2021 annual general meeting of the shareholder …

PEEL HOUSING CORPORATION

2021 ANNUAL GENERAL MEETING OF THE SHAREHOLDERAGENDA

Meeting #: PLAGM-1/2021Date: June 24, 2021Time: 9:00 AM - 9:30 AMLocation: Council Chamber, 5th Floor

Regional Administrative Headquarters10 Peel Centre Drive, Suite ABrampton, Ontario

Members: P. Brown, G. Carlson, B. Crombie, D. Damerla, S. Dasko, G.S. Dhillon, J. Downey,C. Fonseca, P. Fortini, A. Groves, N. Iannicca, J. Innis, J. Kovac, M. Mahoney,S. McFadden, M. Medeiros, M. Palleschi, C. Parrish, K. Ras, P. Saito, R. Santos,I. Sinclair, R. Starr, A. Thompson, P. Vicente

The meeting will be live streamed on http://www.peelregion.ca/.

1. CALL TO ORDER

2. OPENING REMARKS BY REGIONAL CHAIR N. IANNICCA

3. REGIONAL COUNCIL CONVENES

4. APPROVAL OF AGENDA

5. ADOPTION OF MINUTES

5.1. Minutes of the Peel Housing Corporation (PLAGM-1/2020) 2020 Annual Meeting of theShareholder held on June 25, 2020

6. DELEGATIONS

7. COMMUNICATIONS

8. REPORTS

8.1. 2020 Annual Report(For information)Remarks by Andrea Warren, General Manager, Peel Housing Corporation

8.2. 2020 Financial Statements(For information)Remarks by Stephanie Nagel, Treasurer, Peel Housing Corporation

8.3. Peel Housing Corporation Board of Directors – Updated Composition

8.4. 2021 Appointment and Remuneration of External Auditors

8.5. 2021 Ratification and Confirmation of the Actions of the Peel Housing Corporation

9. IN CAMERA MATTERS

10. CLOSING REMARKS BY CHAIR P. CAZA

11. CLOSING OF THE ANNUAL MEETING OF THE SHAREHOLDER

PLAGM-1/2021Thursday, June 24, 2021

PLAGM-1-2020


2020 ANNUAL GENERAL MEETING OF THE SHAREHOLDER

MINUTES

Members Present: B. Crombie S. DaskoJ. DowneyC. FonsecaP. FortiniA. GrovesN. IanniccaJ. InnisJ. KovacM. Mahoney

S. McFaddenM. PalleschiK. RasP. SaitoR. SantosI. SinclairR. StarrA. ThompsonP. Vicente

Members Absent: P. Brown G. CarlsonD. Damerla

G.S. Dhillon M. MedeirosC. Parrish

Staff Present N. Polsinelli, Interim ChiefAdministrative OfficerS. Baird, Commissioner of Digitaland Information ServicesK. Lockyer, Regional Clerk andInterim Commissioner of CorporateServicesS. VanOfwegen, Commissioner ofFinance and Chief Financial OfficerP. O'Connor, Regional SolicitorA. Smith, Interim Chief PlannerA. Farr, Interim Commissioner ofPublic Works

J. Sheehy, Commissioner of HumanServicesC. Granger, Acting Commissioner ofHealth ServicesA. Macintyre, Deputy Regional Clerkand Manager of Legislative ServicesC. Thomson, Legislative SpecialistH. Gill, Legislative SpecialistR. Khan, Legislative TechnicalCoordinator

1. CALL TO ORDER

The Members of Peel Housing Corporation met on Thursday, June 25, 2020 at 9:02 AM,in the Council Chambers, Regional Administrative Headquarters, 5th Floor, 10 PeelCentre Drive, Suite A, Brampton. The Regional Chair attended in-person. Members ofthe Committee and staff participated electronically.

2. OPENING REMARKS BY REGIONAL CHAIR N. IANNICCA

Regional Chair Iannicca stated that eighteen months ago, Regional Council as soleShareholder of Peel Housing Corporation transformed the composition of the Board ofDirectors and appointed five Regional staff as Directors. The Board’s mandate was, inpart, to create a business plan that would push operations to be innovative and client

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PLAGM-1-2020

focused, while still providing quality, safe and affordable housing options to the residents of the Region of Peel.

Regional Chair Iannicca recognized and thanked the Board of Directors and Peel Living staff for their efforts to persevere and deliver the Business Plan while also responding to the COVID-19 pandemic.

3. REGIONAL COUNCIL CONVENES

4. APPROVAL OF AGENDA

Resolution Number PLAGM-1-2020Moved by Councillor CrombieSeconded by Councillor Fonseca

That the agenda for the June 25, 2020 Peel Housing Corporation Annual Generalmeeting, be approved.

Carried

5. ADOPTION OF MINUTES

5.1 Minutes of the Peel Housing Corporation (PLAGM-1/2019) 2019 AnnualMeeting of the Shareholder held on June 27, 2019

Resolution Number PLAGM-2-2020 Moved by Councillor McFadden Seconded by Councillor Thompson

That the report of the Peel Housing Corporation (PLAGM-1/2019) 2019 Annual Meeting of the Shareholder held on June 27, 2019 be adopted.

Carried

5.2 Minutes of the Peel Housing Corporation Special Meeting of the Shareholder (PHCSSM-1/2019) held on September 12, 2019


That the report of the Peel Housing Corporation Special Shareholders Meeting (PHCSSM-1/2019) held on September 12, 2019 adopted.

Carried

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PLAGM-1-2020

5.3 Minutes of the Peel Housing Corporation Special Meeting of the Shareholder (PHCSSM-2/2019) held on November 14, 2019


That the report of the Peel Housing Corporation Special Shareholders Meeting (PHCSSM-2/2019) held on November 14, 2019 adopted.

Carried

5.4 Minutes of the Peel Housing Corporation Special Meeting of the Shareholder (PHCSSM-1/2020) held on January 9, 2020


That the report of the Peel Housing Corporation Special Shareholders Meeting (PHCSSM-1/2020) held on January 9, 2020 adopted.

Carried

6. DELEGATIONS

Nil

7. COMMUNICATIONS

Nil

8. REPORTS

8.1 2019 Annual report

(For information) Remarks by Andrea Warren, General Manager, Peel Housing Corporation

Resolution Number PLAGM-6-2020

Received

Andrea Warren, General Manager, Peel Housing Corporation, stated that, despite numerous changes, Peel Living implemented several projects that will help support key improvements in the future.

Peel Living continued to grow and expand its community partnerships, including having over 32 different agencies that provide 82 programs. Staff will continue to work to improve responsiveness and engagement with tenants and will continue to find ways to improve a sense of safety within Peel Living buildings.

Although the Annual Report is reflective of 2019 activities, the General Manager noted that Peel Living’s staff response to COVID-19 has been comprehensive and grounded in Public Health guidance.

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PLAGM-1-2020

8.2 2019 Financial Statements

(For information) Remarks by Stephanie Nagel, Treasurer, Peel Housing Corporation


Received

Stephanie Nagel, Treasurer, Peel Housing Corporation, advised that the PHC External Auditor issued their audit findings report, which noted that no unrecorded audit differences or control deficiencies were found.

8.3 Peel Living COVID-19 Pandemic Response

(For information)


Received

Councillor Fonseca expressed appreciation to the General Manager and Peel Living staff for the support provided to tenants throughout the COVID-19 pandemic.

In response to questions from Councillor Fonseca, Andrea Warren, General Manager, advised that growth in subscriptions to the electronic newsletter is slow but steady. Staff continue to encourage residents to access the various forms of communication that are available, recognizing that some tenants have limited access to wifi and technology.

With respect to Peel Living’s partnership with the Boys and Girls Club, staff are working with the Club to develop a virtual program.

8.4 Peel Housing Corporation Board – Updated Board Composition

Resolution Number PLAGM-9-2020 Moved by Councillor Fonseca Seconded by Councillor Starr

That Patricia Caza be appointed as the Chair of Peel Housing Corporation Board, for a term ending June 2021;

And further, that Steve Fantin be appointed as the Vice-Chair of Peel Housing Corporation Board, for a term ending June 2022;

And further, that Sean Baird be appointed as a Director of the Peel Housing Corporation Board, for a term ending June 2023.

Carried

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PLAGM-1-2020

8.5 Peel Housing Corporation’s Proposed Vision, Mission and Business Plan

Resolution Number PLAGM-10-2020 Moved by Councillor Groves Seconded by Councillor Downey

That the four-year Business Plan and related content, attached as Appendix I to the report of the General Manager titled “Peel Housing Corporation’s Proposed Vision, Mission and Business Plan” be endorsed.

Carried

8.6 2020 Appointment and Remuneration of External Auditors

Resolution Number PLAGM-11-2020 Moved by Councillor Vicente Seconded by Councillor Mahoney

That Deloitte LLP be appointed as the Corporation’s Auditors to hold office until the close of the next annual meeting, pursuant to the award from the Request for Proposal for External Audit Services for the Regional Municipality of Peel and Peel Housing Corporation, Fiscal Years 2020 to 2021;

And further, that the audit fee for the 2020 fiscal year be set at $18,972 (excluding applicable taxes);

And further, that the Treasurer be authorized to approve additional remuneration for the auditors during this period in the event of additional audit requirements.

Carried

8.7 2020 Ratification and Confirmation of the Actions of the Corporation

Resolution Number PLAGM-12-2020 Moved by Councillor Saito Seconded by Councillor Crombie

That all the by-laws, resolutions and acts of Peel Housing Corporation undertaken in good faith from June 27, 2019 to the present, be ratified and confirmed.

Carried

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PLAGM-1-2020

9. IN CAMERA MATTERS

Council opted not to move into closed session to consider the following matter:

9.1 Closed Session Report of the Peel Housing Corporation Special Meeting ofthe Shareholder (PHCSSM-2/2019) held on November 14, 2019

Resolution Number PLAGM-13-2020 Moved by Councillor Starr Seconded by Councillor Sinclair

That the closed session report of the Peel Housing Corporation Special Shareholders Meeting (PHCSSM-2/2019) held on November 14, 2019 be received.

Carried

10. CLOSING REMARKS BY CHAIR P. CAZA

Patricia Caza, Chair, Peel Housing Corporation Board of Directors, stated that the Boardof Directors has been committed to understanding its mandate, and developing a clearvision and mission to use as the foundation of the Business Plan that has now beenendorsed by the Shareholder. The Business Plan will help refocus operations to meetthe current need, as well as plan for future housing needs of the community. The Planwill help improve Peel Housing Corporation’s sustainability and ensure its operations arefiscally responsible.

The Board Chair recognized the hard work of PHC staff, who directly impact the lives ofso many and she extended her appreciation to Regional Council for its valuable support.

11. CLOSING OF THE ANNUAL MEETING OF THE SHAREHOLDER

Resolution Number PLAGM-14-2020Moved by Councillor VicenteSeconded by Councillor Fortini

That the June 25, 2020 Peel Housing Corporation 2020 Annual General Meeting of theShareholder be adjourned.

Carried

The meeting adjourned at 9:34 a.m.

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A N N U A L R E P O R T 2 0 2 0

Peel Living

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Quality Housing. Tenant Relations. Financial Investment. Asset Management.

Cover image: 360 City Centre Drive, Mississauga, ON

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1Peel Living Annual Report 2020

Table ofContents

Message from the Chair 2

Message from the General Manager 3

2020 Board of Directors 4

Peel Living overview 5

Peel Living’s core functions 6

COVID-19 response 9

2020–24 business plan progress report 12

2020 revenues, expenses,reserves, assets 16

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2 Quality Housing. Tenant Relations. Financial Investment. Asset Management.

Message from the Chair

I am pleased to present the 2020 Peel Living Annual Report which outlines the Corporation’s activities this past year.

In December 2018, Regional Council instructed the newly formed Board of Directors to develop a four-year Business Plan and, in June 2020, the Plan was officially endorsed. The Business Plan focuses on Peel Living’s core functions: providing quality housing; ensuring supportive tenant relations; and managing the Corporation’s finances and assets responsibly. Each year, we will report on the progress made towards the achievement of key outcomes identified under the Business Plan that are intended to guide operations to support continuing improvement in these core areas. The 2020 Peel Living Annual Report represents our first progress report under the new Business Plan. Although 2020 was an unusual and challenging year due to the impacts of the COVID-19 pandemic, progress under the Business Plan continued to be achieved.

The Board will continue to work with Peel Living staff to support the achievement of outcomes that will enable the Corporation to continue to fulfill its vision and mission of providing affordable, sustainable and well-maintained housing that contributes to healthy communities, provides access to community supports and services, and contributes to the quality of life of our tenants.

On behalf of the Board of Directors, I would like to thank Peel Living staff for their dedication to this valuable work. I would also like to thank members of Peel Regional Council for your ongoing support. Together, we are making a difference in our community.

Patricia CazaChair, Board of DirectorsPeel Housing Corporation

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Messagefrom the General Manager

It’s impossible to discuss 2020 without reflecting on the impacts of the COVID-19 pandemic. Long term, Peel Living’s greatest challenge remains ensuring our fiscal sustainability and securing funding for our state of good repair program. However the COVID-19 response occupied and, in many ways, dictated Peel Living’s operations and tenant relations this year. With Peel Public Health’s guidance, we were able to adapt to make safety the priority in the new COVID-19 reality.

Taking care of our most vulnerable tenants was of utmost importance. Enhanced health and safety protocols were established including extra cleaning on high touch points and limiting interactions with staff and tenants to those which are urgent or emergency in nature. Staff rallied to ensure that every senior tenant was phoned, that their wellbeing was gauged, and support services were shared if needed. In partnership with the Region of Peel’s volunteer services, Peel Living set up on-site ambassador lobby pop-ups to provide immediate answers to tenants with pressing questions about COVID-19 closures, safety measures and more. Peel Living staff found ways to maintain COVID-19 physical-distancing safety protocols to carry on with community gardening in the buildings with plots, and offer the welcome relief of cooling rooms during the hot summer months.

