SOCIAL SERVICES COMMITTEE AGENDA

WEDNESDAY, NOVEMBER 6, 2013 (IMMEDIATELY FOLLOWING THE JOHN NOBLE HOME

COMMITTEE OF MANAGEMENT MEETING WHICH COMMENCES AT 9:00 A.M.)

NOBLE HALL, JOHN NOBLE HOME, 97 MT. PLEASANT ST. Councillor McCreary in the Chair

1. ROLL CALL

2. DECLARATION OF CONFLICTS OF INTEREST

3 JOHN NOBLE HOME COMMITTEE OF MANAGEMENT REPORT

3.1 John Noble Home Committee of Management Report #2013-11-06 (available

following John Noble Home Committee of Management meeting)

4. PRESENTATIONS / DELEGATIONS

Presentations 4.1 Trevor Beecraft and Andy White, Why Not Youth Centres Re: Request for Staff Funding Delegations (list, if any, available at meeting)

5. CONGRATULATORY / CONDOLATORY RESOLUTIONS

6. ITEMS FOR CONSIDERATION

6.1 Request for Funding Extension from St. Joseph’s Lifecare Centre

(PHSSS2013-74)

A. RECOGNIZING THAT St. Joseph’s Lifecare Centre provides a needed service to City of Brantford and County of Brant residents; and

B. THAT the services provided would be put at risk should this funding request

not be approved; and

Social Services Committee Page 2 AGENDA November 6, 2013

C. THAT City of Brantford and County of Brant are mandated to operate the John Noble Home long term care facility; and

D. THAT the John Noble Home also has capital, operational pressures that if

not met would result in service level reductions; E. BE IT RESOLVED that contingent upon Finance Department’s annual review

of and recommendation of St. Joseph’s financial statements the funding request for St. Joseph’s BE APPROVED in accordance with the schedule outlined in this report, and that any reduction from the current level of funding being received by St. Joseph’s Lifecare Centre from the City and County be allocated to meet the needs of the John Noble Home.

6.2 2013 Neighbourhood Hub (Our Neighbourhoods Brantford-Brant) Initiative

Progress Update (PHSSS2013-72) A. THAT the 2013 Neighbourhood Hub Initiative Program Update BE

RECEIVED; and B. THAT staff BE DIRECTED to commence discussions with Grand Erie District

School Board for a partnership agreement and redevelopment of currently vacant space at Major Ballachey Public School for use as a hub activity room and office space and report back to Council on recommended partnership arrangement; and

C. THAT any remaining funds from fiscal year 2013 BE CARRIED over to fiscal

year 2014 to support continued implementation of Neighbourhood hubs.

7. CONSENT ITEMS

7.1 Minutes

THAT the following Minutes BE ADOPTED:

7.1.1 Social Services Committee –October 9, 2013

7.2 Death Certificates for Indigent Funerals (PHSSS2013-73)

THAT the report on the process for death certificates for indigent funerals, BE RECEIVED.

Social Services Committee Page 3 AGENDA November 6, 2013

7.3 Information Items THAT the following Information Item BE RECEIVED:

7.3.1 Ontario Works Brant Caseloads and Brantford CMA Adjusted Unemployment Rates to September 2013

8. RESOLUTIONS

9. NOTICES OF MOTION

10. QUESTIONS

11. PRIVATE AND CONFIDENTIAL ITEMS

12. NEXT MEETING

The next meeting of the Social Services Committee will be held on Wednesday, December 4, 2013 immediately following the John Noble Home Committee of Management which commences at 9:00 a.m. in Noble Hall, John Noble Home

13. ADJOURNMENT

/f. I,

DELEGATION REQUEST FORM

NAME OF DELEGATE(S): Trevor Beecraft and Andy White

DELEGATION STATUS:

x 1 Representing a Group/Organization/Business [ 1 Attending as an Individual

Why Not Youth Centres

(Name of Group/Organization/Business)

SUBJECT MATTER: Staff Funding --------~----------------------------------

DATE OF MEETING: Nov 61h 2013

---------------------------------------------------

RECOMMENDATION TO COUNCIL/COMMITTEE: (Please indicate below what action you would like the City to take with respect to the above-noted subject matter. Use a separate page if more space is required or attach additional documentation.)

Attached 3 pages with regard to Subject Matter of Staff Funding

368 Colborne St. Brantford ON N3S 3N3 T: (519) 759-2221 F: (519) 759-1193 info@whynotyouthcentres.com

For the attention: Mr. Dan McCleary and Social Committee.

Thank you for the opportunity to present to this Committee the proposal for Why Not Youth Centres. This request is for financial assistance of$85,000 for the purpose of hiring a Manager, a part time Office Administer and part time Senior Youth Coordinator for the Why Not Youth Centre - Brantford.

These positions will be responsible for maintaining and operation of the Why Not Youth Centres, which will include but not limited to:

Maintain the administrational responsibilities of Why Not Youth Centres - Brantford. Meet regularly with the Youth Centre volunteer leaders for program evaluations and the development of new programming.

Oversee the 40 Laurier CSL volunteer students (20 per semester). Train all the volunteers and make sure they are aware of Why Not's Policies and Procedures. Regularly meet with the Volunteer Leaders to evaluate the needs of the youth. Develop a needs assessment strategy for individual youth. Participate in community capacity building and awareness.

Strengthen existing community partnerships as well establishing new ones. Assist in on-going fundraising initiatives as well as participate in developing new ones. Continue to strengthen our core values and mission statement Motivate, Engage, Empower, Teach.

Why Not Youth Centre- Brantford has met and in some cases exceeds your proposed plan. In developing and operating youth drop-in centres that impact the lives of youth and help them achieve personal goals, to make positive choices and become an integral part of their community. Those positions that funds are being sort after will allow for more time to engage the youth. Assessing his or her specific needs will lead to a greater affect in the life of the youth. It will also allow Why Not Youth Centre to train the large volunteer

base, to able to create greater community awareness in Brantford regarding the issues that at-risk youth face daily and will increase capacity to advocate on behalf of the at-risk youth population.

/d-

Cont'd

I would like to also draw your attention to excerpts from the Brantford Community Safety and Crime Prevention Task Force Strategic Plan 2012 - 2014. (Of which a complete report is attached for your phrasal).

Page 6: Objective 1: Resilient Youth-Expand community-based youth programs and increase youth participation levels.

Why Not Youth Centre - Brantford has been the grassroots program for the downtown core for the past 10 years. Attendance of 45-70 individual youth weekly with a core of 28 dedicated volunteers, equal to 22,400 volunteer hours annually.

l'ag<· S: lnucasc tiH· inl<'gration of the univcrsity/post-sc<"OIHiar~ communit~· into tlH' broader l'O J)lllt ll ll it,·, Encouraging the integration of the post-secondary institutions and students into the "fabric'" of the community together with finding alternative strategies to support the vulnerable at risk population will maximize the benefits and reduce the negative impacts of changes in the downtown

Why Not Youth Centre access Brantford's university and post-secondary students to engage youth. Students enrolled at Laurier and Mohawk, 20 students for each semester volunteering every year. An evaluation of 10,380 volunteer hours annually.

Page 11 (3). Emerging Areas for Action. The Environmental Scan identified seven emerging areas for action. The areas and specific supports identified include:

1. Provide continuous support to vulnerable and at-risk groups throughout the I if<· cyl'lc. Support community development by applying for grants to fund and deliver programs that enhance the capacity of community-based non-government organizations

Why Not Youth Centre is seeking support to continue to assist those that are vulnerable and at risk.

3. Build relationships with youth. Support youth programming throughout the community e.g. YM CA, Boys and Girls Club, Arts after School, Woodman Park.

Why Not Youth Centre has been building relationships with youth and at-risk youth from all sectors of Brantford. Hours for the drop: Mon-Thurs Spm- 9pm .

