Infant Toddler 3% 12%

Figure 1: Distribution of CentreBased Spaces by Age

1:12

1:10

1:8

1:5

3:10

Staff:Child Ratios

30

24

20

16

15

10

Max. Group Sizes

191

3,045

806 Preschool

7, 001

1,794

149

1,016

Total

School-Age

SK

JK

Toddler

Infant

Table 3: Number of Centre-Based Spaces

Centre-Based ELCC Programs As of January, 2010 there were 128 licensed centre-based ELCC programs in Waterloo Region. The distribution of the spaces by age is shown in Figure 1 and in Table 3 below.

1:15

Day Nurseries Act Licensed ELCC programs in Ontario are regulated by the Day Nurseries Act. As shown in Table 2, the Day Nurseries Act defines age categories of children, staff to child ratios and maximum group sizes.

5,535

Table 1: Number of Children Aged 0-12 in Waterloo Region

Number of Children Aged 0-12 According to the 2006 Census, there were 34,795 children aged 0-5 living in Waterloo Region and a total of 78,060 children aged 0-12. Table 1 shows the distribution of children aged 0-12 living in Waterloo Region.

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JA NUA RY 2 01 0

PA G E 58

Children Aged 0-12 and Licensed Child Care Spaces (continued from page 2)

Wee Watch - Kinder Day Care Services Inc.

Wee Watch - Galt Day Care Services Inc. 125

150

100

Number of Spaces

Wee Watch - Reid Day Care Services 1,733

Preschool

Toddler

Infant

4-5 years

3 years

2 years

0-1 years

6-12 years

Subtotal

JK/SK

School Age Total

43,265

34,795

11,465

5,565

5,915

11,850

64,165

35,564

28,601

9,424

4,574

4,862

9,741

9,109

3,049

6,059

1,550

3,290

985

233

14%

9%

21%

16%

72%

20%

2%

1 Statistics Canada, 2006 Census 2 Centre Based Spaces: As of March 31, 2010. Home Based Spaces: Calculations based on the Region of Waterloo Home Child Care caseload as of January 12, 2010. Wee Watch estimates are based on the Region of Waterloo Home Child Care caseload as of January 12, 2010.

78,060

Table 5 : Distribution of Licensed Child Care Spaces by Age Category and Percentage of Children with Access to a Licensed Child Care Space Number of % of Children 82.2% of Age Ages # of Licensed who have Category Included Children in the total # of Children Child Care Access to a Waterloo Spaces2 Licensed Child Region1 Care Space

Access to Licensed Child Care Out of the 78,060 children aged 0-12 that live in Waterloo region, 34,795 are between the ages of 0-5. A total of 82.2% of families with children aged 0-6 participate in the labour force1. This implies that 28,601 children aged 0-5 require some form of non-parental care for at least part of the day. Table 5 shows the distribution of Licensed Child Care Spaces by Age category and the percentage of children with access to a licensed child care space.

Region of Waterloo – Home Child Care

Table 4: Licensed Home Child Care Agencies

Home-Based ELCC Programs Licensed Home Child Care is care provided in approved private homes, for a maximum of five children. Standards of quality care are set by the Ministry of Children and Youth Services under the Day Nurseries Act. As seen in Table 4, as of January, 2010 there were four licensed Home Child Care agencies in Waterloo Region.

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PA GE 59

PROF ILE OF TH E W A TERLOO R EG I ON EA RLY LEA RNI NG AND C HIL D CA RE SYSTEM

Cost of Early Learning and Child Care Table 6 presents the range and average costs associated with each of the age categories for centre-based care. Table 7 on page five shows the fee schedule for the Region of Waterloo’s licensed Home Child Care Program. It should be noted that in order to access Region of Waterloo’s Home Child Care program, parents must qualify for child care subsidy. Parents who do not

qualify for subsidy but still would like to use licensed home-based child care can do so through Wee Watch, licensed home child care agencies or by contracting privately with a caregiver working with a licensed home child care agency. The Wee Watch agencies use a different fee schedule than the one listed on page five.

Table 6: 2009 Rate Schedule* for Centre Based Child Care Programs Scheduled Hours 6 or more hours Less than 6 hours 6 or more hours Less than 6 6 or more hours 4 to 6 hours Less than 4 hours 6 or more hours 4 to 6 hours 2 to 4 hours Less than 2 hours

Lowest Rate Highest Rate Average Rate Infant Rates (0-17 months) $43.00 $57.33 $50.17 $33.13 $35.04 $34.09 Toddler Rates (18 months—3 years) $26.05 $45.39 $35.72 $9.40 $37.61 $25.51 Preschool Rates (Aged 3– 5.11 years) $20.00 $45.74 $32.87 $10.62 $34.00 $22.31 $7.45 $28.50 $17.98 JK/SK Rates (Ages 4—5 years) $21.50 $43.00 $32.25 $12.35 $34.00 $23.18 $8.45 $28.50 $18.48 $7.81 $15.00 $11.41 School Age (6 years and older) $21.57 $40.00 $30.79 $10.42 $27.75 $19.09 $7.00 $20.00 $13.50 $2.00 $13.75 $7.88

*Source: The rates presented in the table above were taken from the per diem costs of the 93 Child Care Programs who contract with the Region to provide care to children receiving a child care subsidy. The list is not inclusive of all of the programs in the Region. Actual rates may be higher or lower.

6 or more hours 4 to 6 hours 2 to 4 hours Less than 2 hours

Page 59


JA NU ARY 2010

Cost of Early Learning and Child Care (continued from page 4)

P AG E 60

Table 7*: Region of Waterloo Home Child Care Rates (Rates per day per child)

15-18 hours

18-23 hours

$34.00

$50.00

$70.00

Handicapped/ Resource Rate $1.50

$6.00

Supplements

12-15 hours Weekday Early Morning & Evening Rate (after 6:30 pm/ before 6:30 am)

9-12 hours $28.50

$31.00

7-9 hours $21.00

$3.00

4-7 hours $14.00

Weekend Supplement (from midnight Friday to midnight Sunday)

2-4 hours

Under 2 hours $10.00 *Table 7 represents fees paid to Caregivers and does not include the administrative costs of operating the program (e.g., staffing, supervision, recruitment and training).