Every step taken and every lesson learned is being documented in a real-time pandemic plan that will serve as a playbook for staff to follow in the event of another public health emergency.

The dedication of staff and the cooperation of tenants has positioned us to cope with the challenges of today to the very best of our ability. My personal thanks to everyone for all that you do.

Sincerely

Andrea WarrenPeel Living General Manager

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2020 Board of Directors

Patricia CazaChair

Director, Legal Services and Deputy Regional Solicitor

Steve FantinVice-Chair

Director of Operations Support, Public Works

Kathryn LockyerSecretary

Regional Clerk and Director of Clerk’s Division

Sean Baird Director

Commissioner, Service Excellence and Innovation

Cathy GrangerDirector

Director, Health Services Response and Wellness

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Peel Living overviewPeel Housing Corporation, also known as Peel Living, was established in 1976 and is a not-for-profit housing provider owned by the Region of Peel. Peel Living provides safe, affordable housing options to low- and moderate-income earners in Peel Region. Peel Living is committed to fulfilling its vision and mission to support members of the community in their time of need.

The Peel Living portfolio has 69 buildings throughout the Region of Peel which includes high- and low-rise apartments and townhouses. Peel Living also manages six regionally-owned buildings, two transitional housing properties, three shelters and one youth shelter. In total, Peel Living provides housing to more than 16,000 individuals, families and seniors.

Vision statementPeel Living is a housing provider contributing to healthy communities in Peel by fostering a sense of pride in those who live there.

Mission statementPeel Living provides housing options that are affordable, sustainable and well-maintained. Peel Living also provides access to supports and services within the community.

Tenants16,5316,867

Units69*

Residential Properties

* includes 2 transitional shelters (68 beds) and 3 group homes

3rd Largest Social Housing Providerin Ontario

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Peel Living’s core functionsIn 2020 Peel Living updated its vision and mission. The goal was to focus operations on the core functions that are vital to ensure success. The Business Plan endorsed last year at the Annual General Meeting will help Peel Living modernize to better serve the tenant community and the residents of the Region of Peel as a whole.

Quality housingPeel Living continues to ensure that: the performance of its buildings remain high; levels of cleanliness across the portfolio are maintained and consistent; the pest management program has stayed proactive and responsive; and the security of its tenants and buildings, both inside and out, continue to be a priority.

Peel Living is proud to partner with the Region of Peel to support the operations of 360 City Centre Drive in Mississauga. The 174 unit complex is made up of 1-, 2- and 3-bedrooms. Of that, 166 are apartments, and eight are 3-bedroom, 2-level townhomes. This project was a first of its kind affordable housing development in Peel in that four levels of government (Federal, Provincial, Regional, Municipal) and the Daniels Corporation collaborated to bring more affordable housing to Peel residents. Construction began in Spring 2018 and it is now fully rented.

Tenant relationsWhile safety, cleanliness and affordability are foundational to the responsibilities of a landlord, Peel Living works to exceed the traditional landlord role by taking a compassionate approach to the way it does business. Peel Living staff connected tenants to services and supports in the community so that they are able to live independently. Peel Living’s tenant demographics have changed over the years, and challenges facing tenants are increasingly complex.

Through the course of 2020, Peel Living has had to connect to tenants in new and different ways. Read more about the programming created to support tenants in the COVID-19 Pandemic Response section on page 9.

Peel Living’s current demographic make-up is as follows:

65.8% (10,874) are under age 54

15.1% (2,495) are age 65–79

10.8% (1,784) are age 55–64

8.3% (1,378) are age 80+

16,531 Total Tenants

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Financial investment and asset managementFor Peel Living to continue providing quality affordable housing, a long-term financial sustainability and robust asset management plan need to be in place to support our current housing stock and future housing development. Peel Living’s 10-year Capital State of Good Repair requirements are not fully funded and there is a gap of $293 million that is unfunded. Peel Living will continue to identify funding opportunities to ensure that its housing options remain affordable and well maintained.

Peel Living is dedicated to ensuring that our operations are fiscally responsible to support operations long term. To do this, staff continue to develop the Financial Sustainability plan, as outlined in the Business Plan.

Arrears strategyThrough 2020, Peel Living saw an increase in outstanding arrears because of the pandemic. Initially in response to the pandemic, collection efforts for former tenant arrears and current tenant arrears were paused. In addition, the Government of Ontario limited the Landlord and Tenant Board Tribunal, which impacted the Corporation’s ability to enforce arrears and eviction. In response, Peel Living piloted a collaborative arrears strategy with partners from the Region of Peel who provide collection services.

The arrears strategy included outbound calls to provide supports, such as providing information and links to the Canada Emergency Response Benefit (CERB). Peel Living also developed rent repayment plans which offer tenants flexibility to select repayment options based on the tenant’s financial situation. Rent deferral plans were also offered to tenants who were experiencing financial hardship. Peel Living issued a monthly statement of accounts to those in rent arrears to keep tenants updated on their tenancy financials. In 2020, repayment plans were made with 363 tenants. Overall the total percentage of arrears to annual revenue at the end of 2020 was 2.3% or $1,530,000 in dollar value. Staff will continue to assist tenants through programs, such as repayment schedules and rent relief, while ensuring that tenancy obligations are met, including payment of rent.

Assets are in a very good state

A FDCBCondition(SoGR)

Performance

Infrastructure riskmanagement rating

State of Good Repair capitalreinvestment outlook

Condition(State of Good Repair)

score distribution

2020 Replacement value

Yr 1-10 ($560.2M)

Yr 11-20 ($432.9M)

$2.6B

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Assest management strategyPeel Living’s assets are reported as a part of the Region’s long-term asset management vision. The corporate strategy will help Peel Living develop a robust asset management program so that we can have the infrastructure required to support the community. The current infrastructure management rating has Peel Living assets in a good state. However, it also states that the 10 year capital reinvestment outlook is $443 million for state of good repair work. This outlook is a result of identified needs for critical building systems and structures, as well as larger scale replacements for aging building finishes and fixtures. When combined with rising construction costs across various sectors of the construction industry, it has amounted to a significant financial need to support the existing infrastructure. Staff expect the upward trend to continue, as critical repair work is identified through condition assessments across the remainder of the portfolio.

Peel Living continues to plan for our future capital needs. The program looks at the capital needs for 10 years.

As Peel Living works towards the completion of our building condition assessments and long term financial sustainability plan, we are working with the Region’s Housing Services System Manager to find alternative funding options to support the State of Good Repair Program. Peel Living is committed to responsibly manage its assets and investments to ensure its financial sustainability and reduce our greenhouse gas emissions.

10 yearcapital requirements

$ 443M

Replacement reservecontributions – $ 50M

Working fundcontributions – $ 70M

10 year capital needs funding gap*

Residual gap$ 146M

Mortgage principalreductions$ 147M

Funding gap$ 293M

Discretionarycontributions – $ 30M

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COVID-19 responseThe COVID-19 pandemic prompted Peel Living staff to turn their minds to operational continuity and maintaining its core functions during an emergency to ensure the appropriate resources and information was available to support the health and safety of Peel Living staff, tenants and partners. This operational plan was created in real-time in accordance with Public Health guidelines, and is a central repository of key efforts and considerations that have been addressed in response to the pandemic.

Ontario’s colour coded Covid-19 response framework to the pandemic and recovery planning will be used as a guide to decide on appropriate Peel Living service levels. Peel Living has adapted a similar pandemic response and recovery roadmap to identify service levels, aligned as best as possible to the provincial response framework.

Enhanced Tenant Outreach and SafetyWellness ChecksIn response to the onset of the pandemic, community programming offered in party rooms was paused. Due to this and public health guidance to isolate, staff knew tenants would be feeling lonely and they may not be able to access food and services that allow them to remain independent.

Since Spring 2020, Peel Living staff made 1,967 phone calls to senior tenants, 70 years of age or older, and who did not reside with family members. All of these tenants were called at least three times. The goal of these calls was to inform tenants that services were available through community agencies that could provide prescription renewals or food delivery. Tenants were also offered social support, and Peel Living developed on-going programming based on the success of these calls.

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https://www.ontario.ca/page/covid-19-response-framework-keeping-ontario-safe-and-open


Taking care of all tenants during COVID-19 has been a top priority in 2020. As seen left to right, top to bottom: From delivery of food hampers during the holidays; to providing the gift of essential PPE; keeping community gardens safely open; partnering with local food banks; and deploying Ambassadors to building lobbies; every outreach effort made a positive impact.

Seniors ConnectAs noted earlier, tenants expressed appreciation for the Wellness Check phone calls. To allow for ongoing support, Peel Living partnered with the Region’s Volunteer Services to create a program that would connect qualified volunteers to seniors for weekly telephone chats. Since the program started, there have been 42 seniors matched with volunteers.

Ambassador ProgramVolunteers set up tables at 6 different sites between July and November 2020, for a total of 524 hours. This program initially offered the same supports that the Senior Connect Program, but was expanded to offer support at some of family buildings that connected tenants to programming offered by local recreation programs, arts activities and provided fun ideas for parents and caregivers to engage with their children while practicing physical distancing.

Mask PolicyIn response to the mandatory face covering by-laws at the local level, Peel Living has created a face covering policy requiring staff, tenants and visitors to wear a face covering in common spaces in all of our residential buildings across the Region. The policy is posted in the buildings and has been shared with tenants and staff.

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Mask wearing is especially important in situations where it’s difficult to maintain physical distance, such as in our hallways or other common areas. Peel Living worked with municipal by-law enforcement to proactively tour buildings and provide education to tenants.

Community gardensCommunity Gardens were set up at various Peel Living sites, offering tenants an opportunity to grow food. There are 13 locations that have community gardens, with the vast majority at seniors buildings. With guidance from Public Health, community gardens operated differently in 2020. Enhanced safety measures were added to ensure tenants still had a chance to grow fruits and vegetables while limiting their risk of exposure to COVID-19.

Cooling roomsPeel Living successfully opened, and continues to run, cooling rooms at six Peel Living senior buildings, providing heat relief to tenants during Environment Canada issued heat warnings. The cooling rooms, which typically operate without staff supervision, were monitored by staff to ensure seniors had heat relief in a safe, physically-distanced space in air-conditioned party room.

Food banksFood insecurity is a challenge for many tenants. Combined with the pandemic, food security worsened for many who were no longer able to work outside of the home nor transition to working remotely. Through collaboration with the Community Response Table and by fostering supportive relationships with community partners, we were able to link tenants in need with community run food banks.

During the end of 2020, the incredible outreach of these agencies made the holiday season a little brighter.

Isolation centres and sheltersPeel Living supported the Region’s pandemic response by assisting with property management and site coordination for the Region’s Isolation Centres, which also supported the residents who rely on the shelters to have a safe place to isolate during the last year.

Peel Living also supported the COVID-19 isolation centres, which ensured residents who were COVID-19 positive had a safe space to isolate and recover safely.

The COVID-19 containment and isolation centres played a vital role in supporting the community during the last year. This collaboration to support during this challenging time would not have happened without our Peel Living partnership!

– Beth Storti – Manager, Housing Supply, Region of Peel

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2020–24 business plan progress reportThe Business Plan was endorsed at the Annual General Meeting in June 2020. An overview of the Business Plan can be found in appendix I. The implementation has continued throughout the remainder of 2020, however the response to the pandemic took priority, to ensure that tenant and staff safety were priorities. Despite delays, staff have been able to make progress to implement the Business Plan and evolve our operations to better support our tenants, more effectively and efficiently.

Set and maintain service standardsAs a part of the asset management plan, Peel Living has been conducting building condition assessments as a part of a five year cycle, where 20 percent of the portfolio is completed each year. In 2020, 40 percent of Peel Living’s assessments were completed.

Peel Living’s asset reporting is included in the Region’s infrastructure reporting. Management of the assets continues in partnership with Peel Living staff and the Region’s Real Property Asset Management and Enterprise Asset Management. This ensures that services are maximised for both organizations.

Peel Living’s Infrastructure Planning and Servicing team ensure that assets are functioning optimally within common areas and in suite. Through the course of the pandemic, maintaining tenant safety was a top priority. In order to limit interactions between staff and tenants, only emergency and urgent workorders were completed. Staff did a full assessment of the types of workorders that are completed - both reactive maintenance and preventative maintenance. When the initial emergency was declared, only emergency workorders were addressed, to ensure that tenant health and safety in their homes and common areas of the buildings continued, but other maintenance was paused. As the pandemic response grew longer, urgent work requests were also actioned. The service standard categories are new to Peel Living and will improve operational recovery as we return to regular business after the pandemic, which will allow for prioritization of emergency and urgent repairs while scheduling regular maintenance to maximize staff efficiency.

All work that could be conducted safely in 2020 continued as planned, including outdoor maintenance and upkeep such as the paving and underground parking garage repairs project at Arcadia Glen.

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Clear expectations with tenants and service managerWith staff working remotely, and tenants remaining in their homes, Peel Living had to create a new channel for communication. Traditionally information was shared to tenants through building notices and bullet boards. In response to the pandemic, staff developed a newsletter that allowed messages to be communicated and information to be shared with tenants who might not have access to the internet or be aware of programming available by Peel Living or community agencies.

Partnering with the Region to build more affordable housingPeel Living is proud to partner with the Region to support Peel’s Housing Master Plan. The Region of Peel received a $276.4 million investment from the Government of Canada to help create more than 2,240 new affordable housing units and shelter beds by 2028. The plan will allow Peel Living and the Region to build more affordable housing that will both be owned and property managed by Peel Living.

In support of the Housing Master Plan, East Avenue is the first Peel Living building to be redeveloped. The site has been decommissioned, and the project is currently in the planning phase, including the Official Plan Amendment and Rezoning. The new site is anticipated to have approximately 150 units and is slated for occupancy in late 2023. The next Peel Housing Corporation development in support of the Housing Master Plan will be an additional tower at Chelsea Gardens, located in Brampton. Currently at the early planning phase to obtain planning approvals.