.f. Educate the communit~· about available l'ommunit~· rcsonrct•s in order to increase access to <.'\isting pro~~ rams and services. Build a network of collaborative groups (e.g. committees, coalitions) to nurture partner ships that increase community awareness and sustain positive changes: a critical mass of like-minded people committed to social change and sharing the use of resources.

Why Not Youth Centre has built an extensive catalog of over 30 community groups, committees and agencies. This collective gives access for support that the youth sector requires.

5. I ncrcasc youth-ct·ntcrcd programs Develop collaborative programs that address the needs of at-risk and vulnerable youth in high needs neighborhoods of the city. Support high school retention/completion initiatives.

Why Not Youth Centre consistently encourages and supports the youth in completing their education, strengthening their life and social skills. Brantford will receive the impact of less vandalism and substance abuse by teens as more youth are engaged in an environmeut of safety and acceptance.

368 Col borne St. Brantford ON N3S 3N3 T: (519) 759-2221 F: (519) 759-1193 info@whynotyouthcentres.com

Why Not Youth Centres encompasses an amazing volume of the actions being sort in this report, Brantford Community Safety and Crime Prevention Task Force 2012-2014. The hiring of staff will only increase the benefits to the at-risk youth as well as the community.

Unable to maintain the Burford Youth Centre, in part due to lack of funding, unfortunately the hard decision was made to close this centre. These decisions have a devastating affect not only on the youth and volunteers, but the county as a whole.

Supporting this request will help lead the way to a stronger base for the youth and their needs. Resulting in a positive outcome for the community.

On before of Why Not Youth Centre and myself, Andy White, I respectfully thank you for your time and

consideration for this request.

Sincerely,

Andy White

Fund- Raising & Youth Coordinator. Why Not Youth Centre Cell: (519)209-3161 Email: Andy@whynotyouthcentres.com

Charitable Reg.# 856573175RR0001

r3RANTFC)RD COMMUNITY SAf"~ETY AND CI<IME

f) R E V E: I~ T I () f"~ ·rA S K F 0 R C [

Cf.l (;

CONTENTS . ' ' . . ' . ' ' . . . . . ' . . . ' ' . . . . . . . . . . ' ' . ' ' ' . . . . . ' . . . . . ' . . . ' . . . . . . . . . . ' . ' . . . . . ' . . . . . ' . . ' . . . . . . ' ' ' . . ' ' . . . . . . . . . . . . . . . . . . . ' . . ' . . . . . . . ' ' . . . . ' . . . ' . ' . . . . . . ' .

Acknowledgements ........... . .. ''''' ................................. 3

Background ....... . . ......................... 4

Executive Summary .,, ' ' . . . .. . . . ............. 5

l. Introduction .................... . . .. 9

2. The Strategic Planning Process, 2011-2012 ............................ . . .10

3. Emerging Areas for Action .. '' 11

4. An Integrated Community Safety and Crime .... 13

5. Priority Objectives and Implementation Pion .. .15

6. Program Logic Model: Community Safety and Crime Prevention in Brontford. . ... 18

Program Monitoring, Evaluation and Communications Strategy ... . . ' ''.'. 19 7

8. Conclusions ......... . . . ' .. ' ......................... '. ''' ..... 21

Appendix 1 22

Appendix 2 ............... _ ..... _ .. _ . ___ .... __ --.23

Appendix 3 ........... _ .. _ . _ .... __ . __ .. _ . _ .. ____ . ___ . _ . _ .. __ . ___ . __ . __ ... _ .. 25

ACI<"'-1 C)WLEDGEM ENTS

We would like to acknowledge the time and effort of all those who contributed their knowl­

edge and insights to the development of this report. First we would like to thank the joint Choirs

of the City of Brantford Community Safety Crime Prevention Task Force: Holly McDonald

(Community Safety and Correctional Services), Dave Newman (Councilor, City of Brontford)

and Penny McVicar (Victim Services of Brant). We also thank the Task Force members for their

lime and commitment, and the members of the community who engaged in interviews with the

consultants.

This project was made possible through funding from the Trillium Foundation and in-kind support from the City of Brantford and Victim Services of Brant.

The following organizations supported the development of this strategic plan through their par­ticipation on the Task Force:

Brant County Health Unit

Brant Holdimand Norfolk- Catholic District School Board

Brantford Native Housing

Brantford Police Service Canadian Mental Health Association, Brant County Branch

Children's Aid Society of Brant

City of Brantford, City Council

Grond Erie District School Board Grand River Community Health Clinic

Immigrant Settlement Services, YMCA of Brantford

Neighbourhood Alliance of Brantford

Ontario Ministry of Community Safety and Correctional Services Participation House Victim Services of Brant

Wilfred Laurier University-Laurier Brantford

Ontario Trillium

Foundation

Fondation Trillium de !'Ontario

'-!. ( 9'

BI\CKGROU ""' D

Crime is rooted in individual, family, community ond societal issues The recenily released On­

tario report on Crime Prevention in Ontario: A Framework for Action defines crime prevention

as "The anticipation, recognition and appraisal of a crime risk and the actions taken - including

the integrated community leadership required - to remove or reduce it". This definition is meant

to help communities focus on reducing the risk factors that contribute criminal and anti-social be­

haviour; however should be noted that it is the interaction of risk factors that often compounds

criminal behaviours. Some risk factors identified in Crime Prevention in Ontario - A Framework

for Action are listed in the chart below

' Behavioural problems

· Poor educational alfainmenf

' Poor mental health

_, Prior criminal behaviour

, Racism I Marginalization

Victimization I Abuse

• Abuse

• Few economic resources

'Neglect

,. Negative parenting

' Poor Peer influence

• Parent I sibling criminality

" High crime area

··· Few social services

" High poverty

~ Poor housing

What can communities do to reduce the effect of risk factors~ It can encourage the establish­

ment of protective factors. Protective factors are the positive elements that con lessen exposure

to crime risk factors. Protective factors help creole healthier individuals, families and communi­

lies. The table below lists a number of protective factors for an individual, family and community

that can decrease the likelihood of crime and victimization.

· Personal coping strategies

' Strong attachment to a role

model adult

· Positive school experience

• Self-esteem

' Self-efficacy

• Sense of responsibility

• Adequate parental supervision

• Parents engaged in child's life

' Positive peer influences

" Housing in close proximity to services

Cohesive communities

Recreational facilities with affordable programs for youth

For a more complete list of risk and/or protective factors please consult Crime Prevention in

Ontario: A Framework for Action, APPENDIX l.

EXECUTIVE SUMfv\ARY

Brantford Task Force on Community Safety and Crime Prevention, patterned after the Waterloo

Crime Prevention Council, is a volunteer coalition of community business and service agency

leaders formed in 2008 in response to a collective concern about crime in Brantford. A preced­

ing Community Safety, Crime and Weapons symposium (2008) defined the crime issues facing

Brantford at that time and recognized that a coordinated and collaborative approach was

needed to reduce crime rates and enhance community safety.

In 2011, The Task Force undertook a strategic planning process that included public engage­

ment forums to identify high level priority objectives and strategies for crime prevention in the

community. The Environmental Scan, the companion document to this strategic plan, describes

this community's unique crime challenges, recent changes and the risk and protective factors

thought to contribute to community safety. These factors were heard during the community

consultation sessions and discovered during an examination of the economic conditions in the

community. The Scan also establishes crime trends and victimization in Canada based on the

Uniform Crime Reporting survey and the General Social Survey last conducted in 2009.

The General Social Survey reveals that the reported crime in Canada has decreased since the

early 1990's, was at its lowest since 1973 in 2010, but despite the decline over nearly four de­

cades, crime levels are between 1.5 and four times higher today than they were at the begin­

ning of the 1960s, depending on the type of crime. Violent crime has decreased in volume but

increased as a proportion of total reported crime, from 8% in 1962 to 12.6% in 2003 and 15%

in 20 I 0. Crime Prevention in Ontario - A Framework for Action, reports that 176 out of every

I 00,000 seniors were victims of elder violence in 2009; however there was a 42% increase in

hate crimes with 61.2% of those hate crimes committed in Ontario; 24,479 Ontarians reported

being victims of identity theft; approximately one in three students in grades 7 to 12 hove been

bullied while the bullies ore 37% more likely to commit offences as adults.