Child Care Subsidy

$50,000

$40,000

$30,000

$666.67

$416.67

$166.67

$83.33

SK

JK

Preschool

Toddler

Infant

326

402

689

364

170

2,771

820 Total

School-Age

Table 9: Average Number of Children Receiving a Child Care Subsidy in 2009*

Child Care Subsidy is a program that provides financial assistance with child care costs to families who are working, attending school or needing a child care placement for their child with special or social needs. Subsidies are available for children age 0-12 to attend either licensed child care centres or licensed home child care programs. Financial eligibility is determined by a Provincial Income Test and a family may be eligible for either a full subsidy (they do not pay towards the cost of child care) or a partial subsidy (they pay a portion of the child care cost). A family is financially ineligible when their parent contribution, as determined by the Income Test, is more than the cost of child care. Table 8 below shows the parent contribution by income and Table 9 shows the average number of children receiving a child care subsidy in 2009 by DNA age category.

$60,000

$916.67

Table 8: Parent Contribution by Income Net Adjusted Monthly Parent Fee for Income Subsidized Families $20,000 $0

$70,000

*Does not include December 2009

Page 60 Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in Waterloo Region

Supporting Children with Special Needs to Attend Licensed Child Care The Region of Waterloo funds a partnership of seven local child care special needs resourcing programs to create an integrated service system model to meet the needs of children in licensed child care settings.

Infant 5%

Toddler 11%

Preschool 42%

assessments; consultations; workshops; in-services; assistance adapting programs and equipment; as well as additional classroom support to support full inclusion. Services are provided by Resource Consultants, Early Learning and Child Care professionals, Psychologists, Kinesiologist, Physiotherapists, Occupational Therapists and Speech-Language Pathologists. Special Needs Access Point (SNAP) A key feature of the special needs system is a central access point that provides information to families regarding available local services and supports (Special Needs Access Point -SNAP). SNAP is designed to be a referral point for parents and professionals who have a developmental concern about a child aged 0–6 who attends a licensed child care program.

Table 10: Number of Children Receiving Special Needs Resourcing Services

Preschool

Toddler

Infant

522

786

216

100

# of Children Supported

JK

287

Age Category

SK

If you have questions or would like an alternate format of this report (e.g., large text) please contact Kelly Buxton, Social Planning Associate at 519 575 4757 extension 5402, email: [email protected] or TTY: 519-883-2428.

JK 27%

SK 15%

Figure 2: Distribution of 2009 Special Need Resourcing Services by Age of Child

Special Needs Resourcing Service Statistics In 2009, the CCSNRP provided support to 1,911 children to enable them to attend a licensed child care program, meaning that 21% of children attending licensed child care received some form of special needs resourcing services.

The Child Care Special Needs Resourcing Partnership (CCSNRP) works together to create and support the capacity of Waterloo region licensed child care programs in identifying and meeting the needs of children with special needs. The CCSNRP vision is “All children and their families can participate in quality inclusive child care services”. The CCSNRP is comprised of the following seven agencies: • Community Living Cambridge – Preschool Services; • Developmental Services Access Centre – Preschool Assessment Services; • Elmira District Community Living – Preschool Services; • Family and Children’s Services – Preschool Support Program; • KidsAbility – SPOT and ECE Outreach Services; • kidsLINK – Preschool Support Services; and • K-W Habilitation Services – Preschool Outreach. Services and supports provided by member agencies to licensed child care programs include:

Page 61



Page 62

For more information or to request this report in alternative formats (e.g., large text) please contact: Nancy Dickieson, Director, Children’s Services Telephone: 519-883-2177 Email: [email protected]

Region of Waterloo Children’s Services 2010 Stabilization Strategy Addendum to the 2010 Children’s Services Service Plan

Developing a High Quality, Inclusive Early Learning & Child Care System for Children & Families in WaterlooPage Region

Introduction This stabilization strategy for licensed early learning and child care (ELCC) programs in Waterloo Region has been developed in consultation with community stakeholders. It is being submitted for approval as a short term plan for 2010. This strategy provides four areas of focus for the funding allocation: 1. Minor capital grants for renovations to physical environments to convert to younger age groupings. 2. Furnishing and equipment grants for classrooms converting to a younger age grouping. 3. Funds to support ongoing knowledge and best practice to ensure high quality standards are maintained. 4. Staffing support for coordination of Early Learning Program (ELP) services. This strategy is an addendum to the Children’s Services, Service Plan for 2010 and is written as a complementary document. Creating a plan to stabilize the licensed ELCC services provided in Waterloo Region in response to the

impact of full-day ELP is a complex task. There are challenges and barriers in the stabilization of the licensed ELCC services and system. In order to develop a meaningful and responsive plan for our community, the Region of Waterloo Children’s Services, as the Consolidated Municipal Service Manager (CMSM), has taken the approach of a short term strategy for 2010 to address immediate pressures and begin the development of a multiyear strategy. This multi-year strategy will be incorporated into a broader vision of the Children’s Services system plan that builds upon the great work and collaboration in this community. Furthermore, this strategy ensures we are continuing to work towards building a high, quality ELCC system for the children and families of Waterloo Region.

Page 2

System Overview Profile of Waterloo Region’s Children Number of Children Currently in Waterloo Region Waterloo Region continues to see its youngest residents make up a sizable portion of the community’s population. According to the 2006 Census, there were 35,100 children birth up to age six living in Waterloo Region (see Figure 1 [on the following page] for a map showing the number of children birth up to age six by neighbourhood). Furthermore, there is a total of 78,925 children birth to age 12 in Waterloo Region. Table 1 shows the distribution of children by age living in Waterloo Region.

Table 1: Number of Children Birth to 12 in Waterloo Region

Under 1 year

1 Year

2 Years

3 Years

4 Years

5 Years

6 - 12 Years

Total Birth - 12

5,930

5,825

6,035

5,665

5,895

5,750

43,825

78,925

Data provided by Planning and Community Resources, Region of Waterloo, June 3, 2010 using 2006 Census data