Program Phasing 2018 2019 2020 2021 2022 2023

1: Program Definition and Planning Prep

2: Official Plan Amendment and Rezoning

3: Design and Construction

4: Occupancy

“On behalf of Peel Regional Council, we are thrilled to partner with the Government of Canada to build much-needed affordable housing in Peel. The pandemic is reinforcing how critical affordable housing is to community well-being and resiliency. We look forward to continuing to work with both our federal and provincial partners to increase urgently needed housing investments in Peel.”

– Nando Iannicca – Region of Peel Chair

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Support and enable staff2020 was also very different for staff. Many Peel Living staff pivoted to work remotely, however a large portion of staff had to remain working on site, to ensure that our buildings continued to be safe homes for the Peel community. In order to do so, staff had to don personal protective equipment (PPE) to protect themselves and tenants. The logistics to ensuring approximately 120 staff had access to PPE when they needed to be onsite was a large task, on top of the teams already full plate. Peel Living staff who were tasked with PPE coordination, quickly learned how to leverage technology to ensure that staff were able to access the PPE when needed.

As mentioned above, many staff began working remotely in 2020. This meant that many processes needed to be updated to enable staff to do their job and support tenants in a virtual environment. This included staff training. In person training sessions were moved online. Staff were able to leverage technology to find creative solutions, including having lease documents signed virtually and conducting meetings with tenants over the phone.

Peel Living partners with Services and Housing In the Province (SHIP) to offer tenants support when their tenancy is in jeopardy. SHIP also provides training sessions to Peel Living staff on ways to deal with tenants who are experiencing complex challenges that are negatively impacting their tenancy. Virtual training sessions have allowed staff to communicate using various forums, including live chat, presentations and discussion to collectively identify solutions that can stabilize the tenancy and connect the tenant to broader supports within the community for long term success.

Peel Living also launched a mobile application for request based maintenance in 2020. The mobile app allows superintendents to update workorders just in time. This reduces downtime where staff

8.1-16


need to return to the office to upload the workorders at the end of the day. Updates to the workorder that may require additional repairs, can be requested quicker, and thus shortening the length of time the complete repair takes.

Enhance partnerships that support successful tenanciesPeel Living created a new position, Maintenance Specialist, that would be dedicated to improve our pest management program in 2019, which now utilizes an integrated pest management approach to address pest concerns in our buildings. The Specialist has been working closely with our vendor, employing industry best practices to treat pests holistically. Similar positions exist at other community housing providers to support the health and safety of tenants and to minimize pest infestations. Tenant education and staff training have also been updated to ensure there is better clarity to treat sites with reoccurrences or widespread infestation. A partnership with Housing Services offering enhanced support to tenants who are experiencing heightened mental health challenges, resulting in pest infestation, has been piloted. A staff working group comprised of frontline staff, technical staff and communications has been developed to ensure consistency of messaging to tenants and increase staff knowledge of best practices regarding treatment practices. However, due to the pandemic, treatment plans, tenant and staff education and inspections have required adjustment based on Provincial and Public Health guidelines. Treatments continue to address resident concerns and improve prevention of pest issues in the future.

Peel Living also lent the Maintenance Specialist responsible for our portfolio’s pest management plan to support of the Region’s Residential Rat Control Subsidy Pilot Program.

Sustainability and climate change responsePeel Living continued to partner with Greensaver to give the tenants power bars, energy efficient light bulbs and to assess energy consumption and overall condition of the refrigerator, all at no cost to Peel Living. The program will systematically visit each eligible unit, now including townhouses and walkups, in addition to high-rise in previous years of the program. Tenants were given the above noted items, which will help reduce their personal energy consumption. Peel Living, in partnership with the Region’s Office of Climate Change, will continue to monitor energy consumption, and implement measures to reduce consumption.

Peel Living is working with the Region’s Office of Climate Change and Energy Management to ensure that Peel Living’s assets renewal program supports the goals of the Climate Change Master Plan (CCMP). Currently two net zero emissions feasibility studies are underway on affordable housing properties owned by Peel Living. This includes a retrofit project and one new development. These Pacesetter projects will work as pilots to test retrofit measures and construction techniques that conserve energy, avoid greenhouse gas emissions and make residents’ homes more resilient to a changing climate. Learnings will be applied to the future housing developments and retrofit projects. Staff are working to develop a financing strategy to support the implementation of the Pacesetter projects, as well as future financial needs to support the goals of the CCMP.

8.1-17


2020 revenues, expenses, reserves, assetsPeel Housing Corporation continues to uphold its commitment to provide quality housing, while supporting tenants through community partnerships and maintaining its assets. The operations continue to generate surpluses annually which have resulted in additional contributions to reserves beyond its mandatory requirements.

Asset portfolio• Outstanding mortgages:

$96 million

• Book value of asset:$388 million

• Replacement value ofasset: $2.6 billion

• Outstanding Long-termdebt: $46 million

Reserve contributions• Transfer to Reserves:

$4.2 million

Auditors Report is available at: peelregion.ca/housing/peel-living/corporate/annual-reports

Municipal subsidy25,297 (24%)

Federal subsidy7,893 (7%)

Other revenue7,677 (7%)

Total revenues = $106,475 ($’000s)

Total expenditures = $102,229 ($’000s)

Total revenue by type ($’000s)

Total expenditure by type ($’000s)

Rental Revenue,Transfer to ROP,65,609 (62%)

Admin. and salaries18,148 (18%)

Property tax13,553 (13%)

Utilities, insurance, baddebt, transfer to ROP9,512 (9%)

Debt principal11,758 (12%)

Debt interest5,811 (6%)

Operating and capital43,176 (42%)

8.1-18

http://peelregion.ca/housing/peel-living/corporate/annual-reports

peelregion.ca/peelliving

HUM-0074 21/05

8.1-19

https://www.peelregion.ca/peelliving/

2020–2024 Peel Living Business PlanFive

Outcomes

We will set and maintain service standards

We will set clear expectations with our tenants and Service Manager

We will support and enable our staff

We will enhance partnerships that support successful tenancies

We will improve our sustainability planning

Strategies • Obtain baseline data for buildingconditions and performance

• Develop and implement servicestandards that support buildingcleanliness and operations

• Clearly communicate landlordand tenant expectations

• Improve collaboration with theService Manager to supportclient outcomes

• Create a supportive culture forstaff to grow and develop

• Develop an approach to utilizeanalytics to support businessdecisions

• Implement technology toenable staff performance

• Improve access to Communityand Regional Partners tosupport successful tenancies

• Enhance community partnershipsand programs that buildcommunity connections

• Enhance safety with communityand Regional partners

• Create and implement aFinancial Sustainability Plan

• Develop a robust AssetManagement Plan

• Leverage Regional Partners toreduce climate change impact

VISIONA housing provider contributing to healthy

communities in Peel, fostering a sense of pride in those who live there

MISSIONProvide housing options that are affordable,

sustainable and well-maintained, as well as access to supports and services within the community

CORE FUNCTIONSQuality Housing

Peel Living is well maintained and contributes to the quality of

life of our tenants

Tenant RelationsPeel Living supports its

tenants with community partners for successful tenancies

Financial Investment and Asset Management

Peel Living manages its assets and investments

Appendix I 2020 Annual Report

8.1-20

2020–2024 Peel Living Business Plan & Priorities

OutcomesWe will set and maintain service standards





Strategies and Priorities

Strategy: Obtain baseline data for building conditions and performancePriorities:• Execute the 5 year Building

Condition Assessment tocapture the entire portfolio

• Improve data sharing andreporting mechanisms of capitaland operating needs

• Establish service standards

Strategy: Develop and implement service standards that support building cleanliness and operationsPriorities:• Continue to implement

and evaluate the Clean BuildingInitiative

• Develop maintenanceresponse times

• Establish ServiceLevel Agreements

Strategy: Clearly communicate landlord and tenant expectationsPriorities:• Develop a Tenant

Engagement Strategy• Create Tenant Bill of Rights• Create Landlord Bill of Rights

Strategy: Improve collaboration with the Service Manager to support client outcomesPriorities:• Work with the Service Manager

to meet or exceed unit allocationfor Rent-Geared-to-Income(RGI) units

• Work with Housing Services andHousing Development Officeto ensure that Peel Living is apartner in implementing the PeelHousing and Homelessness Plan(PHHP)

Strategy: Create a supportive culture for staff to grow and developPriorities:• Improve healthy workplace

practices to enable staffwell-being

• Improve service delivery throughtraining and developmentin response to increasingcomplexity of tenant needs

Strategy: Develop a planned approach to utilize analytics to inform business decisions Priorities:• Develop a system and data

management plan

Strategy: Implement technology solutions to enable staff performancePriorities:• Effectively implement and

utilize technology and systems(HTI and MegaMations) tosupport operations

Strategy: Improve access to Community and Regional Partners to support successful tenanciesPriorities:• Complete Community

Partnership Plan• Develop standardized

agreements• Partner with Housing Services

to provide tenants support tomaintain successful tenancies

Strategy: Enhance community partnerships and programs that build connectionsPriorities:• Leverage successful

partnerships and identifyopportunities to improveprogramming

• Enhance safety throughoperations, technology andpartnerships

Strategy: Enhance safety with community and Regional partnersPriorities:• Enhance safety through

technology solutions• Complete security camera pilot• Develop an enterprise wide

safety plan

Strategy: Create and implement a Financial Sustainability PlanPriorities:• Develop a long term

financial plan to informbusiness planning

• Establish a 4-year OperatingBudget

• Enhance 10-year CapitalBudget planning

• Review procurement processesand develop a contract management approach

Strategy: Develop a robust Asset Management PlanPriorities:• Continue to partner in the

Region’s Enterprise Asset Management Strategy

• Monitor and close the gapbetween the capital budgetand executed projects

• Work with Regional partnersto ensure that our assets are maintained at the set service standard

• Secure sustainable and reliablefunding for state of good repair

Strategy: Leverage Regional Partners to reduce climate change impactPriorities:• Partner with the Office of

Climate Change and EnergyManagement to reduceemissions and affect positivechange.


8.1-21

2020–2024 Peel Living Performance Indicators*

OutcomesWe will set and maintain service standards





Strategies and Performance Indicators

Strategy: Obtain baseline data for our building conditions and performancePerformance Indicators:• Percentage of Building

Condition Assessment complete• Building condition compared

to standards• Building Amenities for Service

DeliveryStrategy: Develop service standards that support building cleanliness and operationsPerformance Indicators:• Percentage of work orders

completed is satisfactory• Percentage of work orders that

are completed on time• Percentage of buildings passing

clean building initiated• Percentage of annual unit

inspections• Client satisfaction rate with

maintenance and building quality

Strategy: Clearly communicate landlord and tenant expectationsPerformance Indicators:• Tenant satisfaction with

interactions with staff• Ratio of number of legal notices

issued to evictions• Percentage of completed Tenant

Annual ReviewsStrategy: Improve collaboration with the Service Manager to support client outcomesPerformance Indicators:• Compliance with Rent Geared to

Income (RGI) unit allocation

Strategy: Create a supportive culture for staff to grow and developPerformance Indicators:• Engagement and enrichment

indicator on employee survey• My work environment helps me

to deliver on client outcomes isreflected on employee survey

• Number of staff participating inenrichment training

Strategy: Obtain baseline data for our building conditions and performancePerformance Indicators:• Number of systems that have

regular date reporting• Facility finishes and fixtures• Capacity and Change

Adaptability for ProgramRequirements

• Building Environment andSecurity

• AccessibilityStrategy: Develop a planned approach to use analytics to inform business decisionsPerformance Indicators:• Staff have the tools and

equipment/technology to do their job well

• Percentage of staff who indicatethat technology is not a barrier -your voice survey

Strategy: Improve access to Community Partners to support successful tenanciesPerformance Indicators:• Number of Case conferences• Number of arrears interventions

(CNOs)• Number of tenants referred to

Housing Support Worker (HSW)• Percentage of tenants who work

with HSW once referred• Number of evictions for

non-arrears• Number of tenants with active

payment plan

Strategy: Enhance community partnerships and programs that build community connectionsPerformance Indicators:• Number of partner lead sessions• Percentage of buildings with

programming available totenants

• Tenant satisfaction with qualityof life that their neighbourhoodoffers

• Satisfaction with the quality oflife their building offers

Strategy: Enhance tenant safety with community and Regional partnersPerformance Indicators:• Percentage of tenants who

agree that they feel safe aboutthe security of their building

• Reduction in the number ofsecurity calls

Strategy: Create and implement a Financial Sustainability PlanPerformance Indicators:• Net Operating Income• Arrears Rate• Vacancy Loss• Manageable costs• Percentage of successful

procurementsStrategy: Develop a robust Asset Management PlanPerformance Indicators:• Facility Condition Index, by

Building and Portfolio• Percentage of Capital Projects

executedStrategy: Leverage Regional Partners to reduce climate change impactPerformance Indicators:• Percentage of units that

have participated in theGreensaver Program

• Overall energy consumption atPeel Living buildings

• Percentage of energy savingsfrom previous year

• Reduction in GHG emissionsfrom Peel Living buildings

* Proposed Performance Indicators will be refined


8.1-22

Peel Housing CorporationStatement of Financial Position As at December 31, 2020

2020 2019

Financial assets Investments, unrestricted (Note 3) 20,666,189$ 20,209,305$ Accounts receivable (Note 4) 17,874,674 7,858,444 Investments, restricted (Note 3) 18,642,642 17,035,723

57,183,505 45,103,472

Liabilities Accounts payable and accrued liabilities 14,999,357 12,432,659 Deferred revenue 15,636,726 9,261,650 Post-employment liabilities (Note 7) 139,500 120,507 Mortgages payable on income producing properties (Note 8) 114,209,964 132,483,983 Long term debt (Note 9) 45,905,742 38,692,789

190,891,289 192,991,588

Net debt (133,707,784) (147,888,116) Non-financial assets Tangible capital assets (Note 5) 387,753,722 397,825,127 Prepaid expenses 1,523,225 1,385,719

389,276,947$ 399,210,846$

Accumulated surplus (Note 11) 255,569,163$ 251,322,730$

Accumulated surplus comprising: Accumulated operating surplus 253,462,231$ 249,610,188$ Accumulated remeasurement gains 2,106,932 1,712,542

255,569,163$ 251,322,730$

The accompanying notes are an integral part of these financial statements.