An analysis of crime in Brentford reveals that calls for police service in Brentford ore higher than in

comparator jurisdictions of Thunder Bay and Waterloo Region, increasing by on overage of almost

4% each year over the post three years. Yet while calls for service were increasing, overall crime has

decreased in Brentford (-3.3%); a higher rote than the comparator jurisdictions between 2008 and 2010. This indicates that calls to police con be related to many factors other than crime incidents.

The robbery rote increased in Brentford and its comparator jurisdictions, while declining

overall in Ontario. However, the opposite is true for the major property offences of break

and enter and motor vehicle theft. For most years over the analysis period, roles are higher

U) U_i '~ ~

1--·

u UJ ---, C..'LJ ()

in Brantford compared to the other jurisdictions.

The violent youth crime rote in Brontford declined marginally over the post three years while the

province os o whole experienced o larger decrease over the same period. The most frequent

violent crime committed by youth is level 1 (less serious) assault and in Brantford, the rate for this

offence remained almost unchanged, while the rate for other violent offences increased over the

past three years. The youth property crime rate in Brantford is substantially higher than the provin­

cial rate, and has increased over the past three years compared to a province-wide decrease.

This current analysis of crime rate trends helped to determine the possible strategic ore as for ac·

lion tailored to local needs.The Waterloo Crime Prevention Council, established in 1993, has be­

come o well-accepted model of an Advisory Committee for improving community crime preven·

lion through social development. However, Waterloo is o different and prosperous community

with five times the population, o crime rote that is much lower with o very low unemployment rote

compared to Brontford. Toronto, Canada's largest municipality hod the lowest crime role of all

32 of the census metropolitan areas in 2010, at 3,563 offences per 100,000 population. Crime

is therefore o function of o range of environmental factors other than population size, which is the

strong rationale for developing crime prevention and reduction pions tailored to local needs.

Based on the local needs, the community of Brantford has identified three themes under which

the Community Safety and Crime Prevention Task Force con use to develop action items.

Objective 1: Resilient Youth· Expand community-based youth programs and in­

crease youth participation levels.

Objectiv.~ 2: Build lie<:Jhh}' Fomiiios - Using advocacy and community engage·

ment; support the establishment of o detox rehabilitation centre with increased access to

mental health programs.

Obiedivo :~: Safe !l!cighbom·he>ocls · Develop tools to build neighbourhoods as

safe inclusive places.

Crime Prevention is o responsibility of and o benefit to the whole community. With costs of

crime estimated in 2008 at $100 billion, post studies of crime prevention programs in Pennsyl·

vonio and at Queen's University in Kingston hove confirmed that o dollar invested now in crime

prevention and early intervention yields o return on investment from seven to over twenty-five

dollars. The Task Force sees continued education for the community on the need for social

development as o cost effective path to community safety and crime prevention. The Task

Force also sees advocacy for the incorporation of public safety and crime prevention as on

additional priority consideration for the City of Branford's municipal policy. Community Safety

as a policy needs to be built-in to the work of all municipal department planning and actions

to ensure implementation. The Task Force has recognized its leadership role as a community

spokesperson and an example of partnerships promoting the importance of community safety

and crime prevention but will in the future, require resources to expand and build on the recom­

mended actions included in this plan.

The following observations were reported in the Environmental Scan (available on the City of

Brantford website) and helped to set the context for strategies aimed at enhancing community

safety and crime prevention in Brantford.

eusi-.SPCUildCHy /n•;ii/1}/i\)ll(l//ocuiiOil one/ cfowlli\)I,Vri redevefoprnenl/ogefflet Wlih \.1/t.>/1 p/culfk~.:.:/

\·'>,i.;:-'11-ociv2rfl:.r:JI evt_'llfs s,~onsor::::~d L-_11; t/1e C1iy one/ c'f'hr_~l s throuqilc:ul the v~~'OI hove: brouqhl ' '"' I -,

fY::'OfJie Gucl In dov,m/iJvv·n B(CJnlf:Jrd

Significant positive changes in Brantfard include:

~ The presence of Laurier Brantford, Nipissing University and Mohawk College in the City's core;

~ Planned redevelopment of buildings and vacant land;

~ Programming of a wide variety of pubic events thraughoutthe year

7 City development of the downtown- e.g. Harmony Square, which has provided a posi­

tive venue for events in the downtown such as the Jazz Festival;

r Crime Prevention Through Environmental Design - available to the community through

Brantford Police Services and City of Brantford Planning Department.

The public investment required for these changes is viewed as money well spent, and stake­

holders indicated the need to encourage continued growth in the post-secondary sector.

(\Jew and posit1ve rf~developmenl hos ~)i"v'en th2 downtovv'll a new vigour, but 1n the [)IOCC::S'> k:~s

pushed troclrrionol vulneroble core populotrons osrde

Some key informants expressed concern that the displaced vulnerable and at risk popula­

tions will hove decreased access to the services in the downtown core they rely on.

lncr:::ose the 111fegrotion of the untVersily/posf-secondory comrnundy 1nto the brooder C.:JITI.rrJUnilj'

Encouraging the integration of the post-secondary institutions and students into the "fabric"

of the community together with finding alternative strategies to support the vulnerable at risk

population will maximize the benefits and reduce the negative impacts of changes in the

downtown.

Encourage o ne,,v sense of oplirnism arid budd o p•:JSII!ve publ1c comrnun1ty outlook

With increasing technological advances, the lack of educational attainment has been identi­

fied as impeding sustainable employment contributing to mental health and addiction issues.

Opportunities to increase skills and abilities of residents present a maior challenge yet an

opportun"rty to build community resilience.

\;\lork to build communtly os the City grows. people move in froro olher oreos, ond Pew subdl'.d

sions ore developed.

Recreation and social inclusion opportunities for residents in all neighbourhoods discourage

criminal and anti-social behaviours.

These findings led the Task Force to identify three strategic obieclives to guide crime prevention

and community safety initiatives in Brantford.

The Community Safety and Crime Prevention Task Force has only made the first step in develop­

ing a crime prevention agenda for Brantfard. Our strategic plan obiectives do provide a com­

munity focus in the areas we believe will bring increased safety for all residents but it does not

address ongoing need for support or resources for suslainability to develop each obiective.

I I ~ITf<C)DUCTIC)N

This report was prepared for the City of Brantford Community Safety and Crime Prevention Task

Force. The purpose of the work undertaken by HCA Consultants and outlined in the plan was

to identify high priority objectives for the Task Force to promote community safety and crime

prevention, and propose strategies for their successful achievement.

The Task Force is on advisory leadership body that steers crime prevention and community safe­

ty initiatives through the prioritization of local crime issues. It was formed as a result of the Crime

Symposium held in Brantford in june of 2008. The symposium brought together community

service organizations, Police Services, Post Secondary Institutions, government agencies, youth

and aboriginal representatives to discuss violence in the City of Brantford. The outcome of that

day was a report entitled "Thinking Outside the lines - A Summary of a Community Sympo·

sium on Safely, Crime and Weapons Offences". The report was approved by City Council in

September of 2008. (Report No. PHSSS2008-5l).

The issues of the community determine the strategic priorities of the Task Force, within the frame­

work of the Task Force Goals:

('Jotll ·~:To contribute to crime reduction and increased community safety through foster­

ing community partnerships that will focus on the root causes (risk and protective factors) of

crime in new and creative ways.

GntJ~ 2; To provide leadership and teamwork in promoting a comprehensive, inclusive

approach for justice, crime prevention and public safety that focuses on the well-being of

citizens and community.

0oul 3; To support positive social change that enhances the quality of life in our neigh·

bourhoods.