Page 3

Figure 1: Children Birth to Age Six in Waterloo Region

Page 4

Growth Projections for Future Years Census data also indicates that over time the number of children in Waterloo Region is expected to steadily increase. The biggest projected increase in number of children birth up to age six is anticipated to occur between the years of 2016 and 2021 (see Table 2). Immigration/Migration Rates Waterloo Region is one of the communities in Canada with the largest immigrant population. According to the 2006 Census, 22.2% of the people living in Waterloo Region were immigrants to Canada. Furthermore, 2006 Census data also revels that 4.1% of Waterloo Region’s population were new to Canada within the previous five years. Of this new to Canada group, 3.6% were families (A Community Fit for Children [CFC], Second Edition [2009] – see page 42 in the Children’s Services 2010 Service Plan, for more information on this report). Economic Challenges of Children and Families Economic security is a factor that is often examined in attempting to understand the vulnerability of children and families. The 2006 Census indicates that 12.8% of children less than six years of age in Waterloo Region were considered to be living in low income. However, in addition to considering low income, a Neighbourhood Economic Security Index (NESI) score has also been created locally to better understand the economic security of families in Waterloo Region. These neighbourhood-level scores combine data on unemployment rate, low income families, education, family structure, rental housing and home spending. Figure 2 (on the following page) contains a map of the 45 neighbourhoods in the region and their NESI score from 2007. A higher NESI score indicates more families are living with significant economic challenges. NESI scores have been utilized in in both CFC editions, and in comparing the data, fewer neighbourhoods seem to be scoring in the lowest and highest categories. No one neighbourhood in Waterloo Region is classified as “low-income” (more than 40% of residents are living below the Low Income Cut-off). Rather than a cluster of families experiencing significant economic challenges, in Waterloo Region, these families dealing with economic challenges are spread out across many neighbourhoods.

Table 2: Growth Projections for Children in Waterloo Region Age

2006

2011

2016

2021

2026

2031

Birth – 6

41,035

42,073

44,768

49,260

52,853

54,297

Birth – 12 78,925

79,479

84,381

90,926

98,802

103,491

Data provided by Planning and Community Resources, Region of Waterloo, May 31, 2010 using 2006 Census Data Page 5

Figure 2: Neighbourhood Economic Security

Note: neighbourhoods are numbered according to the CFC neighbourhood numbering, not NESI scores.

Page 6

Availability Licensed Early Learning and Child Care in Waterloo Region – Centres

As of May 2010, there were a total of 7001 licensed centre-based spaces in Waterloo Region.

As of May, 2010 there were 128 licensed centre-based ELCC programs in Waterloo Region (see Figure 4 on the following page for a map of all licensed centre-based ELCC programs). Centre-based ELCC programs in the community include non-profit, commercial and municipal operations. These operators may run single-site or multi-site

programs, on a full-day or part-day basis. Almost all programs support children with special needs, and four programs provide Francophone-specific programming (see page 19 in the Children’s Services 2010 Service Plan for more information on Francophone services). As of May 2010, there was a total of 7,001 licensed centre-based spaces in Waterloo Region (see Figure 3 for the distribution of centre-based spaces by type of care).

Figure 3: Distribution of Centre-Based Spaces by Type of Space School-Age 26%

Infant 3%

Toddler 12%

SK 2% JK 15%

Preschool 42%

Page 7

Figure 4: Licensed Centres in Waterloo Region

Page 8

-R ei d

(6 % )

in de

-K

W at ch

W at ch

W ee

W ee

W ee

As of May 2010 there were four licensed Home Child Care agencies in Waterloo Region offering 2,108 spaces to children birth to 12 years of age.

W at ch

-G al t

(5 % )

r( 7% )

Licensed Early Learning and Figure 5: Distribution of Home-Based Spaces by Agency Child Care in Waterloo Region – Home Child Care Licensed Home Child Care is care provided in approved private homes, for a maximum of five children in addition to the caregiver’s own children. The program can be available seven days a week, 24 hours a day. Children (many of them infants and toddlers) receive quality care in a nurturing environment in the home of a caregiver who meets the Region of Waterloo 82% established criteria of a licensed agency, as well as the standards set by the Ministry of Children and Youth Services under the Day Nurseries Act. As of May 2010 there were four licensed Home Child Care agencies in Waterloo Region offering 2,108 spaces to children birth to 12 years of age (see Figure 5 for the distribution of home-based spaces by agency).

Page 9

Access Available Spaces for Number of Children Out of the 78,925 children aged birth to 12 that live in Waterloo Region, 35,100 are between the ages of birth up to age six. A total of 82.2% of families with children aged birth to six participate in the labour force1. This implies that 28,852 children aged birth to six require some form of nonparental care for at least part of the day. Table 3 shows the distribution of licensed child care spaces by age and the percentage of children with access to a licensed child care space.

Table 3: Distribution of Licensed Child Care Spaces by Age and the Percentage of Children with Access to a Licensed Child Care Age Category

Age(s) Included in Count

Infant

Under 1 year, and 1 year

Toddler

2 years

Preschool

3 years

JK/SK

4 and 5 years

82.2% of the Total # of Children

Number of Licensed Child Care Spaces2

11,755

9,663

233

2%

6,035

4,961

985

20%

5,665

4,657

3,290

72%

11,645

9,572

1,550

16%

35,100

28,852

6,059

21%

43,825

36,024

3,049

8%

78,925

64,876

9,109

14%

# of Children in Waterloo Region1

% of Children who have Access to a Licensed Child Care Space

Subtotal School Age

6 – 12 years

Total

1

Statistics Canada, 2006 Census Centre Based Spaces: As of March 31, 2010. Home Based Spaces: Calculations based on the Region of Waterloo Home Child Care caseload as of January 12, 2010. Wee Watch estimates are based on the Region of Waterloo Home Child Care caseload as of January 12, 2010.

2

Page 10

Affordability Cost of Early Learning and Child Care The cost of licensed care can vary across programs and type of care (e.g., infant vs. preschool). Table 6 (on the following page) presents the range and average costs associated with each of the age categories for centre-based care. Tables 7 a and b (on the following page) shows the fee schedule for the Region of Waterloo’s licensed Home Child Care Program. It should be noted that in order to access the Region of Waterloo’s Home Child Care program, parents must qualify for child care subsidy. Parents who do not qualify for subsidy but still would like to use licensed home-based child care can do so through Wee Watch licensed home child care agencies or by contracting privately with a caregiver working with a licensed home child care agency. The Wee Watch agencies use a different fee schedule than the one listed in Tables 7 a and b. Child Care Subsidy Child Care Subsidy is a program that provides financial assistance with child care costs to families who are working, attending school or needing a child care

placement for their child with special or social needs. Subsidies are available for children birth to age 12 to attend either licensed child care centres or licensed home child care programs. Financial eligibility is determined by a Provincial Income Test and a family may be eligible for either a full subsidy (they do not pay towards the cost of child care) or a partial subsidy (they pay a portion of the child care cost). A family is financially ineligible when their parent contribution, as determined by the Income Test, is more than the cost of child care. Table 4 (below) shows the parent contribution by income and Table 5 (below) shows the average number of children receiving a child care subsidy in 2009 by age category. Table 4: Parent Contribution by Income Net Adjusted Income