8.2-3

Peel Housing CorporationStatement of OperationsFor the year ended December 31, 2020

2020 2020 2019Budget Actual Actual

(Note 20)

Revenues Rental income 63,732,946$ 65,609,217$ 63,537,710$ Non-rental income 5,400,050 5,966,057 4,822,568 Interest income from operations 452,967 407,783 518,228 Government grants (Note 15) 31,541,326 33,189,531 35,631,868 Investment income 884,521 884,521 721,090 Contributed capital (Note 10) 23,750 23,750 23,750

Total revenues 102,035,560 106,080,859 105,255,214

Expenses (Note 13) Social housing 112,892,081 102,228,816 99,826,002

Total expenses 112,892,081 102,228,816 99,826,002

Annual operating surplus (deficit) (10,856,521) 3,852,043 5,429,212Accumulated operating surplus, beginning of year 249,610,188 249,610,188 244,180,976 Accumulated operating surplus, end of year 238,753,667$ 253,462,231$ 249,610,188$


8.2-4

Peel Housing CorporationStatement of Remeasurement Gains and LossesFor the year ended December 31, 2020

2020 2019

Accumulated remeasurement gain, beginning of year 1,712,542$ 1,105,555$

Unrealized gain attributable to: Investments 394,390 606,987Remeasurement gain for the year 394,390 606,987

Accumulated remeasurement gain, end of year 2,106,932$ 1,712,542$


8.2-5

Peel Housing CorporationStatement of Change in Net DebtFor the year ended December 31, 2020

2020 2020 2019Budget Actual Actual

(Note 18)

Annual operating surplus (deficit) (10,856,521)$ 3,852,043$ 5,429,212$

Acquisition of tangible capital assets - (819,264) (983,461)Amortization of tangible capital assets 11,203,950 10,888,473 11,039,920Loss on sale of tangible capital assets - 2,196 1,690,800

347,429 13,923,448 17,176,471

Acquisition of prepaid expenses - (141,878) (167,208)Use of prepaid expenses - 4,372 7,287

-$ (137,506)$ (159,921)$ Net remeasurement gains - 394,390 606,987

347,429 14,180,332 17,623,537Net debt, beginning of year (147,888,116) (147,888,116) (165,511,653)Net debt, end of year (147,540,687)$ (133,707,784)$ (147,888,116)$


8.2-6

Peel Housing CorporationStatement of Cash Flows As at December 31, 2020

2020 2019

Operating activitiesAnnual operating surplus 3,852,043$ 5,429,212$ Items not involving cash Amortization of tangible capital assets 10,888,473 11,039,920 Loss on sale of tangible capital assets 2,196 1,690,800.00 Change in post-employment liabilities 18,993 6,204

Change in non-cash assets and liabilities Accounts receivable (10,016,230) (2,568,614) Accounts payable and accrued liabilities 2,566,698 2,415,439 Deferred revenue 6,375,076 (324,624) Prepaid expenses (137,506) (159,921)Net change in cash from operating activities 13,549,743 17,528,416

Capital activity Acquisition of tangible capital assets (819,264) (983,461)Net change in cash from capital activity (819,264) (983,461)

Investing activities Investment income earned during the year 884,521 721,090 Acquisitions (net of disposals) of unrestricted investments (456,884) (817,807) Acquisitions (net of disposals) of restricted investments (2,097,050) 1,728,022Net change in cash from investing activities (1,669,413) 1,631,305

Financing activities Proceeds from Peel Region loan 8,394,319 2,321,068 Repayment of long-term debt (1,181,366) (1,373,050) Repayment of mortgages payable (18,274,019) (19,124,278)Net change in cash from financing activities (11,061,066) (18,176,260)

Net change in cash - - Cash, beginning of year - - Cash, end of year -$ -$

Cash paid for interest 4,065,706$ 4,706,867$ Cash received from interest 1,199,835 1,080,690


8.2-7

Peel Housing Corporation Notes to the Financial Statements For the year ended December 31, 2020

1. Introduction

Peel Housing Corporation (the "Corporation") was incorporated under the Ontario BusinessCorporations Act in 2003. The Corporation has issued 100 common shares which are owned entirelyby The Regional Municipality of Peel (the “Region”). The Corporation was formed as a result of theamalgamation effective January 1, 2003 of Peel Non-Profit Housing Corporation with Peel RegionalHousing Corporation. The Corporation is a not-for-profit organization that provides and operateshousing accommodation for people with low and modest income in the Region of Peel.

Effective October 1, 2001, the Region assumed from the Province of Ontario (the “Province”)responsibility as Service Manager for social housing located in the Region of Peel. Effective January1, 2012, the Corporation manages and operates its social housing units under the provisions of HousingServices Act (“HSA”) and related regulations.

The Corporation’s Board of Directors is comprised of 5 Region of Peel staff. The purpose of the Boardis to fulfill the functions of a Board of Directors for the Corporation and to implement the directionprovided by the Shareholder.

2. Significant Accounting Policies

The financial statements of the Corporation are the representation of management and are preparedin accordance with Canadian public sector accounting standards, as recommended by the PublicSector Accounting Board (“PSAB”) of the Chartered Professional Accountants of Canada (“CPACanada”).

The focus of PSAB financial statements is on the financial position of the Corporation and the changesthereto. The statement of financial position reports the financial assets and liabilities, and the non-financial assets of the Corporation. Financial assets are those assets that could provide resources todischarge existing liabilities or finance future operations. Accumulated surplus represents the financialposition and is the difference between assets and liabilities. This provides information about theCorporation’s overall future revenue requirements and its ability to finance activities and meet itsobligations.

a) Basis of Accounting

i. Accrual Method of AccountingThe Corporation follows the accrual method of accounting. The accrual basis of accountingrecognizes revenue in the period in which the transactions or events occurred that gave rise tothe revenues. Expenses are the cost of goods or services acquired in the period, whether ornot payment has been made or invoices received.

ii. Recognition of Rental IncomeRental income relates to rent revenue earned on the lease of the Corporation’s social housingunits. Revenue is recognized as earned over the term of the lease.

iii. Recognition of Government GrantsGovernment transfers are received from the Service Manager and the Province for theprovision of social housing services, building construction and other capital expenditures.

Government grants are recognized in the financial statements in the period in which the eventsgiving rise to the transfer occur, providing the transfers are authorized, any eligibility criteria

8.2-8


have been met, reasonable estimates of the amounts can be made, and there are no stipulations which give rise to a liability.

iv. Recognition and Measurement of Financial InstrumentsThe Corporation accounts for its accounts receivable, investments, accounts payable andaccrued liabilities, and long term debt according to PSAB’s standards for accounting andreporting financial instruments. Portfolio investments held in equity instruments that are quotedin an active market are reported at fair market value in the financial statements.

The fair value of investments is determined by the combination of the fair market value ofinvestments with Encasa Financial Inc. (“Encasa”) and a pro-rated portion of the Region'sinvestments to reflect the fact that the balance of the Corporation's investments is pooled withthe Region. Only the Encasa investment is reported at market value in the financial statements.Transaction costs are expensed as incurred.

The carrying value of cash, accounts receivable, accounts payable and accrued liabilitiesapproximate respective fair values due to their relatively short-term maturity. The carrying valueof long term debt and vendor mortgage approximate fair value due to the terms and conditionsof the borrowing arrangements compared to current market conditions of similar items.

v. Tangible Capital AssetsTangible capital assets are recorded at cost, which includes amounts that are directlyattributable to acquisition, construction, development or betterment of the asset. The cost, lessresidual value, of tangible capital assets, excluding land, are amortized on a straight-line basisover their estimated useful lives as follows:

Assets Useful life – years Buildings 20 – 100 Building improvements 8 – 100 Equipment and furnishings 3 – 80 Vehicles 3

Annual amortization is charged in the year of acquisition and in the year of disposal. Assets under construction are not amortized until the asset is in service.

vi. Contributions of Tangible Capital AssetsTangible capital assets received as contributions are recorded at their fair value at the time ofcontribution. Revenue at an equal amount is recognized at the time of contribution.

vii. Accounts ReceivableThe rent receivable portion of accounts receivable includes backdated rent receivables asdetermined in accordance with the HSA. These are established at the point of discovery.

viii. Capitalization of CostsThe Corporation capitalizes all development or construction related direct costs to income-producing property under construction. These costs include realty tax, project managementfees, interest on construction loans and/or the interest relating to short-term bridge financing.

ix. ReservesThe capital replacement reserves for projects governed by the HSA, are established accordingto the terms of the agreements with the Service Manager. The remaining unallocated operating

8.2-9


surpluses (including non-HSA projects) are transferred to reserves designated for capital expenditures and working funds.

The working fund reserves were established by the Board of Directors to provide for unforeseen operating and capital expenditures for which alternative financing cannot be arranged.

The energy conservation reserve was established by the Board of Directors with a view to reduce utility costs. Interest is to be paid calculated on 100 basis points above the Canada Bond Yield’s rate having a term to maturity equivalent to the term the reserve is being asked to invest.

x. Mortgages Payable on Income Producing PropertyOn the interest adjustment date, construction loans payable are transferred to mortgagespayable on income-producing property. The interest adjustment date represents the effectivedate for commencement of mortgage payments and receipt of government grants based onthe original mortgage commitment obtained to finance the project. To the extent that finalmortgage requirements may differ from the original mortgage commitment when finalconstruction costs are known, mortgages payable on income-producing property are adjustedaccordingly.

xi. Liability for Contaminated SitesContaminated sites are a result of contamination being introduced into air, soil, water orsediment of a chemical, organic or radioactive material or live organism that exceeds anenvironmental standard.

A liability for remediation of contaminated sites is recognized, net of any expected recoveries,when a site is not in productive use and the following criteria are met:

a) an environmental standard exists,b) contamination exceeds the environmental standard,c) the Corporation is directly responsible or accepts responsibility for the liability,d) future economic benefits will be given up, and,e) a reasonable estimate of the liability can be made.

A liability is recognized as management’s estimate of the cost directly attributable to remediation activities and would include post-remediation operation, maintenance and monitoring that are an integral part of the remediation strategy for a contaminated site.

xii. Use of EstimatesThe preparation of financial statements in conformity with the Canadian public sectoraccounting standards requires management to make estimates and assumptions that affectthe reported amounts of assets and liabilities, disclosure of contingent assets and liabilities andthe reported amounts of revenue and expenses during the period. Significant estimates relateto accounts receivable, accrued liabilities and amortization. Actual amounts could differ fromthose estimates.

8.2-10


3. Investments

Unrestricted and restricted investments reported on the statement of financial position have cost,market and book values as follows:

2020 Cost Market Value Book Value

Investments, unrestricted $ 20,666,189 $ 21,442,084 $ 20,666,189 Investments, restricted 16,535,710 19,154,712 18,642,642 Total investments $ 37,201,899 $ 40,596,796 $ 39,308,831

2019 Cost Market Value Book Value

Investments, unrestricted $ 20,209,305 $

20,547,374 $ 20,209,305 Investments, restricted 15,323,181 17,243,601 17,035,723 Total investments $ 35,532,486 $ 37,790,975 $ 37,245,028

The Corporation’s investments of $2,896,596 (2019 – $2,896,596) with Encasa had a fair market value of $5,003,528, as at December 31, 2020 (2019 – $4,609,138). The net accumulated unrealized gain of $2,106,932 (2019 – $1,712,542) for restricted investments is reported in the statement of re-measurement gains and losses and in the statement of financial position as an increase to restricted investments. The balance of the Corporation’s funds are held with the Region for investment purposes which earn interest based on the Region's investment yield.

4. Accounts Receivable

Accounts receivable consists of the following: 2020 2019

Rents $ 1,896,391 $ 1,436,653 HST receivable 1,294,126 1,826,806 Other 1,388,653 3,903,628 Region of Peel 13,295,504 691,357 Total $ 17,874,674 $ 7,858,444

8.2-11


5. Tangible Capital Assets

2020

(All dollars in $000) Balance at Disposals & Balance at

Cost December 31, 2019 Additions Write-downs December 31, 2020

Land $ 142,253,079 $ 78,603 $ - $ 142,331,682

Buildings and building improvements 541,649,562 - - 541,649,562

Vehicles 21,961 31,404 (21,961) 31,404

Equipment and furnishings 676,811 - - 676,811

Construction work in progress 4,190,191 709,257 - 4,899,448

Total cost $ 688,791,604 $ 819,264 $ (21,961) $ 689,588,907

Balance at Balance at Accumulated Amortization December 31, 2019 Disposals Amortization December 31, 2020

Land $ - $ - $ - $ -

Buildings and building improvements 290,640,126 - 10,859,279 301,499,405

Vehicles 19,765 (19,765) 2,591 2,591

Equipment and furnishings 306,586 - 26,603 333,189

Total accumulated amortization $ 290,966,477 $ (19,765) $ 10,888,473 $ 301,835,185

Balance at Net Book Value December 31, 2020

Land $ 142,331,682

Buildings and building improvements 240,150,157

Vehicles 28,813

Equipment and furnishings 343,622

Construction work in progress 4,899,448

Total net book value $ 387,753,722

8.2-12


2019

(All dollars in $000) Balance at Disposals & Balance at

Cost December 31, 2018 Additions Write-downs December 31, 2019

Land $ 142,174,480 $ 78,599 $ - $ 142,253,079

Buildings and building improvements 543,340,362 - (1,690,800) 541,649,562

Vehicles 21,961 - - 21,961

Equipment and furnishings 676,811 - - 676,811

Construction work in progress 3,285,329 904,862 - 4,190,191

Total cost $ 689,498,943 $ 983,461 $ (1,690,800) $ 688,791,604

Balance at Balance at Accumulated Amortization December 31, 2018 Disposals Amortization December 31, 2019

Land $ - $ - $ - $ -

Buildings and building improvements 279,627,138 - 11,012,988 290,640,126

Vehicles 19,436 - 329 19,765

Equipment and furnishings 279,983 - 26,603 306,586

Total accumulated amortization $ 279,926,557 $ - $ 11,039,920 $ 290,966,477

Balance at Net Book Value December 31, 2019

Land $ 142,253,079

Buildings and building improvements 251,009,436

Vehicles 2,196

Equipment and furnishings 370,225

Construction work in progress 4,190,191

Total net book value $ 397,825,127

During the year, the Corporation capitalized $159,264 (2019 – $182,966) of interest relating to various capital projects. The write-down of tangible capital assets during the year of $Nil (2019 – $1,690,800) was recorded in the statement of operations. The Corporation has no tangible capital assets recognized at a nominal value.