2. TI-lE STRATEC;IC PI_A~I N IN G PRC)CESS, 2011-2012

A number of approaches were used to gather and analyze the information for this report.

~ On-going communication and meeting with the Tosk Force to clarify expectations and

discuss emerging findings and strategic directions;

~ Review of background information related to the Task Force, crime trends, community

issues, and crime prevention, with additional information from Statistics Canada; Brant­

ford, Thunder Bay, and Waterloo police services; and similar organized groups working

on crime prevention;

~ Research to publish an Environmental Scan that outlined issues of community safety and

crime prevention in Brantford - crime rate trends, youth cr"rme, victimization, and ap­

proaches followed in other communities;

~ Community engagement sessions to have concerned citizens answer the following ques­

tions: What does a quality community look like? Which of these characteristics does

Brantford hove a lot of? What does Brantford need to improve on? and, How do we

do this? The results served as input to the Environmental Scan;

~ Key informant interviews (Appendix I) for sharing ideas and opinions on community

issues and programs, as well as give priority ratings on 12 possible action items for the

Task Force;

~' Small group consultations with seniors, newcomers and residents from affected Neigh­

bourhood Associations;

P Delphi consensus process with the Task Force to arrive at agreement on a priority list of items developed from the community engagement sessions and small group consulta­

tions with each area relating to an overarching goal of the Task Force;

> A Task Force planning session to identify the primary objectives for the Task Force creat­

ing the basis of this strategic plan.

The Environmental Scan identified seven emerging areas for action. The areas and specific suv

ports identified include:

> Support community development by applying for grants to fund and deliver programs

that enhance the capacity of community-based non-government organizations

I Develop a better understanding of program accessibility barriers for selected sectors

(e.g. seniors, single parent families, developmentally challenged, etc.). and implement

ways to overcome them

~ Support skills training programs

:> Strengthen the Neighbourhood Alliance and support the formation of additional neigh­

bourhood organizations and neighbourhood events

r Promote the further integration of the Laurier Brantford community into the downtown and take additional steps to creole a downtown sense of community

r Undertake additional actions to celebrate diversity and promote inclusiveness and mu­

tual understanding- urban aboriginal population, LGBT community, newcomers, etc.

r Creole new ways to involve business in community- building

~ Support youth programming throughout the community e g. YMCA. Boys and Girls

Club, Arts after School, Woodman Park.

"-:L FciucCJi2 ff-1,::. <J)IJ!Ill()lllly oboul CIVCl/loLdc' cornrnurrJI'y' I c)SCiUfU·:': in <)fd·::-r to l(i '(COSe (ICC.~SS lo

e"'SIIrlSJ P'o:-:rtunJs l,n,J .~;:-?'r v:._-_e::,

> Build a network of collaborative groups (e.g. committees, coalitions) to nurture partner-

ships that increase community awareness and sustain positive changes: a critical mass of

like-minded people committed to social change and sharing the use of resources

~' Develop collaborative programs that address the needs of at-risk and vulnerable youth

in high needs neighbourhoods of the city

~ Support high school retention/completion initiatives

6. Increase the ovodobility of drug freotrnenf and ocldicfron servrces

~ Support community efforts to open a detox/rehobilitotion facility in Brantford

"f. Other Aclion Areos

~ Review residential planning guidelines to increase neighbourhood safety and communi­

ty-building based on crime prevention through environmental design (CPTED)

~~. AN I ~l-IT GRATED CC)Iv\M UNITY SAFETY A~ID CRIIv\E

Prevention FromeworkThe Task Force considered various frameworks or approaches Ia con­

ceptualizing, planning and implementing community safety and crime prevention efforts. These

included Ontario's recently adopted Mobilization and Engagement Model of Community Polic­

ing, and approaches adopted by Canada's National Crime Prevention Centre (NCPC), the

Fondation Docteur Philippe-Pinel, and the Government of Saskatchewan.

The Task Force requested an integrated framework based on the above approaches. The result­

ing framework developed is shown in the following table. Integrated Framework.

Primary Social development Early learning ' Family Resource Centres - New Prevention aimed at preventing • Parenting programs Beginnings/Best Start

and/or reducing socio-·• Job training ' Arts After School

economic factors or root causes that lead to ~ Poverty reduction " Community leadership Program

at-risk behaviour. programs !planned)

· Affordable housing • Heart To Art

Cultural Connections ' Youth recreational • Economic development initiatives

for Aboriginal Youth programs · Roots of Empathy

· Community-building , Steps to Success

- Children's Safety Vdlage

• Neighbourhood Alliance

Secondary Programs or ' Mental health and , High School Resource Officers Intervention intervention activities addiction services · Pathways to Violence

aimed at people :. Alternative -' CPTED review of City development demonstrating incidents secondary school applications of at-risk behaviours programs

· Branlford Police/Laurier Special or community areas ,. Crime prevention Constable Co!!oborolion experiencing criminal through

behaviour. environmental desi9n

ICPTED)

Law Enforcement

Victim Support

Legal actions to reduce

and control crime. This

includes surveillance,

arrests, prosecution and

incarceration.

Services designed

lo ossisl police, fire

and other emergency

services in providing

emotional and

practical assistance to

victims of crime, tragic

circumstances and

disaster.

Targeted surveillance

·· Joinl Police Task

Forces

' Citizen-reported information

Police/community partnerships

.- Trained victim

support volunteers

·· Palice/Viclim Services protocols

1 Emergency housing

• City and regional

Counseling services

~ Police patrols

· Police investigations

·• Sentencing

• Brani-Branlford Crime Stopper>

• Branlford Police/laurier Special Constable Collaboration

• Probation Services from the

lv\inislry of Community Safety and Correctional Services

~ Victim Services Brant

' St. Leonard's Society

Nova Vito

This framework will help Ia plan future programming based an a balanced approach Ia com­

munity safely ond crime prevention.

5. PRIC)f\ITY C)BjECTIVES AND I M r) L [ M r_: "'1-I"AT I 0 N r) LA N

OBJF.C'I'iV~ 'I: IU:S!L!f.N'f YOIJTI-l

Expon:J comlnunlfy,bosec! youtl-~ progrorns one/ 1ncreose youth poriicipollon le 1/els.

Create a Task Force Sub­

Commillee to focus on Youth Programs OR partner with

an existing working group to

address this obiective.

· With input from the community, select a neighborhood of the

city to pilot an after-school

youth program.

Establish mentoring programs for at risk youth through existing organizations.

Consider innovative

approaches to youth counseling such as family based therapy.

Performance Targets

• Schools

· Parks & Recreation

' Boys & Girls Club

·YMCA

• Neighbourhood Associations

· Community volunteers

· faith-based organizations

• Community agencies

Compile information/statistics that accurately

reflect the challenges and opportunities in the

pilot neighbourhood with a focus on Aboriginal

issues

Engage youth, Aboriginal youth in particular. in the development of the pilot program in

order to foster the development of programs

organized lor and by youth

Estimate costs and resources needed, and

identify sources of lunding/assistance including

community members and financial support (e.g.

grants)

Create opportunities for skilled adults to

help youth develop leadership and program

planning/ implementation skills

An after-school program in a pilot area of the city is estoblished.

School dropout rate for at risk youth in general and aboriginal youth in

particular reduced

Additional support is provided to community and neighbourhood associations that work with youth.

The criteria for identifying Brentford as a Child and Youth Fnendly Community are met.

More youth participate in youth programs.

OEIJECTIV~ :~: H!:AUHY FAIVlii.IF.S

Us1ng ocfvococ;; 01L:J cornmunti; engagement support the establishment of o delox rchoblitollcn

cen/re with inu~::osed access to rnentol health progroms

" Establish a working group

of key stakeholders OR partner with on existing

working group to address this

objective.