Monthly Parent Fee for Subsidized Families

Table 5: Number of Children Receiving Subsidy Age Category

Number of Children

Infant

170

Toddler

364

Preschool

689

$20,000

$0

$30,000

$83.33

$40,000

$166.67

JK

402

$50,000

$416.67

SK

326

$60,000

$666.67

School Age

820

$70,000

$916.67

Total

2771 Page 11

Table 6: 2009 Rate Schedule* for Centre Based Child Care Programs Scheduled Hours

Lowest Rate

Highest Rate

Average Rate

Infant Rates (0-17 months)

Table 7a*: Region of Waterloo Home Child Care Rates (per day per child) Hours per Day

6 or more hours

$43.00

$57.33

$50.17

Less than 6 hours

$33.13

$35.04

$34.09

Toddler Rates (18 months—3 years)

Daily Rate

18 – 23 hours

$70.00

15 – 18 hours

$50.00

12 – 15 hours

$34.00

6 or more hours

$26.05

$45.39

$35.72

9 – 12 hours

$31.00

Less than 6

$9.40

$37.61

$25.51

7 – 9 hours

$28.50

Preschool Rates (Aged 3– 5.11 years)

4 – 7 hours

$21.00

6 or more hours

$20.00

$45.74

$32.87

2 – 4 hours

$14.00

4 to 6 hours

$10.62

$34.00

$22.31

Under 2 hours

$10.00

Less than 4 hours

$7.45

$28.50

$17.98

JK/SK Rates (Ages 4—5 years) 6 or more hours

$21.50

$43.00

$32.25

4 to 6 hours

$12.35

$34.00

$23.18

2 to 4 hours

$8.45

$28.50

$18.48

Less than 2 hours

$7.81

$15.00

$11.41

*Table 7a represents fees paid to Caregivers and does not include the administrative costs of operating the program (e.g., staffing, supervision, recruitment and training).

Table 7b*: Region of Waterloo Home Child Care Supplement Rates (per day per child) Supplements

School Age (6 years and older) 6 or more hours

$21.57

$40.00

$30.79

4 to 6 hours

$10.42

$27.75

$19.09

2 to 4 hours

$7.00

$20.00

$13.50

Less than 2 hours $2.00 $13.75 $7.88 *Source: The rates presented in the table above were taken from the per diem costs of the 93 Child Care Programs who contract with the Region to provide care to children receiving a child care subsidy. The list is not inclusive of all of the programs in the Region. Actual rates may be higher or lower.

Handicapped/Resource Rate

$6.00

Weekday Early Morning and Evening Rate Weekend Supplement (from midnight Friday to midnight Sunday)

$1.50 $3.00

Page 12

ELP Impact

The Early Learning Program (ELP) is a phased-in, full-day, every day program in elementary schools for children ages four and five attending Junior or Senior Kindergarten.

Waterloo Region has many children and families in the community accessing a variety of care arrangements. For years, the only option parents have had for licensed full-day early learning and care has been through a child care placement. However, a new chapter in early learning and care is about to be written. On October 27th, 2009 Premier McGuinty announced that Ontario would be moving ahead with a full-day early learning program (ELP). ELP is a phased-in, full-day, every day program in elementary schools for children ages four and five attending Junior Kindergarten (JK) or Senior Kindergarten (SK). The new full-day ELP is operated by local Boards of Education under the guidance of the Ministry of Education, and includes approximately 15% of all Kindergarten classrooms in Waterloo Region in the first phase (Phase One). Phase One is set to roll out September 2010 with full implementation 2015-2016. Waterloo Region, along with other Ontario communities, has had to move quickly to prepare for the implementation of Phase One ELP.

Page 13

Phase One Site Selection

Seven selection criteria were provided by the Province for use by School Boards in selecting Phase One ELP schools

Selection of Sites Local school boards had one month (November 2009) to put forward a listing of recommended school sites for ELP Phase One. Representatives from the Waterloo Region District School Board (WRDSB) and the Waterloo Catholic District School Board (WCDSB) worked together in consultation with Children’s Services to determine their recommended sites for Phase One ELP (see page 16 in the Children’s Services 2010 Service Plan for more information on working with school boards). Children’s Services provided information to the school boards on: • The location of licensed early learning and child care (ELCC) centres. • Identification of which ELCC centres were within two kilometres (10 kilometres for rural sites) of their proposed sites (see Figure 6). • Neighbourhood vulnerability information from CFC (see Figure 7). Selection Criteria The following seven selection criteria were provided by the Province for use by school boards in selecting Phase One ELP schools.

The first two criterions were mandatory, and the additional five were to be used as additional points of consideration: 1. Schools where all JK/SK classes in 2010-11 can comply with the new ELP model (mandatory). 2. 2010-11 ELP classrooms should be new full-day JK/SK classrooms (mandatory). 3. Availability of space: • Without new capital construction or renovation. • Schools that are anticipated to remain open over the next five years. 4. Located in communities serving low-income families. 5. Minimal impact on existing child care and early years programs. 6. Schools where students would benefit significantly from the increased learning opportunities offered by ELP. 7. Community and school readiness to implement. In addition to the above criteria, school boards were asked to consider the needs of students, parents and communities, input from CMSM’s and Best Start Networks as well as input from coterminous School Boards.

Page 14

Figure 6: Radius Areas for Phase One Schools

Page 15

Figure 7: Vulnerable Neighbourhoods in Waterloo Region Legend Blue Communities: Moderate to high percentage of children (9.3% 16.2%). Triangle Communities: High percentage of children scoring low on 2 or more EDI domains (23.3% or greater) or high percentage of children with scores on the Multiple Challenge Index (14.8% or greater). Black Boarder Communities: Moderate to low-economic security (NESI score of 3-6 ). Black Square Communities: Moderate to high percentage of children ‘at risk’ according to the Parkyn post-partum screening tool (16.6% or greater). Data gathered from A Community Fit for Children, Second Edition (2009).