6. Contaminated Sites

As at December 31, 2020, there are no contaminated sites that meet the specified criteria and no liability(2019 – $Nil) for contaminated sites has been recorded in these financial statements. It is theCorporation’s practice to remediate all properties to an acceptable level based on the environmentalstandards for the intended use of the land.

8.2-13


7. Post-Employment LiabilitiesAThe liability for retirement benefits on the statement of financial position is the result of a full actuarialvaluation as at December 31, 2020, for the Corporation’s share of costs associated with extending thecoverage for health, dental and life insurance benefits to qualifying employees, with estimates toDecember 31, 2023. Benefit coverage, except for life insurance coverage, ceases at the age of 65.

The following significant actuarial assumptions adopted in the valuation were based on management’sbest estimates.

• Future discount rates 3.20 per cent per year

• Future inflation rate 1.75 per cent per year

• Future salaries Escalate at 2.75 per cent per year

• Future dental premium rates Escalate at 4.0 per cent per year

• Future health care premium rates Initial rate of 7.15 per cent decreasing by 0.15 per cent per year to the ultimate rate of 4.0 per cent

The following are the actuarial results for the accrued benefit liability reported on the statement of financial position:

Retirement Benefits Liability 2020 2019 Accrued benefit obligation at January 1 $ 166,136 $ 166,880 Add: benefit service cost 17,300 3,448 Add: interest accrued 6,500 6,530 Deduct: benefit payments (11,836) (10,722) Deduct: Actuarial (Gain) (3,200) - Expected accrued benefit obligation at December 31 174,900 166,136 Actual accrued benefit obligation at December 31 174,900 166,136 Deduct: unamortized actuarial loss (35,400) (45,629) Liability at December 31 $ 139,500 $ 120,507

Retirement Benefits Expense 2020 2019 Current period benefit cost $ 14,136 $ 3,448 Interest on accrued benefit obligation 6,500 6,530 Amortization of actuarial losses 6,948 6,948 Total $ 27,584 $ 16,926

8.2-14


8. Mortgages Payable on Income Producing Properties

Mortgages are secured by a first charge on specific assets of the Corporation with amortization periodsthat range from 5 to 50 years and interest ranging from 0.69 per cent to 6.75 per cent. Generally,interest rates are fixed for either 5 or 10 years.

Estimated principal repayments in respect to these mortgages for the years 2021-2025 and thereafterare as follows:

Principal Repayments 2021 $ 18,452,729 2022 18,304,542 2023 17,589,729 2024 16,328,791 2025 14,291,611 Subsequent to 2025 29,242,562 Total $ 114,209,964

Interest paid during the year amounted to $4,065,706 (2019 – $4,706,867).

9. Long Term Debt

Long term debt consists primarily of four loans from the Region and forgivable loans with the Provinceassociated with some of the properties developed with the Region.

2020 2019 Region of Peel Loans:

2005 Summerville Pines Current term is 2.9 per cent for ten years from March 6, 2016 to March 5, 2026, amortized over 35 years; payments made are based on the operating surplus of the project. $ 4,467,303 $ 5,218,123

Service Manager Capital/Infrastructure Repayable Subsidy Interest rates currently range from 2.99 to 3.85 per cent payable over 15 years commencing with the various property locations’ respective Operating Agreement end dates. 33,469,923 25,678,929

2013 Land Acquisition Purchase of land adjacent to Twin Pines, with an interest rate of 3.2 per cent, with an open term to repay. 3,077,760 2,999,160

Twin Pines Site Development Development of the Twin Pines site, with an interest rate of 2.95 per cent, with an open term to repay. 3,019,007 2,901,077

Provincial loans (forgivable): Forgiven after 20 years once program requirements have been met. 1,871,749 1,895,500

Total $ 45,905,742 $ 38,692,789

8.2-15


Interest paid during the year amounted to $1,075,743 (2019 – $1,043,626).

10. Contributed Capital

The following summarizes changes to the balance for contributed capital.

11. Accumulated SurplusThe accumulated surplus consists of the following:

12. Surplus / (Deficit) from Housing Program Administration

Overhead costs are related to administrative functions performed by the Region and are allocatedbased on the buildings’ weighted unit count.

2020 2019 Total revenue $ 1,397,141 $ 1,180,084 Less: expenses 14,251,613 12,985,987 Deficit before the under noted items (12,854,472) (11,805,903)

Transfer of investment income to reserve funds (217,875) (282,049) Transfer of investment revenue to last month’s rent (97,438) (77,550) Transfer of investment income to operations (884,521) (721,090) Administrative expense recovered from operations 13,049,469 11,813,033 Administrative allocation to Region of Peel buildings 1,004,837 1,073,559 Surplus/deficit from housing program administration $ - $ -

2020 2019 Balance at the beginning of the year $ 18,902,504 $ 18,878,754 Assisted Housing in Peel (AHP) forgivable loan 23,750 23,750 Total $ 18,926,254 $ 18,902,504

2020 2019 Accumulated operating surplus: Investment in tangible capital assets $ 240,976,088 $ 232,219,185 Reserves 26,444,949 23,563,575 Contributed capital 18,926,254 18,902,504 Capital fund (33,469,920) (25,678,929) Accumulated surplus from operations 724,260 724,260 Unfunded liability – retiree benefits (139,500) (120,507) Common shares 100 100

253,462,231 249,610,188 Unrealized gain on restricted investments 2,106,932 1,712,542 Total Accumulated Surplus $ 255,569,163 $ 251,322,730

8.2-16


13. Expenses by Object

The statement of operations reports expenses for the Corporation by function. The following is asummary of expenses by object.

14. Contingent Liabilities

As at December 31, 2020, the Corporation has certain legal disputes outstanding that have arisen inthe ordinary course of operations. No provision has been made in 2020 for costs or losses, as allclaims are expected to be covered by insurance or the consequences are undeterminable at this time.

15. Government Grants

The following represents four grants where funding was received for capital up to December 31, 2020from the Region’s Social Housing Improvement Program (“SHIP”), the Social Housing ApartmentImprovement Program (“SHAIP”), Canada-Ontario Community Housing Initiative (“COCHI”), and theEarly Learning Child Care Canada (“ELCC”) Grants Program. SHIP and SHAIP grants were approvedby the Service Manager and made available for eligible capital project costs that meet the conditionsas specified in each respective grant agreement.

2020 2019 Salary and wages $ 4,364,073 $ 4,320,478 Municipal taxes 13,552,713 13,398,487 Amortization 10,888,473 11,039,920 Debt interest charges 5,064,803 5,830,656 Other operating expenses 68,358,754 65,236,461 Total $ 102,228,816 $ 99,826,002

8.2-17


SHIP Projects

The total amount of SHIP funding spent on the approved Eligible Project Costs in 2020 is $19,835 (2019 - $451,142).

Property Project Description SHIP Grant Approved

SHIP Eligible Expenses

Incurred Prior to January 1,

2020

2020 SHIP Eligible

Expenses Incurred

January 1, 2020 to December

31, 2020

Excess of Approved

SHIP Grant Over

Expenses

Britannia Place Roofing Replacement $ 334,252 $ 334,252 $ - $ - Castlebrooke Elevators Modernization and

Cab Retrofits 564,857 564,857 - - Conover Roofing Replacement

276,461 276,461 - - Fairview Place Balcony Remediation

747,269 747,269 - - Lakeside Court - TH

Asphalt Shingles, Eavestroughs and Downspouts Replacement and Assoc Works

52,867 52,867 - -

Lakeview Promenade - APT

Elevators Modernization and Cab Retrofits 597,296 577,461 19,835 -

Meadows Asphalt Shingles, Eavestroughs and Downspouts Replacement and Assoc Works

571,528 571,528 - -

Whillan's Gate Elevators Modernization 501,847 501,847 - -

Chelsea Gardens UPG Repairs and Associated Works 978,606 978,606 - -

Maple Avenue Generator / Fuel System Compliance Upgrade 44,961 44,961 - - Total $ 4,669,944 $ 4,650,109 $ 19,835 $ -

8.2-18


SHAIP Projects

Property Project Description SHAIP Grant Approved

SHAIP Eligible Expenses


2020

2020 SHAIP Eligible

Expenses Incurred


31, 2020

Excess of Approved

SHAIP Grant Over

Expenses

Bella Vista Replacement of Unit and Site Lighting and Fixtures with LED $ 270,000 $ 220,194 $ 24,288 $ 25,518

Bella Vista Underground Parking Garage (UPG) - 5 exhaust fans and Carbon Monoxide (CO) detectors 115,000 63,426 - 51,574

Gardenview Court

Exhaust Ventilation - Garage (5 Units) 39,626 39,626 - -

Gardenview Court

Replacement with energy-efficient windows and doors, and associated exterior works 2,268,798 1,850,227 418,571 -

Gardenview Court

Replacement of Unit and Site Lighting and Fixtures with LED 180,145 180,145 - -

Surveyors Point

Replacement of Unit and Site Lighting and Fixtures with LED 177,000 139,989 - 37,011

Surveyors Point

Replacement with energy efficient Cooling Tower 88,000 120,670 - (32,670)

Surveyors Point

Underground Parking Garage (UPG) - 2 exhaust fans 25,000 - - 25,000

Surveyors Point

Replacement with energy-efficient windows and doors, and associated exterior works 1,340,000 1,287,075 82,266 (29,341)

Total $ 4,503,569 $ 3,901,352 $ 525,125 $ 77,092

The total amount of SHAIP funding spent on the approved Eligible Project Costs in 2020 is $525,125 (2019 - $3,863,496).

ELCC Project

Property Project Description

ELCC Grant Approved

ELCC Eligible Expenses


2020

2020 ELCC Eligible Expenses Incurred January 1, 2020 to

December 31, 2020

Excess of Approved

ELCC Grant Over

Expenses Bella Vista Creating new child care spaces

in PHC Bella Vista building $ 500,000 $ 3,016 $ 285,416 $ 211,568 Total $ 500,000 $ 3,016 $ 285,416 $ 211,568

The total amount of ELCC funding spent on approved Eligible Project Costs in 2020 is $285,416 (2019 - $3,016).

8.2-19


COCHI Projects

The total amount of COCHI funding spent on the approved Eligible Project Costs in 2020 is $819,360 (2019 - $nil).

16. Risks

a) Credit RiskThe Corporation is subject to credit risks from its tenants as a result of counterparty default. Thisrisk is mitigated by prudent monitoring procedures.

b) Interest Rate RiskThe Corporation is subject to interest rate fluctuations on its mortgages and long-term debt. TheCorporation currently does not use any hedging strategies to mitigate this interest rate exposure.

c) Market RiskMarket risk arises as a result of trading in fixed income securities and equities. Fluctuations in themarket expose the Corporation to a risk of loss. The Corporation mitigates this risk through cashmanagement processes and compliance to the approved investment policy.

Property Project Description COCHI Grant Approved

COCHI Eligible

Expenses Incurred Prior to January 1,

2020

2020 COCHI Eligible

Expenses Incurred


31, 2020

Excess of Approved

COCHI Grant Over

Expenses

McHardy Place Parking Lot Replacement $ 128,188 $ - $ 79,892 $ 48,296 Middleton Way Replace Unit Driveways and

Visitor Parking 550,492 - 46,689 $ 503,803 Springfield Gardens

Roofing Replacement 499,921 - 499,921 -

Stavebank Roofing Replacement 213,754 - 192,858 $ 20,896

Total $1,392,355 $ - $ 819,360 $ 572,995

8.2-20


17. Commitments

The Corporation has obligations under non-cancellable operating leases with the Region of Peel forvarious service agreements.

The expected payments to the expiry of leases and agreements are as follows:

Payments 2021 $ 2,055,469 2022 2,055,469 2023 2,055,469 2024 2,055,469 2025 2,055,469 Subsequent to 2025 45,068,671 Total $ 55,346,016

18. Budget Reconciliation

The budget amounts presented in the financial statements are based on the 2020 operating and capitalbudgets approved by the Board on August 15, 2019. The following reconciles the approved budget tothe budget amounts presented in the financial statements using the accrual basis of accounting, inaccordance with PSAS.

Revenues Expenses Board Approved Operating Budget 100,914,219 100,914,219 Board Approved Capital Budget 35,500,000 35,500,000

PSAB Adjustments

Contributions to reserves/reserve funds - (14,264,397) Contributions from reserves/reserve funds (13,386,930) - Amortization - (6,905,535)

Loan principal repayments - (2,352,206)Acquisition of tangible capital assets - -Capital projects funded by loans (21,900,000) -

Other Adjustments Investment income 884,521 - Contributed Capital 23,750 -

Budget as presented in Financial Statements $ 102,035,560 $ 112,892,081

8.2-21

8.3-1

REPORT Meeting Date: 2021-06-24

Peel Living Annual General Meeting

REPORT TITLE:

Peel Housing Corporation Board of Directors – Updated Composition

FROM:

Janice Sheehy, Commissioner of Human Services

RECOMMENDATION That Patricia Caza be appointed as the Chair of the Peel Housing Corporation Board for a term ending June 30, 2022, or until a successor is appointed; And further, that Anthony Parente be appointed as a Director of the Peel Housing Corporation Board for a term ending June 30, 2023, or until a successor is appointed; And further, that Aretha Adams be appointed as the Secretary of the Peel Housing Corporation Board for a term ending June 30, 2024, or until a successor is appointed.