_, Develop a Business Case for

the centre and present the

case lo polenlial funders

Performance Targets

• Community leaders

' Politicians/political champions

' Business leaders

' University researchers

-, Community agencies

- Press/media

Funders

Undertake community outreach/

engagemenllo solicil public input

(priorities, ideas, key stakeholders)

Invite key stakeholders Ia sil on the

working groupDevelop Terms of

Reference for the working group

and consider a health-affirming

name for the initiative: e.g. The Brantfard Centre far Healthy FamiliesConducl a Strengths,

Weaknesses, Opportunities and Threats (SWOT) assessment

and Environmental Scan Use

the information gathered Ia

develop a Business Case that identifies the Iorge! population

(e.g. long term addicts, at risk

youth, elc.), preferred location,

and programming options Survey

community agencies about the

number of clients with concurrent

disorders based on menial health,

addiction and other issues such

as domestic violence, gambling,

CAS issues elc.Consider aligning

the youth pilot program with the

safe neighbourhood pilot program

(refer to Objective 3, Safe

Neighbourhoods)

A delox rehabilitation centre with menial health programs is established in

Branlford.

The Centre provides services Ia a significant proportion of the large!

population

·-. ·'!iw.w-;r.'l:~1~_·£ "ar:~ ·~ t{}l!~~~i1~~2~

Establish a working

group of key stakeholders OR partner with an

existing working group lo address this

objective.

- Develop a collaborative working relationship with the

Neighbourhood Associations to serve as a community­based advisory group on neighbourhood

issues.

Performance Targets

" Neighbourhood associations, leaders

-' Schools and school associations (e.g. Parents Council)

., Faith community

,. Police Service

.- Business associations

· .. University researchers

' Neighbourhood-based community agencies

ldenlily and invite a neighbourhood

champion Ia lead the working group

Invite key stakeholders to sit on working group

Facilitate the lronsition of community

resources from the Task Force to the Safe

Neighbourhoods Working Group or alternative existing group

Develop terms of reference for the working group that include development of a Neighbourhood Toolkit

Develop a statistical profile of offenders

(demographics, types of crime, areas with

high proportion of youth offenders) along with measures to ensure privacy/confidentiality and mitigate the risks of neighbourhood 'profiling'

Develop terms of reference lor a pilot project on neighbourhood safety, and select two neighbourhoods to pilot the project

A Neighbourhood Toolkit is developed and available lo Neighborhood

Associations with information on key contacts, funding sources, model programs, etc.

Two pilot projects have been established lo enhance neighbourhood safety.

The pilot project is reviewed and community safety strategies ore identified and

included in an updated Toolkit.

The Neighbourhood Alliance is strengthened and its presence is felt through identifiable 'markers' in the community (modeled on the role played by community ice rinks in the past).

A centralized system is in place for contacting and being contacted by the Neighbourhood Alliance.

6. PRC)GRAM LOGIC MODEL: COMtv\U~IITY SAFETY AND CRifv\E PREVENTIC)~I IN BRAI"JTFORD

A program logic modei(PLM) is a diagram or 'blueprint' of a given program, showing whot the

program is supposed to achieve, with whom, and why. The PLM mirrors the Implementation Plan

and serves as a useful aid in monitoring progress and ensuring thot actions are directed toward

intended outcomes. The PLM also serves to guide program evaluation activities by identifying

the type of dolo ond information that will be needed to measure program results.

• Stoll, financial, • Establish a Task '· Working Group is Increased Mareyauth Program

& volunteer Force Sub-Com- formed ond meets spaces are participate participants ore resources from: mittee or Working regularly available in youth less likely to

' Business Group on Youth ' Neighbourhood is for youth programs engage in anti-

· Develop o pilot selected and pilot after school social behaviours

' Community

agencies after-school youth youth program is programs

~ Faith com-program implemented

munity • Establish the Bran/- • Working Group is Decreased The majority Individuals

· Funding agen-ford Centre for formed and meeis number of of individuals and families

cies, foundo- Healthy Famihes regularly individuals and families in that access the

lions. etc. Workmg Group ,, Business Case is and families need of detox, services of the

• Develop a developed and go outside rehabilitation Centre are more ' Government of the and mental likely Ia continue/

Business Case approved for funding · Neighbour-

and present it to community health services complete

hood Associo- Centre is established, to access receive them treatment end

lions funding bodies staffed, ond begins services locally improve their

· Police Service working with clients health

Post secondary ' Establish the Safe ·· Working Group is Increased More positive The majority of institutions Neighbourhoods formed and meets #of visual neighbour- residents in the

- Schools Working Group regularly 'markers' of hood pilot neighbour-

and school " Develop a •· Neighbourhood community ratings and hoods and the

coordinating Toolkit is developed. inclusion community city report that associations·

and safety opinion safety in the pilot Support from: slruclure/slrotegy ~ Two n'hoods ore

for the Working seleded and safe including about safely neighbour-hoods

Political refurbished in the pilot has improved champions

Group and the n'haad pilot projects parks, clean/ neighbour-

· Press/media Neighbourhood ore implemented well-lit public hoods Alliance

spaces, etc.

?. PRo c; 1~ A rv1 M C) N 1-1 or\ 1 N G, EVA L U !\T I 0 N A ""I D COfV\MUNICATIONS STRATEGY

It is recommended that:

~ A public event be organized with guest speakers ond key community leaders from busi­ness. government. community agencies and volunteer organizations.

)• One or more Task Force representatives provide highlights of the plan and outline key

action items for immediate implementation.

v Speakers comment on the importance of community safety and how their organization

intends to be involved in implementing the strategic plan.

' A Question and Answer period be facilitated by the Task Force representative.

~ Information on how to access the plan be provided.

~· An annual report to the community on the plan be prepared and presented.

~ Under the auspices of the Task Force, a proposal be developed to hire a full-time staff person for a one-year period to coordinate the implementation, evaluation and follow­

up to the Strategic Plan.

> The Task Force make a formal request to WLU-Laurier Brentford for their assistance in

the development and implementation of on evaluation of the community safety program

outlined in the Program Logic Model.

£¥., Ooto Col/ecliG/1 ond Pfogress f:eporls

~ Data collection be undertaken in accordance with the Evaluation Plan.

i> Progress reports be made at regular intervals (for example, every 6 months) by the Co­

ordinator and submitted to the Task Farce or an Evaluation Steering Committee.

> Progress be communicated to the public as deemed appropriate in 2012 and 2013.

5. Progmm Wrop-Up

~ Medium term results be communicated to the public together with further steps planned

for continued improvement of community safety and crime prevention in Brantford.

~3. CONClUSIC)NS

The Brantford Community Safety and Crime Prevention Task Force has identified resilient youth. healthy families, and safe neighbourhoods os overarching strategic objectives. The Community

Safety and Crime Prevention Task Force recommends that The City of Brantford working within

these guiding objectives will build a safe cornmunity and realize the Community Vision for Brant­

ford that forms the foundation of the City's <::ommunity Stm\tegit Plcm for 2010- 2014:

Brontfc.Jtcl ·· (Jtoud vriJI!.ml. pro9r,?<,srve.

o '·GgA{\}(y· c._.,nwwnllt' for /ivtng, leorn1n~} \·VOt hng ond p/oyin~J.

In the area of t'cmrO<rJk Vihdity & irm<W,1!km, Brantford's Community Strategic Plan

includes actions directed at enhanced opportunities for higher education and early years

learning. The Task Force's resilient youth objective seeks to expand community-based youth

programs and increase youth participation levels which broaden the age continuum to a vulner­

able group that forms a significant contribution to the perception of community safety and crime

prevention. Additional after school programs as well as youth mentoring will support additional

opportunities for high quality learning with this age group.

The strategic objective of healthy families identified by the Task Force is also directly linked to

the Community Strategic Plan's focus on Hi~jh (hJctl;ty of l.i'ie & turin~j fm· All tivi · :cem;. A community with a social conscience supports those families in need of the services

and mental health supports offered in a detox facility.