Page 16

Phase One Schools School boards were required to submit their final recommendations to the Ministry of Education (EDU) by November 30, 2009. School boards received confirmation of 21 Phase One schools from EDU on January 12, 2010. Figure 8 lists the 21 schools that will house the 63 ELP classrooms for approximately 1,600 four and five year olds in Phase One ELP. Readers will note that in all but two case (Ryerson Public School and ÉÉC Cardinal-Leger) the schools selected did not have on-site child care. Figure 8: Phase One ELP Schools

Page 17

Stakeholder Input

The Child Care Network of Waterloo Region (CCNWR) is comprised of operators, managers, directors and supervisors from the licensed early learning and child care community.

Once the Phase One ELP sites became public information the ELCC community was poised to consider and provide input into the anticipated impacts of ELP. At the January 14th, 2010 Child Care Network of Waterloo Region (CCNWR) meeting, members were asked to respond to several questions regarding potential impacts of ELP on early learning and child care centres throughout Waterloo Region, as well as some potential strategies for addressing these impacts. Specifically, CCNWR members were asked to provide suggestions and comments of potential areas of impact in relation to: • finances, operations (e.g., space); • human resources (e.g., staffing); and • general impacts. Their responses were grouped into the four themes of financial, operational, human resources and other. Page 18

Secondary Impact Analysis ELCC Impact Survey Using the two kilometre radius established by the Province, approximately 60 licensed ELCC centres were potentially impacted by Phase One ELP sites. Children’s Services surveyed all licensed ELCC programs in order to gain a better understanding of the potential ELP impacts across the system. In January 2010, a 20-question electronic survey was sent out to all ELCC programs in Waterloo Region (see Appendix A for a copy of the survey). Almost all (95%) ELCC programs participated in the survey. The main concerns that emerged from the data collected aligned closely with the concerns expressed in the CCNWR consultation (see Appendix B for a full summary). Just over half indicated they were working on plans to reduce the impact and most programs in close proximity anticipated an impact on their enrolment (see Table 12 for percentages). Table12: ELCC Anticipated Impacts of ELP and Planning to Reduce Impact Identified ELCC Sites Other ELCC Sites •

57% anticipated that full day ELP will impact on their enrolment for September 2010.

•

26% anticipated that their enrolment would be impacted in September 2010.

•

52% indicated that they are working on plans such to reduce the impact of the ELP on their programs.

•

53% indicated that they are working on plans to reduce the impact of the ELP on their programs.

Additional analysis of the survey data revealed that of the 106 centres that were within five kilometres (10 kilometres for rural sites) of at least one ELP Phase One school: • 92 centres anticipated some ELPrelated revenue loss or were unsure of revenue loss. • 87 of these centres currently had JK/SK and/or preschool age children enrolled. • 60 of these centres were non-profit or municipal operations.

Page 19

Region of Waterloo Children and Parent’s Services Committee (ROWCAPS) Feedback In March, 2010 Children’s Services collected feedback from ROWCAPS (local Best Start Network) on the potential impacts of ELP (see page 14 in the Children’s Services 2010 Service Plan for more information on ROWCAPS). The information collected from ROWCAPS aligned with impact data collected from the ELCC community and the CCNWR.

Summary of Findings Five main areas of potential impact have consistently emerged during our consultations. These five areas of concern are: 1. Human resources 2. Financial 3. Physical environments 4. Special needs 5. Child care needs A discussion of worries, concerns and anxieties circulating in the ELCC system about the anticipated impacts of ELP are outlined on the right.

1. Human Resources Shortage of early childhood educators – the community has identified that finding replacement and/or substitute early childhood educators (ECEs) is an on-going challenge. The addition of the ELP, and the many ECEs that will be required to work in that program, will put additional strain on ELCC system. Retention of early childhood educators – many students trained in early childhood education do not end up working in the ELCC field, or do so only for a short period of time. This move out of the field is often related to low wages. The anticipated hourly wage for ECEs working in ELP will be around $24.00. Many ECEs will find that this wage is significantly higher than their current income, and in turn, many excellent ECEs are expected to leave the ELCC field for ELP. Wage grants, and pressure – Each year the Region provides $7,308,647 in Wage Subsidy grants to licensed child care operators to enhance the salaries of eligible child care staff. Wage subsidies are cost shared on an 80/20 basis between the Province and the Region. Expansion in licensed child care spaces puts Page 20

pressure on the finite amount of funding the Region receives from the Province. Currently there is a $1.2 M funding shortfall in wage subsidy grants. The funding shortfall continues to grow as spaces are created to meet the demand for licensed child care. 2. Financial Decline in enrolment of four and five year olds – approximately 1,600 four and five year olds are expected to enter ELP in September 2010. Many of these children have, or would have, received care from the licensed ELCC system. The loss of income for programs loosing these children will be significant in some cases.

with typical renovations (e.g., modifying washrooms, putting up new walls) can be significant. Equipment – in addition to building renovations, some programs will also need new and/or different equipment to work with younger children. Viability – as the community looks at the potential impacts of Phase One ELP it is important to consider the future impacts of Phases Two to Five. Some programs may continue to struggle financially with each new phase of ELP and in the end not be viable.

Per diem challenges - fiscal restraint for purchased services on behalf of subsidy Increased costs to operate younger age eligible children has resulted in a growing gap groups – many ELCC programs have used the income from their JK/SK (four and five year between actual per diem rates for operators and the rates paid on behalf of subsidy eligible olds) spaces to supplement the costs of families and children. In 2010 the gap between operating their infant and/or toddler program. The loss of these older child spaces will result an operators actual per diem rate and the rate paid for placement of a subsidized child in increased costs to operate younger age continues to grow. Preliminary estimates show groups. a shortfall of $500,000 in this area. Operators Renovation costs – in order to serve younger are committed to enrolling subsidy eligible children which can place additional pressure on children in place of four and five year olds, their financial viability. many programs need to make physical changes to their building. The costs associated Page 21

3. Physical Environments Facility may not lend itself to renovations – some programs operate out of rental buildings or schools. In these cases, physical changes to the building may not be possible, thus decreasing or eliminating a program’s ability to serve younger children. Limited space – there may be operators that are open to expanding their program to serve a younger age group, but may be limited in the physical space in which to expand. Collocation with school — ELCC programs that are directly on site with an ELP school will find that they will not have four and five year olds enrolled in their program. Additional costs of offering a toddler or infant programs will affect their financial viability.

Transition to School – in the past, children with special needs may have remained in an ELCC setting for their JK and/or SK years to allow for further maturity. Elimination of these classrooms in ELCC settings will result in an increase in pressures for ELP classrooms. Children who cannot be accommodated within ELP schools due to needs – in some cases, schools offering ELP may not be adequately prepared to support some children with significant special needs (at least in Phase One). Several in the ELCC community are concerned about the potential lack of early learning opportunities for these children.