REPORT HIGHLIGHTS

On December 13, 2018, a new composition for the Peel Housing Corporation Board (“the Board”) consisting of five Regional staff was approved by Regional Council in their capacity as the sole Shareholder of Peel Housing Corporation.

As per the Shareholder Direction, appointment of Board members will be made at the Annual General Meeting based on the recommendations of the Chief Administrative Officer.

Patricia Caza has been the Chair of the Board since June 2020. She has agreed to serve as Chair for one additional year.

Kathryn Lockyer and Cathy Granger have fulfilled their terms on the Board of Directors.

The Secretary and one director position require new appointments, to replace members who have completed their terms.

DISCUSSION Background On December 13, 2018, a new composition for the Peel Housing Corporation Board (“the Board”) consisting of five Regional staff was approved by Regional Council in its capacity as the sole Shareholder of Peel Housing Corporation (“PHC”), with the mandate of focusing primarily on overseeing day-to-day operations. At the time, the end dates of Board membership were staggered to ensure continuity of the Board members. Membership of the Board members, as outlined in the Shareholder Direction (section 6.7), is made at the Annual General Meeting, based on the recommendation of the Chief Administrative Officer.

Peel Housing Corporation Board of Directors – Updated Composition

8.3-2

a) Overview of Required Appointments Patricia Caza was appointed as Chair at the 2020 Annual General Meeting, with a term ending June 2021. Kathryn Lockyer and Cathy Granger completed their terms as of December 2020 but continued to maintain their role on the Board until successors were appointed. This leaves one Director position, Chair and Secretary role requiring appointment. To fill the vacancies on the Board, the CAO is recommending the following appointments:

That Patricia Caza be appointed as Chair for one additional year, for a term ending June 30, 2022. Patricia is the Region’s Director of Legal Services and Deputy Regional Solicitor.

That Anthony Parente be appointed as a Board Member at-large for a term ending June 30, 2023, or until a successor is appointed. Anthony is the General Manager of Water and Wastewater in Public Works.

That Aretha Adams be appointed as Secretary for a term ending June 30, 2024, or until a successor is appointed. Aretha is the Deputy Clerk and Manager, Access to Information & Privacy.

Steve Fantin will remain on the Board as Vice-Chair for a term ending June 2022. Sean

Baird will remain a Board Member at-large, for a term ending June 2023. For further information regarding this report, please contact Andrea Warren, General Manager, Peel Living, Ext. 4355, [email protected]. Authored By: Lindsay Sieben, Advisor, Peel Housing Corporation Reviewed and/or approved in workflow by: Department Commissioner and General Manager of Peel Housing Corporation.

8.4-1

REPORT Meeting Date: 2021-06-24


REPORT TITLE:

2021 Appointment and Remuneration of External Auditors

FROM: Andrea Warren, General Manager, Peel Housing Corporation Stephanie Nagel, Treasurer, Peel Housing Corporation

RECOMMENDATION That Deloitte LLP be appointed as the Corporation’s Auditors to hold office until the close of the next annual meeting, pursuant to the contract awarded for the Regional Municipality of Peel and Peel Housing Corporation, Fiscal Years 2021 to 2022.

REPORT HIGHLIGHTS

The Region of Peel issued a Request for Proposal (RFP) for the External Audit Services, Fiscal Years 2016-2020, which included an option to extend for five 12 month periods, for both the Region of Peel and Peel Housing Corporation.

The Business Corporations Act requires that the shareholders of Peel Housing Corporation annually appoint an external auditor.

The audit fees for 2020 are increased by $479, to $19,451 plus applicable taxes. Deloitte LLP has demonstrated considerable municipal and housing auditing

experience. DISCUSSION 1. Background

An RFP for the external audit services was awarded to Deloitte LLP for the fiscal years 2016 to 2020, under the competitive bid process 2016-211P, with the authority to extend the contract for five additional 12-month periods based on satisfactory service, performance and

pricing, for both the Region of Peel and the Peel Housing Corporation. Deloitte has demonstrated an excellent overall understanding of the complexities of performing the audit services for both Peel Housing Corporation and the Region of Peel. Deloitte LLP is the auditor for various municipal housing corporations across Ontario and the senior audit staff who will be serving the Region of Peel and Peel Housing Corporation have extensive experience in performing municipal and housing audits.

RISK CONSIDERATIONS

Appointment of an external auditor is required under the Business Corporations Act, section 149. The shareholders of the Peel Housing Corporation must, at each annual meeting, appoint the external auditors to hold office until the close of the next annual general meeting.

2021 Appointment and Remuneration of External Auditors

8.4-2

The Region’s Audit and Risk Committee, on May 20, 2021, recommended the appointment of Deloitte as external auditor for both the Region and Peel Housing Corporation. FINANCIAL IMPLICATIONS

The cost to Peel Housing Corporation for the 2021 fiscal year is $19,451 (excluding applicable

taxes), which is an increase of $479, compared to $18,972 in 2020. Sufficient funds are available in the 2021 budget for the annual audit fees. CONCLUSION

In accordance with the Region of Peel Procurement By-law 30-2018, adopted as Peel Housing Corporation’s procurement policy, it is recommended that Deloitte LLP be awarded the contract for the External Audit Services for the 2021 fiscal year for an annual audit fee of $19,451 excluding applicable taxes. For further information regarding this report, please contact Stephanie Nagel, Treasurer, Peel Housing Corporation Ext. 7105, [email protected]. Authored By: Lindsay Sieben, Advisor Reviewed and/or approved in workflow by: Department Commissioner, General Manager of Peel Housing Corporation and Legal Services.

8.5-1

.REPORT Meeting Date: 2021-06-24


REPORT TITLE:

2021 Ratification and Confirmation of the Actions of the Peel Housing Corporation

FROM: Kathryn Lockyer, Secretary, Peel Housing Corporation

RECOMMENDATION That all the by-laws, resolutions and acts of the Peel Housing Corporation undertaken in good faith from June 25, 2020 to the present, be ratified and confirmed.

REPORT HIGHLIGHTS

As a common and long-standing risk management practice, it is appropriate for the Shareholder to ratify and confirm all resolutions and acts of Peel Housing Corporation from the last Annual General Meeting to the present.

The ratification and confirmation are for the purpose of ensuring that no corporate act can be challenged by a third party on a technical basis of an inadvertent failure to obtain a required Shareholder approval.

DISCUSSION As a common and long-standing risk management practice, it is appropriate for the Shareholder of Peel Housing Corporation (the “Corporation”) to, at least once per year, ratify and confirm all preceding by-laws, resolutions and acts of the Corporation that were undertaken in good faith since the last Annual General meeting. The Shareholder, at the last Annual General Meeting held on June 25, 2020 ratified and confirmed all preceding by-laws, resolutions and acts of the Corporation that were undertaken in good faith from the previous year. Since the last Annual General Meeting, one by-law was passed, to establish the Corporation’s Document Execution By-law (1-2021) attached as Appendix I. This By-law provides further clarity on authority set out in the General Corporate By-law 1-2019 for the execution of Contracts and Documents and was based on the Region of Peel’s Document Execution By-law 32-2017. Similar to the Region’s Document Execution By-law, the Corporation’s new By-law 1-2021 also provides for the delegation of signing authority to deal with certain authorized documents in order to effectively and efficiently conduct business. Resolutions of the Board and acts of the Corporation have been adopted and undertaken consistently with the approval authority prescribed in the Shareholder Direction approved at the June 25, 2020 meeting, as amended. The Shareholder has, upon request, access to the books and records of the Corporation, which includes all minutes of meetings and resolutions, as well as the articles, by-laws and filings of the Corporation. Such access can be obtained through the

2021 Ratification and Confirmation of the Actions of the Peel Housing Corporation

8.5-2

Secretary of the Corporation who would, upon such request, bring such books and records before the Shareholder for review in camera at a future meeting of the Shareholder.

RISK CONSIDERATIONS The recommended measure is a precaution against the possibility of a third party asserting as a technicality that some act of the Corporation since the last Annual General Meeting required Shareholder approval which was inadvertently not obtained. Such a challenge would pose the risk of an unintended invalidation of a corporate act. Staff are not aware of any such failure to obtain a required Shareholder approval, but the ratification is recommended as a fail safe against any unknown or unintended gap in approvals. CONCLUSION This report accordingly recommends that the Shareholder ratify and confirm all by-laws, resolutions and acts of the Corporation since the last Annual General Meeting of June 25, 2020. APPENDICES Appendix I – PHC By-law 1-2021 For further information regarding this report, please contact Kathryn Lockyer, Board Secretary, Regional Clerk, Ext. 4325, [email protected]. Authored By: Lindsay Sieben, Advisor Reviewed and/or approved in workflow by: Department Commissioner, General Manager of Peel Housing Corporation and Legal Services.


DOCUMENT EXECUTION BY-LAW NUMBER 1-2021

A by-law to govern the execution of documents on behalf of Peel Housing Corporation (“Corporation”)

WHEREAS the Board of Directors of the Corporation enacted By-law 1-2019 on May 1st, 2019, confirmed by the Shareholder June 27th, 2019, being a by-law relating generally to the transaction of the business and affairs of the Corporation (“By-law 1-2019”); AND WHEREAS Article Twelve of By-law 1-2019 provides for the general execution of documents by the Officers and Directors of the Corporation as well as their respective designates; AND WHEREAS the Board of Directors wishes to add to Article Twelve of By-law 1-2019 clarifying the specific signing authorities and procedures related to the execution of documents on behalf of the Corporation, as further set out herein.

CONTENTS 1. Definitions 2. Appointment of Signing Officers 3. Authority for Execution 4. Rules for Execution 5. Administration 6. Effective Date of By-law

ARTICLE ONE DEFINITIONS

1.01 In this By-law:

(a) "Approval Authority" means any Officer of the Corporation or member of the Board, or any other PHC Staff designated by an Officer or member of the Board in writing to approve Documents for Execution under section 5.02 (g) of this By-law.

(b) “Authorized Documents” are Documents listed in Column 1 of Schedule “1” to this By-law which are, by this By-law, authorized by the Board for Execution and include Documents deemed to be an Authorized Document under section 2.01(c) of this By-law.

8.5-3

Appendix I 2021 Ratification and Confirmation of the Actions of the Corporation

-2- By-law Number 1-2021

(c) “Board” means the Board of Directors of the Corporation.

(d) “Corporation” means Peel Housing Corporation.

(e) “Council” means the Council of the Region.

(f) “Designated Signing Authority” means a person who holds any one of the offices or positions set out in Column 2 of Schedule “1”, and who, by this By-law, is authorized by the Board to Execute the Authorized Documents set out opposite in Column 1 of Schedule “1”, and includes a person deemed to be a Designated Signing Authority under section 2.01(c) of this By-law.

(g) “Director” means a member of the board of directors of the Corporation.

(h) "Document" means any written instrument, whether on paper or in Electronic form, including but not limited to any contract, agreement, deed, purchase order, memorandum, letter of intent, application, release, waiver, submission, declaration, representation or acknowledgement which, when Executed, will have or is intended to have the effect of causing the Corporation to be bound in a legally enforceable relationship with any other entity; and shall not include:

i. correspondence, or other written instrument, whether on paper or in Electronic form, intended to convey information or confirm a position on a matter, but not intended to create a contract or agreement between the Corporation and any other entity, or to cause the Corporation to be bound in a legally enforceable relationship with any other entity.

(i) "Document Execution Record" means the Document Execution Record required under section 5.02 of this By-law.

(j) “Electronic” includes created, recorded, transmitted or stored in digital form or in other intangible form by electronic, magnetic or optical means or by any other means that has capabilities for creation, recording, transmission or storage similar to those means and “Electronically” has a corresponding meaning.

(k) “Electronic Signature” refers to data in electronic form which is logically associated with other data in electronic form and which is used by the signatory to Execute a Document in accordance with any corporate policy and applicable legislation in relation thereto.

8.5-4



(l) "Execute" means to complete the formalities intended to give effect to a Document and may include any one or more of the following formalities as may be required in the circumstances:

i. signing the Document by a written signature or an Electronic Signature;

ii. causing the seal of the Corporation to be affixed to the Document;

and “Execution” has a corresponding meaning.

(m) “Execution Reference Number” is a unique identifying number assigned to each Document in accordance with this By-law for the purposes of tracking, searching and ease of future reference. An Execution Reference Number is assigned at the time of completion of the Document Execution Record.

(n) “GM” means the General Manager of the Corporation or any person appointed to act in the place of that individual or their designate.

(o) “Initiator” means any PHC Staff who prepares and routes a Document Execution Record as required under section 5.02 of this By-law and who also has the responsibilities outlined in section 5.05 of this By-law.

(p) “Legal Counsel” includes legal counsel employed by the Region to provide legal services to the Corporation whether or not they are PHC Staff.

(q) “PHC Staff” means an employee employed by the Region to perform certain services for Peel Housing Corporation pursuant to the Shareholder Direction.

(r) “Region” means The Regional Municipality of Peel.

(s) “Shareholder” means the Region acting as the sole shareholder and owner of the Corporation.

(t) “Shareholder Direction” means the written declaration by the Shareholder dated June 27, 2019, as may be amended revised or superseded from time to time.

(u) “Signing Officer” means a person, who at the time of Execution of any Document holds any of the following offices or positions of the Corporation:

i. Chair;

ii. Vice-Chair;

8.5-5



iii. Secretary;

iv. Treasurer;

v. Deputy Treasurer

and for the purposes of this By-law shall also include the GM and the Region’s Commissioner of Human Services.