Brantford is a safe and healthy community that promotes and enables the well-being of its

citizens encompasses the objective of safe neighbourhoods. The Community Safety and

Crime Prevention Task Force acknowledges the contribution of Harmony Square activities and

the benefits it has brought to the downtown core. The Task force advocates and encourages

community actions that build upon this initiative and believe that safe neighbourhoods through

the principles of "Place-making" can be brought to all neighbourhoods developing them into

vibrant welcoming safe places that offer a wide range of activities for all ages.

Strategic Planning is a process that helps an organization produce fundamental decisions

and actions that will guide its future. With the publication of this strategic plan, the Community

Safety and Crime Prevention Task Force has provided the City of Brontford with a set of funda­

mental strategic objectives to guide future community safety and crime prevention activities.

API::JENDIX 1

LIST OF KEY INfORMANT INTERVi~WS

I on Aitken

Christine Bibby

Jody Brown

Carla DiFelice

Joanne Dubois

Sue Evenden

Sue Lefler

Sherry Lewis

Gayle Myke

Geoff Nelson

Heather Riddel

Christiane Sadeler

Legol Clinic - Bran!, Holdimond, Norfolk

Grand Erie Districl School Board

Ontario Works Bran! - Steps Ia Success Program

Bran! Haldimand Norfolk- Catholic District School Boord

Grand River Community Health Centre

Ontario Works Bran! - Steps Ia Success Program

St. Leonard's Community Services

Bronlford Native Housing

Arts After School Program

Brentford Police Service

Bran! Community Healihcare System - Emergency, Urgent Care, Medicine,

Po lien! Flaw and Access

Waterloo Region Crime Prevention Council

/\PPE~JDIX 2

Participants in the key informant interviews and in some group sessions were asked to prioritize

potential action items for the Task Force. The results are shown in the table below, including the

rank order of the top five action items.

Average scores below represent the importance of the identified priorities. Porticiponls rated the

importance on a scale of 0 to 10, with 0 being "not a priority for the Task Force" and 10 being

"top priority for the Task Force).

A·IJ Rnnk i\vg R·:Jnk A•g Ror,~ Av'J thml<

Increase the level of community engagement 9.9 8.6 2 6.7 8.9 2 and community ownership of problems.

Provide continuous support to vulnerable and 9.7 2 9.1 9.3 9.4 at-risk groups throughout the life cycle.

Build relationships with youth. 9.1 3 8.4 4 5.0 8.3 :3

Address escalating levels of drug and alcohol 8.6 4 9.1 9.0 2 8.9 "l abuse that lead to criminal activity.

Educate the community about available 8.3 5 7.6 7.3 7.9 /.~.

community resources.

Mobilize volunteers. 8.1 8.1 4.3 7.6

Increase youth-centred programs, including 8.0 8.5 3 4.7 7.8 5 school-based and parenting programs.

Improve the community's access to services. 7.5 7.9 8.0 5 7.7

Fill in the gaps in social services. 7.2 7.5 8.3 4 7.5

Increase the availability of drug treatment and 7.1 8.2 5 8.7 3 7.8 5 addiction services.

tf. I ~1

Address issues related to community growth 5.8 71 4.3 6.2 and tensions between established and new

populations.

Increase the number of good jobs/employment 4.8 8.2 9 2 6.8 opportunities.

Barker, R.L.1995. The Social Work Dictionary. (3rd ed., p. 404), Washington, DC: National As­

sociation of Social Work.

Brentford Police Service.2010. 2010-2012 Business Plan.

Brennan, Shannon 2011. Canadians' perceptions of personal safety and crime, 2009. Statis­

tics Canada, jurislal. Released on December lsi, 2011. hllp://www.slalcan.gc.co/pub/85-

002-x/2011001/article/11577-eng.pdf

City of Brentford Crime Prevention and Community Safety Task Force. May 2010. Crime Pre­vention Program Inventory.

City of Brentford and Brentford Police Service. Summer 2008. Thinking Outside the Lines. Com­munity Safety, Crime and Weapons Offences. Report to Brentford City Council.

City of Brentford and County of Brant. March 2010. Brant-Brantford Affordable Housing Strat­egy: Housing Demand and Supply Analysis Report. SHS Consulting.

Crime Prevention in Ontario: A Framework lor Action. 2012. OCAP. Ministry of Community

Safety and Correctional Services

Cotton, Brad (Sgt.). Crime Prevention. A review of the new provincial model. 2011. Presentation made to the City of Brentford Crime Prevention and Community Safety Task Force, September

16.

Foundation Docteur Philippe-Pinel. 2004. The Key to Soler Municipalities.· Joining farces to prevent violence and crime in our communities. Toolkit. http://www.sciencessociales.uottawa.

ca/ipc/pdf/Key%20to%20Safer%20Municipolities.pdf

Government of Saskatchewan. September 2011. Buildrng Partnerships to Reduce Crime.

National Crime Prevention Centre (NCPC). 2011. Glossary of Key Terms in Crime Prevention.

http://www.publicsofety.gc.ca/prg/cp/ncps-glssry-eng.ospx#v

tf. I 3D

Perreault, Samuel and Shannon Brennan, Crimina/ vicfrmizalion in Canada, 2009. Statis­

tics Canada, Juristal. Summer 2010. http://www.statcan.gc.ca/pub/85-002-x/2010002/ article/11340-eng.htm

Rothman, j. 1994. Practice with Highly Vulnerable Clients. Englewood Cliffs, Nj: Prentice-Hall,

pp. 5-8.

Statistics Canada, 2010. Police-reported crime stolislics rn Canada, 2010. http://www.statcan.

gc.ca/pub/85-002-x/2011 001/article/11523-eng.htm

Statistb Canada, Canadian Centre for justice Statistics. 1999. Criminal Victimization in Cana­da.

Taylor, A., j. Wise and K. Roderick. 2007 Brant's Response Against Violence Everywhere (BRAVE) Environmental Scan: Final Report. Kilchener ON: CREHS.

Zhang, T. (2011 ). Costs of crime in Canada, 2008. Ottawa, ON: Research & Statistics Divi­

sion, Department of Justice Canada.

ricA Prepared by: Harry Cummings and Associates

96 Kathleen Street, Guelph, ON NIH 4Y3

Public Health, Safety and Social Services 220 Colborne Street, P.O. Box 845 Brantford, ON N3T 5R7

Phone: 519-759-3330 Fax: 519-759-5796

DATE: November 6, 2013 REPORT NO. PHSSS2013-74 TO: Chair & Members Social Services Committee FROM: Dan Temprile, General Manager Public Health, Safety & Social Services 1.0 TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [x ] 2.0 TOPIC Request for funding extension from St Joseph Lifecare Centre. 3.0 RECOMMENDATION

A. RECOGNIZING THAT St. Joseph’s Life Care Centre provides a needed service to City of Brantford and County of Brant residents; and

B. THAT the services provided would be put at risk should this funding

request not be approved; and

C. THAT City of Brantford and County of Brant are mandated to operate the John Noble Home long term care facility; and

D. THAT the John Noble Home also has capital, operational pressures that if

not met would result in service level reductions;

E. BE IT RESOLVED THAT contingent upon Finance Department’s annual review and recommendation of St. Joseph’s financial statements the funding request for St. Joseph’s BE APPROVED in accordance with the schedule outlined in this report, and that any reduction from the current level of funding being received by St. Joseph’s Life Care Centre from the City and County be allocated to meet the needs of the John Noble Home.

Report No. PHSSS2013-74 Date: November 6, 2013 Page 2

4.0 PURPOSE

To report on a request for additional funding on an annually decreasing schedule from 2015 to 2018 for St. Joseph’s Lifecare Centre.

5.0 BACKGROUND

The City of Brantford and County of Brant have agreed to an annual payment to St Joseph’s Lifecare Centre. Outlined below is the payment schedule.