4. Special Needs Supports available – in the licensed ELCC system, children with a developmental concern have access to the Child Care Special Needs Resourcing Partnership (CCSNRP). This partnership of seven special needs agencies ensures that all children with special needs can participate in licensed ELCC programs and that they receive the supports they need (see page 16 in the Children’s Services 2010 Service Plan for more information). As ELP rolls out over time, the number of four and five year old children with special needs requiring support through the education system will grow. Page 22

5. Child Care Needs

Licensed home child caregivers can provide care in their home 24 hours a day, and some offer care on any of the seven days of the week.

Parent’s work/school hours – ELP is expected to run between the core hours of 9:00am – 3:00pm with the option of extended hours (provided there is sufficient demand). Some parents however, will have work and/or school hours that extend beyond the ELP day and extended hours. Parents may find that the ELP hours do not cover their work and/or school hours if their school does not offer the extended day portion of the program. Home Child Care hours of operation – licensed home child caregivers can provide care in their home 24 hours a day, and some offer care on any of the seven days of the week. Some in the community wonder with the lack of children requiring day time hours, will the program soon be used primarily for non-traditional hours. In this case, caregiver recruitment may be a challenge. Page 23

Support Strategies—A Community Plan 2010 Short Term Strategies 1. Community Involvement/Solutions ELP means a change for the ELCC and education systems. Many changes will be positive for the children and families that live in our community, and at the same time it is important to anticipate the challenging impacts and mitigate them through community strategies and solutions. The first step in our planning has been to listen and gather input, and the next step has been the creation of a stabilization plan. Impact Surveys Children’s Services have consulted with the ELCC community, the Child Care Network of Waterloo Region (CCNWR) as well as the Region of Waterloo Children and Parents Services Committee (ROWCAPS). The data that emerged from these consultations has helped to provide a sense of the potential impacts and provides valuable information on how and where the community could benefit from stabilization support.

Development of a Phase One Stabilization Plan In May 2010, Children’s Services received confirmation from MCYS of one-time funding to help offset the impact of ELP when Phase One rolls out in September 2010. This stabilization funding was meant to assist licensed ELCC operators with mitigating the possible impact of Phase One ELP, and allocation was to be guided by the following principles: • Funding should be used to support the viability of child care operators that were identified to be impacted by Phase One of ELP implementation in September 2010. • Funding is to support the refocusing of child care services for children birth to four yeas old, as four and five year olds move to the ELP from child care. • Funding should focus on the needs of children and families in the community rather than operators and is not to be used for system expansion. • Consistent with previous ministry investments, minor capital funds are available only for not-for-profit child care centres. • Funding should be prioritized for centres that do not have the capacity to access funds through other means. • Funding should be prioritized for those communities and neighbourhoods at greatest risk of losing a significant portion of their licensed child care capacity.

Page 24

The Region of Waterloo received $35,100 in minor capital funding to assist programs with renovations, and $207,800 in operating funding, for a total amount of $242,900 stabilization funding.

A system made-up of a series of linked elements is the best way to ensure that high quality Early Learning and Child Care programs are the norm.

Region of Waterloo Children’s Services has based service and system development on best practice and research (see page eight in the Children’s Services 2010 Service Plan for more information). The primary guide used in planning and development has been the eight elements of a high quality early learning and child care system as outlined in the Childcare Resource and Research Unit’s Quality by Design document written by Martha Friendly and Jane Beach (2005). The Childcare Resource and Research Unit asserts that the barriers to achieving high quality within ELCC programs are frequently factors that are determined by public policy such as compensation and training of staff; as well as staff to child ratios. As such, a high quality ELCC system provides the necessary foundation to support ELCC programs in providing high quality early learning and care. The Childcare Resource and Research Unit have identified eight elements of a high quality ELCC system (see Figure 9). Page 25

Adapted from Friendly and Beach (2005).


Page 26

•

The Region of Waterloo received $35,100 in minor capital funding to assist programs with renovations, and $207,800 in operating funding, for a total amount of $242,900 stabilization funding for 2010.

The top priorities for use of the funding relate to the following categories: • Physical environments. • Knowledge. • Human resource costs.

Stakeholder Consultation ROWCAPS At the May 2010 ROWCAPS meeting, group members heard of the stabilization funding provided by MCYS and the initial prioritized areas of support. The group recognized that the funding was minimal, and supported the funding priorities of Children’s Services. Final draft of this document was shared on June 16, 2010.

Early Learning and Child Care Community Advisory Committee In April 2010, the Raising the Bar/Professional Resource Centre Advisory Committee expanded their mandate to include ELP as it relates to the ELCC system. The newly named Early Learning and Child Care (ELCC) Community Advisory Committee developed a new Terms of Reference and refreshed group membership (see page 15 in the Children’s Services 2010 Service Plan for more information on this group). In May 2010, the Advisory Committee provided meaningful input into the proposed strategy to support: physical environments; knowledge; and human resource costs. The Advisory Committee endorsed the approach of Children’s Services. Final draft of this report was shared for input on June 15, 2010.

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1. Community Plan for Stabilization Funding With the support of the community to move forward with the stabilization plan, Children’s Services moved quickly to develop a strategy and tools. Minor Renovation Grant – Up to $1,000 per centre or program.

Strategy for Funding Distribution Financial support to help stabilize the ELCC community in Phase One of ELP flowed to four areas: • Minor capital grants for renovations to physical environments to convert to younger Furnishings age groupings. and • Furnishing and equipment grants for Equipment classrooms converting to a younger age Grant – Up grouping. to $2,000 per centre or • Funds to support ongoing knowledge and best practice to ensure high quality program. standards are maintained and built upon. • Staffing support for coordination of ELP services. Minor Capital Grants— to assist in the cost of making a physical change to a classroom to convert to a different age grouping (i.e., change table, sinks, toilets, wall). The work must have related to a physical change which was directly related to an ELP site. Only non-profit operators

were eligible for this grant. The minor renovation grant was funded out of the minor capital funding ($35,100). Furnishing and Equipment Grants—to assist in the cost of furnishing and equipping a classroom. To be eligible for these funding, programs had to demonstrate that their enrolment was impacted by a Phase One ELP school and that they were implementing a change in their license/enrolment to accommodate a different age grouping. The furnishings and equipment grant was funded out of the operating funding. Knowledge and Human Resources—in addition, the operating funding had two secondary uses. Because changing age groupings may require some additional training and supports, a series of information sessions and workshops will be delivered for our community through the Professional Resource Centre. As well, funding will be available for operators or supervisors to request assistance with staff replacement costs to attend the workshops. Staffing Support for ELP— in order to effectively manage the implementation of ELP for the ELCC system, one of the current Children’s Services managers has been seconded for a two year period. Page 28