ARTICLE TWO APPOINTMENT OF SIGNING OFFICERS

2.01 Subject to the requirements of this By-law and any statute regarding

the Execution of any particular kind of Document: (a) a Signing Officer has the authority to Execute a Document on

behalf of the Corporation; (b) in addition to a Signing Officer, a Designated Signing

Authority listed in Column 2 of Schedule “1” has the authority to Execute an Authorized Document listed opposite in Column 1 of Schedule “1” on behalf of the Corporation; and

(c) in addition to the Signing Officers and Designated Signing

Authorities designated by this By-law, the Board may by separate by-law or resolution, delegate to any PHC Staff authority to Execute a particular Document on behalf of the Corporation and in such case that designated officer or PHC Staff shall thereafter be deemed to be a Designated Signing Authority included in Schedule “1” Column 2 and that particular Document shall thereafter be deemed to be an Authorized Document included in the corresponding Column 1 of Schedule “1” for the purposes of this By-law and an Execution Reference Number and a Document Execution Record shall be required for each such Document, subject to any resolution or by-law to the contrary.

2.02 When any Signing Officer or Designated Signing Authority is absent

for any reason or the office or the position is vacant:

(a) if there is a by-law or resolution which designates a deputy or other acting person as having the authority of the person holding the position or office of the Signing Officer or Designated Signing Authority, such deputy or acting person is authorized to exercise the authority of the Signing Officer or Designated Signing Authority under this By-law; and

(b) unless contrary to a by-law or resolution as described in

section 2.02 (a), any PHC Staff or officer of the Corporation appointed in writing by a Signing Officer or Designated Signing Authority as acting in the position or office of such

8.5-6



Signing Officer or Designated Signing Authority during his or her temporary absence is authorized to exercise the signing authority of the Signing Officer or Designated Signing Authority under this By-law during said temporary absence.

2.03 Where a Document is authorized to be Executed pursuant to

Schedule “1” of this By-law, the Designated Signing Authority indicated in Column 2 of Schedule “1” shall include the officers or PHC Staff holding the designated offices or positions at the time that the Document is presented to them for signing and, in the event that the title identifying the authorized Designated Signing Authority has changed, then the officers and PHC Staff whose duties and responsibilities include those of the listed Designated Signing Authority shall be authorized to sign the Document.

ARTICLE THREE AUTHORITY FOR EXECUTION

3.01 Subject to any statutory requirement to the contrary or other existing

by-law or resolution, Signing Officers shall not Execute any Document unless its Execution has been authorized by by-law or resolution enacted by the Shareholder or by the Board and the administrative requirements of Article Five of this By-law have been complied with in respect thereto. For greater certainty and without limiting the foregoing, a by-law or resolution authorizing Execution of a Document includes: (a) A by-law authorizing the transaction, activity, project, program

or service to which the Document relates and which expressly or by implication authorizes the Execution of the Document;

(b) A resolution of the Shareholder or the Board, authorizing the

transaction, activity, project, program or service to which the Document relates and which expressly or by implication authorizes the Execution of the Document;

(c) A by-law giving the GM authority to carry out their duties and

responsibilities on behalf of the Corporation authorizes the Execution of any Document reasonably incidental to that authority;

(d) This By-law as it relates to Authorized Documents listed in

Schedule “1” of this By-law and Documents Executed under sections 3.02, 3.03 and 3.04 of this By-law.

3.02 In addition to the Signing Officers designated under subsection

1.01(u), this By-law authorizes the Designated Signing Authorities listed in Column 2 of Schedule “1” to Execute the Authorized Documents listed opposite in Column 1 of Schedule “1”.

8.5-7



3.03 Where a Document is mandated by statute to be Executed by the Corporation or where the transaction, activity, project, program or service to which a Document relates is mandated by statute and the statute expressly or by implication mandates the execution of a particular Document, the Signing Officers designated under subsection 1.01(u) are authorized to Execute such Documents as they determine with the benefit of legal advice to be mandated by statute and necessary to carry on the business of the Corporation.

3.04 When there is no regular meeting of the Board scheduled during a

period of time that is more than 45 days after the date of the previously scheduled regular Board meeting, the Signing Officers designated under subsection 1.01(u) are authorized to Execute such Documents as they deem to be reasonably required to be Executed during any such gap of 45 days or more between scheduled meetings in order to carry on the business of the Corporation. Should any such Documents be Executed, the Signing Officers shall advise the Board of the Execution of such Documents.

3.05 The authority to Execute a Document includes the following: (a) Where a Document on its face is subject to or is conditional

upon approval, adoption or ratification by the Board, the Signing Officers may Execute the Document before the Document is so approved, adopted or ratified, provided that the Document and its Execution shall not be legally binding on the Corporation until the by-law or resolution approving, adopting or ratifying the Document or Execution is passed and the Document expressly so provides;

(b) Where a by-law or resolution authorizes the acceptance or

Execution of a contract or the making of an offer that upon acceptance becomes a contract, in addition to the Execution of such acceptance, contract or offer, the Signing Officers or (if applicable) the Designated Signing Authorities, or the person designated in the said by-law or resolution, or any other PHC Staff or officers of the Corporation who are expressly or by necessary implication authorized in the contract, are authorized to Execute all Documents required or contemplated by the terms of the contract that are necessary to perform the contract or carry out the Corporation’s obligations or to exercise the Corporation’s rights under it and any such by-law or resolution shall be deemed to confer such authority;

(c) Where a by-law or resolution authorizes the settlement of any

legal action or other proceeding involving a claim made by or against the Corporation, the Signing Officers are hereby authorized to Execute such receipts, releases, indemnities, acknowledgments or similar Documents necessary to effect the settlement provided that they have been approved by

8.5-8



Legal Counsel or their designate and any such by-law or resolution shall be deemed to confer such authority;

(d) Where a by-law or resolution authorizes the making of any application, or the commencement of any work, undertaking or project which requires any approval, the Signing Officers are hereby authorized to Execute all application Documents and supporting Documents necessary for the making of the application or to apply for the required approval and any such by-law or resolution shall be deemed to confer such authority;

(e) Where under a by-law or resolution a Document is to be

signed, or signed and sealed, but delivery is conditional, the Signing Officers are authorized to sign, or sign and seal the Document and to deliver it when the conditions are fulfilled, or to deliver it in escrow upon condition and the Signing Officers are authorized to Execute any waiver/conditions when appropriate.

3.06 Where a Document in Schedule “1” of this By-law is authorized to be

Executed by Legal Counsel, and such Legal Counsel is not a Regional Employee, execution of the Document may be authorized provided prior approval is obtained by an Approval Authority.

ARTICLE FOUR RULES FOR EXECUTION

4.01 The following rules shall apply to the Execution of Documents:

(a) Unless otherwise required by statute or this By-law, a

Document shall be Executed in accordance with this By-law by one or more Signing Officer(s)/Designated Signing Authority(s) and when so Executed the Document may be endorsed with the words, "I /We have authority to bind the Corporation", or any similar words indicating the authority of the Signing Officer(s)/Designated Signing Authority(s);

(b) Every Signing Officer/Designated Signing Authority shall

ensure that his or her name and title is legibly printed beneath his or her signature provided that the title of the Signing Officer/Designated Signing Authority may be abbreviated or truncated or stated as Authorized Signing Officer;

(c) The seal of the Corporation shall not be applied to a

Document upon Execution unless it is Executed by the signatures of at least two Signing Officers, one of whom shall be the Secretary;

(d) Unless otherwise required by statute or by-law a Document

may be Executed Electronically and/or by Electronic

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Signature in accordance with any legal requirements and any corporate policies, provided that the provisions of this By-law are otherwise complied with, subject to any necessary modifications.

ARTICLE FIVE ADMINISTRATION

5.01 Every Document that is Executed shall be assigned an Execution

Reference Number which shall be endorsed upon or affixed to the Document, save and except the Authorized Documents which are specifically identified in Column 3 of Schedule “1” as not requiring an Execution Reference Number, in which case an Execution Reference Number need not be assigned.

5.02 A Document Execution Record shall be completed in respect of

every Document Executed in accordance with this By-law, save and except those Documents that do not require an Execution Reference Number under section 5.01 which also do not require a Document Execution Record to be completed in respect thereof. Each Document Execution Record shall set out, at a minimum, the following:

(a) the Execution Reference Number of the Document to which it

relates; (b) a brief description of the nature of the Document; (c) the names of all parties to the Document, other than the

Corporation; (d) the Board resolution number, or the by-law number, or the

section number under Schedule “1” of this By-law, under which Execution is authorized;

(e) the name, position and signature of the Initiator, which

signature may be handwritten or by Electronic Signature; (f) the name, position and signature of the Approval Authority

who is approving the Document for Execution, which signature may be handwritten or by Electronic Signature;

(g) a statement signed by the Approval Authority affirming that he

or she:

i. is authorized to approve Documents for Execution;

ii. has reviewed the Document;

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iii. has considered whether it would be reasonably necessary or appropriate to obtain legal advice as to the form and content, meaning, interpretation, potential implications or any other matter related to the Document prior to the Document being Executed and legal advice has been obtained and considered where reasonably necessary or appropriate;

iv. certifies that to the best of the Approval Authority's

knowledge and belief, the Document reflects the terms and conditions that are necessary and reasonable to achieve the intent and purpose for which it was created;

v. confirms that any financial obligation of the Document

is within the Corporation’s approved budget;

vi. approves the Document for Execution.

(h) the effective date and expiry date of the Document, if any; (i) if delivery of an Executed Document is conditional, the

conditions and arrangements for delivery; (j) the name, position and signature of the Signing Officer or

Designated Signing Authority who is Executing the Document.

5.03 A single Document Execution Record may be completed for a group of identical documents with different parties for an approved program so long as a record of the parties are included as a schedule to the Document Execution Record for tracking and information purposes.

5.04 All Documents to be Executed with a handwritten signature shall be

prepared in a sufficient number of identical originals to permit at least one Executed original to be retained by the Corporation. At least one copy of every Executed Document, after it is signed by all parties, shall be retained and stored by the Corporation in accordance with the requirements of any statute, by-laws or corporate policies of the Corporation, or as otherwise may be required.

5.05 In addition to preparing and routing the Document Execution Record

required under section 5.02 of this By-law, the Initiator also has the following responsibilities: (a) to arrange for the Document Execution Record to be signed

by the appropriate Approval Authority and Signing Officer/Designated Signing Authority;

8.5-11



(b) to arrange for the Execution of the Document by the appropriate Signing Officer/Designated Signing Authority;

(c) to deliver the Document, following Execution by the Signing

Officer/Designated Signing Authority, to the other parties thereto;

(d) to retain and store the Document, following Execution by all

parties, in accordance with the requirements of any statutes, by-laws and corporate policies of the Corporation.

5.06 An Executed Document that is not required to have an Execution

Reference Number or a Document Execution Record pursuant to sections 5.01 and 5.02 shall be retained and stored by the Designated Signing Authority in accordance with the requirements of any statutes, by-laws and corporate policies of the Corporation.

5.07 The Execution of any Document by Legal Counsel or any PHC Staff providing legal services to the Corporation shall not be deemed to be any representation or statement that the Document has been given a legal approval or review by Legal Counsel.

ARTICLE SIX EFFECTIVE DATE OF BY-LAW

6.01 This By-law comes into effect on February 3rd, 2021.

Enactment

ENACTED by the Board this 3rd day of February, 2021.

__________________________ __________________________ Patricia Caza Kathryn Lockyer Chair Secretary

Confirmation by the Shareholder

CONFIRMED by the Shareholder this day of , 2021.

___________________________ Nando Iannicca Regional Chair

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By-law 1-2021

Page 1 of 11

Schedule "1" to By-law Number 1-2021

Authorized Documents The Authorized Documents listed in Column 1 may be Executed by the officers or staff of the Corporation, including PHC Staff, holding the office or position shown opposite in Column 2 and being Designated Signing Authorities for the purposes of this By-law as well as by the Signing Officers designated by this By-law. In this Schedule “1”:

o the term “Law Clerk” means an employee employed by the Region to provide legal services to the Corporation;

o the term “PHC” means Peel Housing Corporation;

o the term “Procurement By-law” means the Region of Peel Procurement By-law adopted, as modified, by the Corporation;

o the term “Ref. # and Record?” in Column 3 indicates whether an “Execution Reference

Number and Document Execution Record are required? Yes / No”; and

o headings under Column 1 are for organizational purposes, and not intended to limit the Designated Signing Authority under Column 2.

Column 1 Column 2 Column

3

Document Designated Signing

Authority

Ref. # and

Record? 1.0 Funding and Similar Types of Payments

1.1 Applications to any government, agency or fund for compensation, funding or any form of subsidy related to any PHC programs, operations or capital projects, and subsequent submissions, declarations or representations required for processing the application or the receipt of funds or any Agreements required for the receipt of the funds (provided the above has been approved through PHC’s operating and capital budgets or has otherwise been approved by a resolution of the Shareholder related to programming changes).

The Treasurer, Deputy Treasurer or GM or staff designated by the Treasurer, Deputy Treasurer or GM.

Yes

1.2 Applications to any government, agency or fund for compensation, funding or any form of subsidy related to any PHC programs, operations or capital projects, and subsequent submissions, declarations or representations

The Treasurer, or Deputy Treasurer, or the program manager responsible for the program, operation or capital project to which the

No

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By-law 1-2021

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Column 1 Column 2 Column 3


Authority

Ref. # and

Record? required for processing the application or the receipt of funds or any Agreements required for the receipt of the funds where the value of the funds does not exceed $10,000.

compensation, funding or subsidy relates.

1.3 Where the PHC Board has by by-law or resolution approved (or by by-law or resolution delegated to an officer or employee the authority to approve) the allocation, payment or transfer of compensation, subsidy or any form of grant in a specified amount, to a specified party, which is within the approved PHC budget, any Documents required to complete the allocation, payment or transfer of such funds.

Any one of or more Signing Officers.