Year City Share County Share Total

2004 156,301 59,287 215,588 2005 870,996 330,378 1,201,374 2006 870,996 330,378 1,201,374 2007 870,996 330,378 1,201,374 2008 870,996 330,378 1,201,374 2009 870,996 330,378 1,201,374 2010 870,996 330,378 1,201,374 2011 870,996 330,378 1,201,374 2012 870,996 330,378 1,201,374 2013 870,996 330,378 1,201,374 2014 714,695 271,091 985,786

Total 8,709,960 3,303,780 12,013,740

These funds were approved to support St Joseph’s Lifecare Centre with the transfer of 205 beds from the John Noble Home.

St Joseph’s Life Care Centre is requesting an additional $2.4 million dollars in Municipal (Gross City/County) funding from 2015 to 2018 as per the schedule below.

2015 $960,000 2016 $720,000 2017 $480,000 2018 $240,000

Total $2,400,000

Report No. PHSSS2013-74 Date: November 6, 2013 Page 3

6.0 CORPORATE POLICY CONTEXT

• High Quality Of Life & Caring For All Citizens

• Excellence In Governance & Municipal Management 7.0 INPUT FROM OTHER SOURCES

St Joseph Lifecare delegation/report John Noble Home City of Brantford Finance Department 8.0 ANALYSIS

City/County/St Josephs Lifecare Agreement The City of Brantford, The County of Brant and St. Joseph’s Health Care entered into an agreement in September 2000 (attached) which outlined terms for transferring 205 beds from John Noble Home to St. Joseph’s which would be transformed from a hospital to a not for profit long term care facility. It was agreed that the City and County would pay St Joseph’s the same level subsidization which had been paid to John Noble Home for the transferred beds for a ten year period from the date the transfer of beds was complete. The last of these payments will be made in 2014.

Clause 4(c) of the agreement states as follows:

4(c) No subsidization shall be payable beyond the tenth year of subsidy, it being agreed that the Operation Corporation shall have become self-sufficient by that time.

St Joseph’s Life Care Centre request Additional $2.4 million dollars from 2015 to 2018. These additional dollars will continue to fund 205 long term beds, Community Support programs and a Community Hub. The need for these additional dollars are summarized as follows.

Mortgage payments: Increase in Mortgage rate expected in 2015

End of Ministry of Health funding 2024 Mortgage Amortization continues to 2029

Bank requirement for $1.4 million unrestricted bank covenant

Balance Budget: Requirement per LHIN/Health System Agreement Revenue generation Facility Capital: Capital expenditures

Report No. PHSSS2013-74 Date: November 6, 2013 Page 4

Additional Items for Consideration

• St. Joseph’s Lifecare Centre provides needed services to both City and County residents.

• Since the agreement in 2000 St. Joseph’s Lifecare Centre has expanded the services it delivers to meet community needs.

• St. Joseph’s Lifecare Centre has advised that not approving this request will have a negative impact on frontline program delivery and service levels.

• The decision to extend funding to St. Joseph’s Lifecare is discretionary and not a requirement for the City or County as they would have fulfilled their funding obligations in 2014 in accordance with the agreement.

• John Noble Home, the City/County long term care facility has similar pressures in the upcoming years i.e. debenture payments, no reserves, operating, capital and minor capital pressures.

• The $2.4 million requested is gross and would be cost shared between the City of Brantford and the County of Brant at normal John Noble Home cost sharing rates.

• Both City and County Council would need to approve the additional funding.

• These types of requests are usually considered through the Finance/Estimates committees for recommendation to Council.

9.0 FINANCIAL IMPLICATIONS

St Joseph’s Lifecare Centre is requesting an additional $2.4 million to be paid from 2015 to 2018. The schedule of payment will be reduced so that by 2019 there will be no further dollars due.

The Finance Department is currently undertaking an exhaustive study of the 10 year Capital requirements within the City. The results of this process will be made available to the Estimates Committee in January 2014 as part of the Capital Budget process. One of the key overarching principles of the review is that dollars would be directed to existing infrastructure/facilities prior to expanding into new. While the work is not yet done, it is quite apparent that the needs of existing City infrastructure vastly outweigh the available funding. The John Noble Home has expanded and renovated and its needs have grown over the past few years, yet the Home does not have any dedicated Capital funding allocated to it on an annual basis. The Home currently has $2.4 million dollars of Capital requirements over the next ten years with no source of funding. Approving this request will mean that these Municipal (County/City) dollars will not be available to fund core operational/capital programs that the Municipalities are required to support.

Report No. PHSSS2013-74 Date: November 6, 2013 Page 5

10.0 CONCLUSION

In conclusion, St. Joseph’s Life Care Centre advises that not approving the requested funding will mean that programming and standards of service delivery will be negatively impacted. Recognizing this Council must also remember that the current funding which expires in 2014 was meant to support St Joseph’s Life Care so that it could become sustainable. Also this request is a discretionary item in that the Municipality is mandated to support only one long term care facility. Approving this request will mean that these Municipal (County/City) dollars will not be available to fund core operational/capital programs that the Municipalities are required to support.

Dan Temprile, General Manager Public Health, Safety & Social Services Attachments: The City of Brantford, The County of Brant

and St. Joseph’s Health Care Agreement Copy to: NA In adopting this report, is a by-law or agreement required? If so, it should be referenced in the recommendation section. By-law required [ ] yes [ x ] no Agreement(s) or other documents to be signed by Mayor and/or City Clerk [ ] yes [ x ] no Is the necessary by-law or agreement being sent concurrently to Council? [ ] yes [ x ] no

AMONG:

This agreement made this J .')

THE CORPORATION OF THE CITY OF BRANTFORD (hereinafter called "the City")

OF THE FIRST PART,

-and-

THE CORPORATION OF THE COUNTY OF BRANT (hereinafter called "the County")

OF THE SECOND PART,

-and-

ST. JOSEPH'S HEALTH CARE SYSTEM in trust for a non-share capital corporation to be

incorporated under Pan III of the Corporations Act (hereinafter called "the Operating Corporation")

OF THE THIRD PART,

-and-

ST. JOSEPH'S HEALTH CARE SYSTEM, on its own behalf in respect of certain obligations specifically

to be undertaken by it hereunder, {hereinafter called "SJHCS"}

AND WHEREAS St. Joseph's Health Care System is a body corporate which operates a hospital in Brantford called St. Joseph's Hospital and also operates another hospital in Hamilton with the same name;

AND WHEREAS the St. Joseph's Hospital in Brantford will cease to function as a hospital in November of 2001;

AND WHEREAS when the Brantford St. Joseph's Hospital ceases to function as a hospital, the parties would like it to be replaced by a not for profit long term care facility operated by the Operating Corporation;

AND WHEREAS the John Noble Home is run jointly by the City and the County through a committee of management;

quality of care at the John Noble Home and within the St. Joseph's Health Care system and, subject to the approval of the Ministry of Health, to transfer 205 beds from the John Noble Home to the Operating Corporation in accordance with this agreement;

AND WHEREAS the County and the Ci ty will provide assistance and management services to the Operating Corporation in accordance with this agreement

NOWTHEREFOREINCONSIDERATIONOF THEMUTUALCOVENANTSHEREIN CONTAINED AND THE PROVISION OF OTHER GOOD AND VALUABLE CONSIDERATION BY EACH PARTY HERETO TO THE OTHERS (THE RECEIPT AND ADEQUACY OF WHICH IS ACKNOWLEDGED) THE PARTIES HERETO HAVE AGREED AS FOLLOWS:

1. Definitions

In this agreement,

"Facility" means the not for profit long term care facility to be operated by the Operating Corporation on the Site.

"Site" means the lands and premises on which the existing St. Joseph 's Hospital is now located within the City of Brantford, and upon which the Operating Corporat ion shall hereinafter operate the Facility.

2. Governance Issues

(a) The Operating Corporation shall be a corporation incorporated under Part III of the Corporations Act. All work in connection with the incorporat ion and setup of the said corporation shall be performed by SJHCS.