Grant Eligibility Criteria In order to be eligible for one or both grants, programs had to meet the following eligibility criteria (see Table 13). Table 13: Minor Capital and Furnishing and Equipment Grant Eligibility Criteria Criteria Minor Capital Enrolment impacted by Phase One ELP

X

Furnishing and Equipment X

Conversion to a younger age group

X

X

Participation in Raising the Bar on Quality (RTB)

X

X

Support of children with special needs

X

X

Purchase of Service Agreement to provide care for subsidy eligible families

X

X

Non-profit operator

X

Agreement to show proof of expenditures

X

X

No history of licensing violations

X

X

Demonstrated financial need

X

X

Application Process On May 19, 2010 all licensed ELCC programs and head offices in Waterloo Region received the electronic application form for stabilization funding (see Appendix C). Programs had the option of applying for the minor renovation grant and/or the furnishing and equipment grant. When programs received the application form for these two grants they were informed that there was a limited amount of funding available, and that they were only open to those operators who could demonstrate that their enrolment for September 2010 would be impacted by a Phase One ELP school. Applicants were also informed that the minor capital grant was only open to non-profit operators. Page 29

Summary of Requests On May 31, 2010 the application for stabilization funding closed. Applications that were submitted for the minor capital grant (seven) and the furnishing and equipment grant (21) were then filtered through the criteria outlined on the previous page in Table 13. Minor Capital Grant • Seven applications were received. • One applicant met the full criteria. Furnishing and Equipment Grant • 21 applications were received. • Eight applicants met the full criteria. Recommendations for Allocation of Funds The total amount requested in minor capital and furnishing and equipment was much less than anticipated. In response, Children’s Services consulted with the ELCC Community Advisory Committee on either allocating additional funds to the successful applicants, or holding a second round of applications towards the end of the year. The one operator who was eligible for the minor capital grant had identified significant renovation costs to convert their physical space for September 2010. Given the limited requests, the ELCC Community Advisory Committee agreed to provide a larger allocation ($5,000) to this operator and reserve the remaining portion for a second round in October 2010 when ELP is firmly established. In turn, $16,000

will be allocated in furnishing and equipment grants ($2,000/program) and $5,000 will be allocated in minor capital grants, for a total of $21,000 in stabilization funding. Future Funding Allocations A portion of the total operating funds received from the Province will be used to offset the following activities in addition to the two types of grants: Knowledge and Best Practice—funds will be allocated to the ECE Professional Resource Center to provide professional development and training for Early Childhood Educators to support high quality services to younger age groupings funding will be available to operators to offset staff replacement costs to attend training sessions Staffing Support—a portion of the funding will be allocated to offset staff costs in Children’s Services to support planning and development of services. Evaluation and Monitoring Each ELCC program that was approved for one or both of the stabilization funding grants is required to complete a service contract and a financial reconciliation process to verify that funds are used for approved purchases and that expenditures are made within the period set out in the contract. All funds that are not used for purposes intended are required to be returned to the Region of Waterloo as set out in their service contract. Page 30

Long Range Strategies 1. System Plans – Next Steps As we support the ELCC community through Phase One of ELP we also know that we are just in the early stages of transitioning to ELP. Over the next few years, ELP will continue to roll out in phases, which will continue to have an impact on the ELCC system. Children’s Services is moving forward with a larger scale system plan that will help inform decisions and strategies. Planning work in the following areas will position the ELCC community well in transitioning to ELP. Additional Stabilization Funding Children’s Services is hopeful that additional funding will flow from the Province with each new phase of ELP. Ongoing stabilization funding will be necessary to ensure the sustainability and quality of the ELCC system. Children’s Services will be developing robust criteria to be used in allocation of future capital funding. Identification of Need This community engaged in extensive and meaningful planning for the expansion of ELCC services as part of the Best Start implementation. This work will be revisited and

updated using more current data. This process will give a better sense of neighbourhoods in need of child care, which can inform possible ELCC expansion or relocation. Quality Assurance Measures This community has been heavily invested in supporting Quality Initiatives. The Raising the Bar on Quality initiative is currently entering its seventh year in Waterloo Region. Further community planning will continue to ensure the system plan maintains and builds upon the current work and supports the development of high quality, inclusive ELCC. System Plan Children’s Services will begin to work on developing a multi-year system plan for ELCC in Waterloo Region. Children’s Services will work with partners and stakeholders to incorporate strategies to address quality elements, sustainability of current system, as well as plan for capital and stabilization funding. This system plan will address issues and challenges identified in the impact analysis such as: funding; human resources; quality; inclusivity; and integrity in order to best meet the needs of children and families in Waterloo Region.

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2. Future ELP Work and Timelines Phase Two of ELP will roll out September 2011, when an additional eight schools (5%) will begin to offer the ELP program for four and five year olds. Children’s Services has already mapped and identified the ELCC programs in close proximity to these schools and added this information to the work that was done in understanding the Phase One impact. We have also heard that Phase Three (September 2012) planning will be underway at the school boards in the coming months. Children’s Services will continue to inform the school boards’ planning process with information and impacts on the ELCC system. We appreciate the time that community groups and ELCC programs have taken to share feedback on the impacts of ELP. We look forward to continuing our consultations and hearing from you as we work together on adjusting to the realities and impacts of ELP.

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Appendices

Appendices A—C

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Appendix A: ELP Impact Survey

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The Region of Waterloo has a vibrant, comprehensive system of early learning and child care that supports the healthy development of all children in our community.

Children’s Services Vision:

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March 2010

Service ~ Integrity ~ Respect ~ Innovation ~ Collaboration

This report provides a summary of the results of a community survey which was conducted to assess the impact of the new Provincial Early Learning Program (ELP) and to assist the Region of Waterloo’s Children’s Services division in developing plans to support our community through this change.

Report Overview

As the Consolidated Municipal Service Manager (CMSM), Region of Waterloo’s Children’s Services plans and manages the licensed ELCC system, focusing on the integration of government initiatives, interagency coordination and the development of new programs under the framework of provincial legislation, regulation and policy direction.