Yes

2.0 Purchase of Goods and Services 2.1

Where the purchase of goods or services has been authorized in accordance with the Procurement By-law and provided that all the requirements of the Procurement By-law apply, and have been met, all Documents approved by an authorized PHC Staff in Procurement forming part of a purchase contract including any form of agreement or contract or other terms and conditions, but not including Documents issued by Procurement as described in section 2.2 below. (Note: purchases which are identified in the Procurement By-law as being exempt from the requirements of the Procurement By-law (currently listed under Schedule A – Exceptions, Procurement By-law) are not governed by this section 2.1, but are governed by section 2.4 below).

The Commissioner of Human Services or GM provided that the PHC Staff in Procurement who is acting as the agent for the Corporation has signed the Document Execution Record form and, where applicable, has identified the final approved Procurement Award Report related to the procurement on the Document Execution Record form.

Yes

2.2 Where the purchase of goods or services has been authorized in accordance with the Procurement By-law and provided that all the requirements of the Procurement By-law apply and have been met, any Bid Solicitation Document and any Purchase Order or vendor contract to be issued to the Vendor indicating

Any PHC Staff in Procurement authorized in accordance with an approved delegation of authority under the Procurement By-law to execute such Documents.

No

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Authority

Ref. # and

Record? the acceptance or awarding of the contract or as part of the documentation forming the contract of purchase and other Documents issued by Procurement in accordance with the Procurement By-law including but not limited to any addendum, clarification, award and extension. (Note: purchases which are identified in the Procurement By-law as being exempt from the requirements of the Procurement By-law (currently listed under Schedule A – Exceptions, Procurement By-law) are not governed by this section 2.2, but are governed by section 2.4 below).

2.3 Where the purchase of goods or services has been authorized in accordance with the Procurement By-law and provided that all the requirements of the Procurement By-law apply and have been met, any Express Purchase Order to be issued to the Vendor indicating the acceptance or awarding of the contract or as part of the documentation forming the contract of purchase and

a) for procurements having a price or value of $10,000-$25,000 (exclusive of applicable taxes), a Request for Quotation Document; and

b) for procurements having a price or value of $1,000 - $10,000 (exclusive of applicable taxes), an email quotation

provided that the procurement is limited to goods and services not requiring any separate agreement beyond the standard terms and conditions forming part of the quotation document.

(Note: purchases which require additional Documents to form part of the purchase contract including any form of agreement or

PHC Staff who are not employed with Procurement but are authorized by the Director of Procurement in accordance with the Procurement By-law (currently section 4.2) to act as agents for the purchase of goods and services having a price or value not to exceed the designated amount (currently up to $25,000 (exclusive of applicable taxes) as indicated in Schedule B to the Procurement By-law).

No

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By-law 1-2021

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Authority

Ref. # and

Record? contract or other terms and conditions are not governed by this section 2.3 but are governed by sections 2.1 and 2.2 above). (Note: purchases which are identified in the Procurement By-law as being exempt from the requirements of the Procurement By-law (currently listed under Schedule A – Exceptions, Procurement By-law) are not governed by this section 2.2, but are governed by section 2.4 below).

2. 4 Where the purchase of goods or services is exempt from the requirements of the Procurement By-law (currently Schedule A – Exceptions, Procurement By-law), all Documents forming part of a purchase contract including any form of agreement or contract, or other terms and conditions save and except for purchase orders which are to be executed by authorized PHC Staff in Procurement.

The Treasurer, however with respect to purchase orders, any PHC Staff in Procurement authorized in accordance with an approved delegation of authority under the Procurement By-law to execute purchase orders.

Yes

3.0 Program Delivery 3.1

Documents reasonably required for the effective delivery of an activity, project, program or service which has been authorized by by-law or Board resolution provided that:

1) the Document does not relate to PHC’s purchase of a good or service (Note: purchases are governed by sections 2.1 to 2.4 of this Schedule); and

2) the Document does not relate to PHC’s allocation, payment or transfer of compensation, subsidy or any form of grant (Note: funding and similar types of payments are governed by sections 1.1 to 1.3 of this Schedule);

3) the Execution of the Document is not governed by any other section of this Schedule; and

The GM or where the reasonable estimate of the cost of the obligations to be incurred by PHC does not exceed $10,000 the program manager responsible for the activity, project, program or service.

Yes

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By-law 1-2021

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Authority

Ref. # and

Record? 4) any financial obligation to be incurred

by PHC pursuant to the Document is within the approved PHC budget for the activity, project, program or service.

4.0 Real Property

4.1 Documents required for the completion of any transaction involving the: acquisition, purchase, sale, disposition or exchange of any interest in land, and waivers of conditions contained within agreements of purchase of sale; including but not limited to: undertakings, certificates, statements, declarations.

Legal Counsel or Law Clerk authorized by Legal Counsel.

No

4.2 Forms under the Land Registration Reform Act, the Registry Act, or the Land Titles Act for the registration of any Documents that have already been Executed on behalf of PHC.

Legal Counsel or Law Clerk authorized by Legal Counsel.

No

4.3 Acquisition of real property - Agreements of purchase and sale and all deeds, transfers and other Documents required, for the acquisition, or purchase of any interest in land including, without limitation, rights of first refusal, option agreements and re-purchase agreements provided that the value of the asset to be acquired does not exceed *$100,000. *For clarity, where the other party to the Document is the Region, delegated signing authority under this Section is provided regardless of dollar value.

The GM or Legal Counsel. Yes

4.4 Disposition of real property – Agreements of purchase and sale and all deeds, transfers and other Documents required, for the disposition, or sale, of any interest in land including, without limitation, rights of first refusal, option agreements and re-purchase agreements provided that the value of the asset to be disposed of does not exceed *$50,000.00, the disposition is permanent in nature and the document is not specifically covered under any other section of


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Authority

Ref. # and

Record? this schedule. *For clarity, where the other party to the Document is the Region, delegated signing authority under this Section is provided regardless of dollar value.

4.5 Any of the following Documents in subsections 4.5(1) to 4.5(5) provided that the value of the interest being dealt with is either 1) less than $50,000 and the term of the dealing is 5 years or less; or 2) the dealing allows for termination by PHC without penalty or costs upon a notice period of 1 year or less. *For clarity, where the other party to the Document is the Region, delegated signing authority under subsections 4.5(1) to 4.5(5) is provided regardless of dollar value, length of term or termination right.

4.5(1) Documents required to grant temporary easement interests.

The GM. Yes

4.5(2) Documents permitting PHC or its contractors or agents to enter upon land for any of the purposes of PHC or agreements and other Documents permitting others or their contractors or agents to enter upon lands of PHC.

The GM. Yes

4.5(3) Documents permitting encroachment on easements and other lands vested in PHC, including encroachment agreements and the assignment, release or termination of encroachment agreements.

The GM. Yes

4.5(4) Documents required for the release and abandonment of easements in favour of PHC.


4.5(5) Documents in relation to or in support of the matters and/or documents in 4.5(1) to (4).


4.6 Documents required to grant permanent easement interests provided that the value of the interest being dealt with is less than

The GM. Yes

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Authority

Ref. # and

Record? $50,000. *For clarity, where the other party to the Document is the Region, delegated signing authority under this Section is provided regardless of dollar value.

4.7 Documents or agreements to lease or license, required for PHC purposes; and leases or licenses of PHC lands or premises; and any notice of lease provided that the total consideration to be paid or a reasonable estimate of the cost of the obligations to be incurred by PHC, excluding applicable taxes, legal fees of an administrative nature, does not exceed $100,000 per annum AND either 1) the term of the lease or license does not exceed 10 years (the Designated Signing Authority may approve an additional extension not exceeding 5 years) or 2) the dealing allows for termination by PHC without penalty or costs upon notice period of 1 year or less. *For clarity, where the other party to the Document is the Region, delegated signing authority under this Section is provided regardless of length of term, or termination right.

The GM. Yes

4.8 Acknowledgments of the status, term and conditions of any lease or license under which PHC is a tenant or licensee, and Notices pursuant to the Tenant Protection Act or the Residential Tenancies Act, as amended or replaced from time to time, where PHC is the landlord.

The GM. No

4.9 Consents and Waivers of Notice relating to an application for registration under the Land Titles Act.

Legal Counsel. No

4.10 Applications on behalf of PHC for entry or removal of a notice or caution of any kind, an inhibiting order or similar registration of any kind in the Land Registry Office.

Legal Counsel. No

4.11 Documents required to remove security Legal Counsel. No

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Authority

Ref. # and

Record? instruments or leases from title to third-party lands, including but not limited to: applications, discharges; releases; determinations and surrenders; and deletions.

4.12 Documents imposed or required in satisfaction of any condition of approval under the Planning Act or Building Code Act, 1992 or regulations thereto in connection with the development or re-development of PHC lands or buildings where the development or re-development has been approved by the Shareholder, which includes transfers of road widenings, reserves on municipal roads, and easements.

The GM. Yes

4.13 Residential tenancy agreements between a residential tenant and PHC as landlord, or where PHC is operating a residential unit or building on behalf of the Region, residential tenancy agreements between a residential tenant and PHC as agent of the Region.

Any PHC Staff designated to provide tenant support to PHC such as Tenant Support Agents.

5.0 Facilities 5.1 Documents for occupancy of space on a short-

term basis for the purposes of PHC, including but not limited to facility use or rental agreements, staff meetings, public meetings, public clinics, and open houses.

The GM or staff delegated through policy such as Tenant Support Agents, Operations and Tenancy Agents, or Property Managers.

Yes

5.2 Documents for the occupancy of PHC lands or premises on a short-term basis by others, including but not limited to facility use or rental agreements for the use of meeting rooms, community rooms, motion picture and television locations.

The GM or staff delegated through policy such as Tenant Support Agents, Property Managers, or Program Managers.

Yes

6.0 Human Resources 6.1 Contracts of employment (whether by letter or

other formal document) but not including collective agreements and amendments thereto.

The supervisor to whom the new employee would report.

No

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Authority

Ref. # and

Record? 6.2 Agreements with volunteers being placed with

the Corporation.

The supervisor to whom the new employee would report.

No

6.3 Agreements arising from the interpretation, application, administration or alleged violation of collective agreements, but not including minutes of settlement for matters referred to arbitration or letters of understanding.

The Commissioner of Human Services, or the GM, or the Secretary, or the Region’s Director or Manager of Human Resources or their designates.

No

7.0 Financial Administration 7.1 Cheques, bank drafts, money orders,

electronic funds transfers, and any similar financial instruments.

The Treasurer or Deputy Treasurer or GM and designated PHC Staff.

No

7.2 Debentures authorized by the Board and any similar financial instruments.

The Treasurer or GM. No

7.3 Documents required by banking and financial institutions for banking related services requested by PHC.

The Treasurer or Deputy Treasurer or GM and other designated PHC Staff by board resolution.

Yes

7.4 Documents required for the operation of Treasury activities.


Yes

7.5 Documents required for ancillary treasury services, being the execution of any transactions (including buying/selling an investment product) made pursuant to PHC’s By-law 2-2019.


No

8.0 General 8.1 Documents required for the use or acquisition

of intellectual property from third parties required for the delivery of activities, projects, programs or services approved by the Board.

The GM. Yes

8.2 Research Documents or Documents for the acquisition, sale, exchange, release,


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Authority

Ref. # and

Record? confidentiality or non-disclosure of information or data provided that the requirements of the Municipal Freedom of Information and Protection of Privacy Act, the Personal Health Information Protection Act and the Procurement By-law have been complied with.

8.3 Agreements, releases and acknowledgments and any other Documents necessary to receive endowment funds or bequests or gifts or money or the transfer, to PHC, of artistic works, records or other items having significance to PHC, permanently or on loan, where there is nominal or no financial consideration paid by PHC for the transfer and any necessary insurance provisions have been approved by the Region’s Manager of Loss Management and Insurance Services.

The Treasurer or GM. Yes

8.4 Proofs of Loss (interim and final) submitted to the insurer of PHC.

The Treasurer, or the Deputy Treasurer, or the Property Manager of the PHC property to which the claim relates.

No

8.5 Receipts, releases, indemnities, minutes of settlement and other Documents required for the settlement or compromise of any existing or anticipated claim, demand, action or other proceeding brought or made by or against the PHC or persons for whom PHC is responsible, where the value of the proceeds of settlement or of PHC’s contribution to the settlement does not exceed $100,000 and the Documents have been approved by the Legal Counsel.

The Commissioner of Human Services, or the GM, or the Treasurer, or Legal Counsel, or the Region’s Manager, Loss Management and Insurance Services.

No

8.6 Receipts, releases, indemnities, minutes of settlement and other Documents required for the settlement or compromise of any existing or anticipated claim, demand, action or other proceeding brought or made against PHC, or persons for whom PHC is responsible, where the matter or cause of action is covered by an insurance policy that indemnifies PHC, its officers, employees, agents, contractors or volunteers, the value of PHC’s contribution to

The Commissioner of Human Services, or the GM, or the Treasurer, or Legal Counsel, or the Region’s Manager, Loss Management and Insurance Services.

No

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Authority

Ref. # and

Record? the settlement is not greater than the deductible amount set out in the subject policy, and the Documents have been approved by Legal Counsel.

8.7 Documentation required to exercise a right available to PHC in any agreement which may include the right to amend a portion of the agreement or to extend the agreement for any additional, optional periods or any other type of option or right, provided that, in the opinion of the Commissioner of Human Services or the GM, the exercise of the option provides good value to PHC. This section 8.7 only applies to real property Documents where the Execution of the Document is not governed by any other section under Heading 4 (Real Property) of this Schedule.

The GM. Yes

8.8 Consents to contract assignments and to changes in control or ownership, and related Documents, resulting from a sale of business or shares or from a corporate restructuring of a vendor with whom PHC has an agreement for the provision of goods or services, provided that, in the opinion of Commissioner of Human Services or the GM, the assignment or change in control or ownership will have no negative impact on the performance of the agreement.

The GM. Yes

8.9 Documents ancillary to sponsorships of PHC activities, projects, programs or services.

The GM.

Yes

8.5-23