Region of Waterloo’s Children’s Services and the Full Day Early Learning Program

It is estimated that up to 60 of Waterloo Region’s licensed Early Learning and Child Care (ELCC) programs could be impacted by the ELP in September 2010 due to their proximity to the phase one schools. In order to gain a better understanding of the impact of the ELP a survey was sent out in cooperation with the Ministry of Children and Youth Services to all licensed ELCC programs.

Impact on the Licensed Early Learning and Child Care System

In November 2009, the Province announced a new Full Day Early Learning Program (ELP) for Ontario families which will be phased in over five years. Starting this September, 21 phase one schools in Waterloo Region will begin to offer full day, every day early learning programs for approximately 1,600 four and five year old children in 63 classrooms. Parents will also have the option of requesting extended hours before and after typical school hours for a fee.

Full Day Early Learning for Four and Five Year-olds

Impact Survey Results

Early Learning Program: Licensed Early Learning and Child Care Impact Survey Summary

APPENDIX B: ELP IMPACT SURVEY SUMMARY

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~Comments from licensed ELCC Operators who responded to the survey.

“My concern lies with early identification and early intervention in terms of special needs… I have been able to access the professionals needed to deal with language delays, behaviour issues, OT and PT within weeks of placing a call. Is the Ministry of Ed. willing to spend the dollars on 4 & 5 year olds that may need help now?”.

“I am concerned about the speed at which this change will occur and the lack of information from both ministries involved and the Boards of Education. I am very concerned about the potential dismantling of high quality child care programs”.

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Non-Phase One Impacted Sites:

Additional Information from the Survey: • 63% of licensed ELCC programs surveyed hired staff in 2009. • 59% of licensed ELCC programs surveyed reported having difficulties in hiring staff in 2009. • 77% of licensed ELCC programs surveyed had at least one child with special needs attending their program in January 2010. • 84% of licensed ELCC programs surveyed had at least one child attending their program in January 2010 who was receiving a fee subsidy.

57% anticipated that full day ELP • 73% stated that they did not think will impact on their enrolment for their enrolment would be impacted September 2010. in September 2010. • 43% do not feel that their enrol• 26% did anticipate that their enrolment would be impacted in Sepment would be impacted in September 2010. tember 2010. • 52% of phase one sites indicated • 53% indicated that they are workthat they are working on plans ing on plans to reduce the impact such as moving to different age of the ELP on their programs. groupings.

•

Phase One Impacted Sites

What We Heard:

A 20 question electronic survey was sent out to all licensed Head Offices with the instruction to complete one survey for each of their programs. • 132 licensed ELCC programs were identified for the survey (included 4 licensed home child care agencies). • 126 (95%) programs responded to the survey (6 programs/centres declined to complete the survey).

•

Survey Details

Licensed Early Learning and Child Care Impact Survey Summary


Concerns Regarding Communication and Information Sharing: Programs emphasized the importance of communication and timely information sharing during the transition to the ELP.

Concerns Regarding the Quality, Inclusivity and Integrity of the ELCC System: Programs expressed concerns that the implementation of the ELP may negatively effect the quality, inclusivity and integrity of the licensed ELCC system. Concerns included: changes to the DNA; the higher ratios of Kindergarten children to school staff; the ability of the school staff to provide early identification; and early intervention services for children with special needs and the ability of school staff to provide adequate playground supervision.

Concerns Regarding Human Resources: Programs expressed concerns about not being able to retain staff due to the higher wages offered by the School Boards. The current shortage of Registered Early Childhood Educators only exacerbates this issue.

Programs commented that due to the higher cost of providing care to younger children and the space requirements specified by the DNA that it may not be viable to reorient their services to the younger age groups. ELCC programs that are able to change their services identified the need for funding to make changes to their buildings to accommodate younger children and the potential change to the number of children in a grouping.

Concerns Regarding Financial Viability: Programs are concerned that the loss of the revenue earned by providing services to four and five year old children may jeopardize the financial viability of their program and in some cases may result in the closure of their programs. Several ELCC programs commented that revenue from their programs offered to children age four and older are used to balance out the higher cost programs to children under the age of four. Two programs identified that their centres are already experiencing financial stress due to not receiving full wage subsidy.

Areas of Concern

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~Comments from licensed ELCC Operators who responded to the survey.

“If ratios and group sizes remain as they are now, there is not enough income to cover operating costs”.

“There is a need for funding stability, DNA amendments, Human Resource support and availability and the need to address the migration of Early Childhood Educators”.

“I think this program will undermine our budgets. We need the school-age program to help balance our budgets”.

Developing plans with School Boards to support the transition of four and five year olds. Reviewing impact data to see what flexibility operators have. Planning information meetings to support redevelopment efforts and the creation of new models. Developing a long range plan based on quality principles. Continuing to participate on the Program Advisory Committee with Conestoga College to support Early Childhood Education. Advocating with our Provincial partners for funding to support salaries and wages. Continue to monitor availability of Early Childhood Educators. Providing news bulletins on a regular basis. Organizing information sessions for the community. Involving stakeholders in the planning to manage the transition. Providing presentations and updates for Regional Council and community groups.

•

•

• • • •

• •

Continuing to advocate with our Provincial partners for funding to help municipalities stabilize the system. Planning information sessions on alternate business models. Identifying impacts and funding priorities.

•

•

•

1. Communication Strategy: We will develop a Communication Strategy that ensures the delivery of timely, accurate and clear information to all stakeholders and our Advisory Groups. 2. Planning: Through consultation with stakeholders we will develop a plan to support our community through this change while retaining quality. 3. Transitional Supports We will continue to work with our provincial partners, the local School Boards and our licensed ELCC community to ensure services are developed to meet the needs of children and families.

Our Top Priorities:

Communication/ Information Sharing

Human Resources

•

Quality, Inclusivity and • Integrity in the LELCC • System

Financial Viability

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What Is the CMSM (Region of Waterloo) Working On?


Areas of Concern Identified by LELCC Programs:

For more information or to request this report in alternative formats (e.g., large text) please contact Nancy Dickieson, Director, Children’s Services Telephone: 519-883-2177 Email: [email protected]

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Appendix C: Stabilization Funding Application Form

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For more information or to request this report in alternative formats (e.g., large text) please contact: Nancy Dickieson, Director, Children’s Services Telephone: 519-883-2177 Email: [email protected]