(b) The Operating Corporation shall have devolved the responsibility for the day to day management of the facility and the site to the St. Joseph's Hamilton Board of Trustees, who shall exercise control over the facility ;md the site in a like manner to t he control now exercised by Boards of Trustees in other operations within SJHCS.

(c) The St. Joseph's Hamilton Board of Trustees shall be assisted by a Local Committee of Management, which shall consist of not more than 7 members, with one member appointed annually by the Committee of Management of the John Noble H ome from among its own members. The remainder of the members of the Local Committee of Management shall be appointed by the said Board of Trustees for such terms as they may sec fit.

(d) The Local Committee of Management shall annually appoint from within itself a nominee who shall serve on the Committee of Management of the John Noble Home. The said nominee shall not be the appointee of the Comm ittee of Management of the John Noble Home.

(e) SJHCS will transfer title to the lands and building on the site to the Operating Corporation to permit compliance with this agreement. T he Operating Corporation shall continue to hold the lands and building for so long as this agreement continues in force and shall operate a not for profit long term care facility thereon in accordance with this agreement.

3. Transfer of Beds from the Iohn Noble Home to St. Ioseph's Hospital Site

(a) C ity and County shall transfer 205 beds from John Noble H ome to the Facility. This transfer will occur when renovations at the Site have been completed. Planning and implementation of the renovations will occur as quickly as reasonably possible, with a view to completing the transfer of beds and their residents in not more than two years. The said renovations shall be conducted so that the Facility is able to receive the residents of the transferred beds and meet their needs in within a first class fac ility in accordance with all applicable standards in place from time to time.

(b) The Operating Corporation shall underrake the provJSJon of all services in connection with the transferred beds and their residents, to the appropriate standards required by the Ministry of Health. .

(c) The Parties will cooperate to ensure that the residents occupying the 205 beds will be transferred in a manner w hich causes them as little disruption as possible. In addition, to the

2

extent possible, the Operating Corporation shall serve all levels of need (as is currently done at the John Noble Home) so that a resident may, as he or she ages and his or her faculties deteriorate, remain in the facility without being required to transfer to another specialized facility.

4. Relationship of Operations

(a) Those operations remaining at the existing John Noble Home and not being transferred to the Facility shall remain entirely separate from the operations of the Operating Corporation, except as specifically set forth in this agreement.

(b) Without limiting the gener.tlity of (a) .tbove, the John Noble Home and the Operating Corporation shall separately manage and maintain their respective insurance, property management and maintenance, and employees, without the involvement of the other.

5. Ongoing Financial Subsidy from City and County

(a) It is acknowledged th<lt the City and County now provide an existing annual level of subsidization to the John Noble Home, based on the 361 beds now in operation at the John Noble Home. It is agreed that this level of subsidization will continue for 10 years following the date on which the transfer of residents is complete, with the first and last year adjusted as necessary to account for the exact date in the budget year in which the transfer occurs.

(b) The Operating Corporation will therefore receive from the City and the County a payment in each year (adjusted in the first and last year as noted above) in the following proportion to the total level of subsidization now provided by the City and the County to the John Noble Home:

205 361

The said subsidy shall not be adjusted for inflation or other factors, but shall be calculated by simply multiplying the quotient thus obtained against the aggregate level of subsidization being paid by the City and the County to the John Noble Home operation.

(c) No subsidization shall be payable beyond the tenth year of subsidy, it being agreed that the Operating Corporation shall have become self-sufficient by that time.

(d) The payment of the annual subsidy shall be distributed between the City and the County according to the existing agreement between them which describes their respective obligations to fund the John Noble Home, or such other substituted agreement as the City and the County may subsequently agree upon.

(e) Payments of the annual subsidy shall be made monthly in arrears.

6. Capital Contributions by City and County

(a) The City and the County shall contribute to the capital cost to renovate and equip the Facility to accommodate the transfer of beds and their residents.

(b) The City and the County shall pay $5,000,000.00 of the cost to renovate and equip the Facility and the Site to accommodate the transfer of beds.

(c) The payment of the capital contribution shall be distributed between the City and the County according to the existing agreement between them which describes their respective obligations to fund the John Noble Home, or such other substituted agreement as the City and the County may subsequently agree upon.

(d) The Operating Corporation shall be entitled to receive payments on account of the Capital Contribution as progress payments are made by the Operating Corporation and as S'}wipmeRt ii pwrdmed by tbe Opemtillg Corporatioll Such paymems shall he made in rbe same proportion as $5,000,0000.00 is to the total project cost, until the maximum of $5,000,000.00 is reached.

3

7. Academic Centre of Excellence

The Operating Corporation agrees to use irs best efforts to develop at the Facility an academic centre of excellence in association with McMaster University which shall include research, education, and teaching in relation to long term care.

8. Ongoing supply of Management Services

(a) Certain of the managerial employees of the City and the County who are employed at the John Noble !-lome will, as part of their duties , also administer the programme for the Operating Corporation at t he Facility. The exact personnel who will perform such services, and other relevant considerations rebring to their duties, will be the subject of a furt her management services agreement which shall be negotiated between the parties at a fu ture date.

(b) The Operating Corporation will pay the City and the County t he applicable costs for providing such management services.

(c) The Operating Corporation, or the City and the County, may terminate the provision of management services at any time if there is cause, at any other time without cause upon the giving of one years notice, or upon any other terms as may be agreed upon from time to u me.

(d) In the event that there is an inability to reach agreement on the further management services agreement referred to in (a) above, the City and the County shall be at liberty to refrain from providing management services to the Operating Corporation under this section and the remainder of the parties' obligations under t his agreement shall not be affected thereby.

9. Labour Relations

(a) All regular employees of the City and the County who are employed at the John Noble H ome at the time of the transfer of beds will either continue to be employed at the John Noble Home or will become transfe rred ro the Faci lity. The exact number of employees to be transferred shall be determined <It a future date in accordance with the needs of the respective parties.

(b) The O perating Corporation will voluntari ly recognize the collective bargaining rights of any transferred employees, and their existing collective agreement will continue to apply to such employees.

10. Ministry of Health Approval

(a) It is a condition precedent to this agreement that it shall have been approved by the Ministry of H ealth. It is a further condition precedent that the Ministry of Health shall have agreed to provide financial assistance to SJHCS and/or the Operating Corporat ion in an amount which is consistent with the discussions and projections al ready undertaken with the C ity and the County as of the date of this agreement. If both conditions precedent are not sati sfied, this agreement is at an end and none of the parties shall have any liability to any of the others for failure to comply with the agreement.

(b) All obligations of any party under the agreement to be performed in accordance with any applicable law, including without limitations the requirements of the Ministry of Health.

11. Disputes

(a) As a means of avoiding disputes, the CAO of the City, the CAO of t he County and a representative of the Operating Corporation shall meet to oversee the implementation of the agreement and its administration. All questions relating to the agreement shall be referred to tl'its group m the first instance before h.tving recourse co .my fo11ual dispute 1 esolotion mechanism.

4

,, . (b) Disputes with respect to the interpretation and application of this agreement are

ro be determined by arbitration in accord., nee with the Ontario Arbitrations Act.

12. Cross-Indemnification and Legal Liabilin~

(a) All parties will maintain adequ<HC li<lbility and property coverage at all times, and each party shall add the others as additional Il<lmed insureds to their respective policies of liability

and property insurance in connection with this agreement.

(b) The parties shall indemnify and hold harmless the others for any actions, causes of action, claims or demands which may be occasioned by their wrongful acts or negligence in

connection with this agreement.

13. Term of Agreement

This agreement will be a continuing agreement which does not terminate. Certain obligations of the parties under the <lgreement will terminate in accordance with the specific provisions of the agreement which concerns those obligations, but the agreement as a whole shall

be a continuing one.

14. Entire Agreement

This is the entire agreement between the parties, and supersedes any other communications, negotiations, understandings between the parties on the subject matter of the agreement. This agreement may only be amended by a further agreement in writing.

IN WITNESS WHEREOF THE PARTIES HAVE EXECUTED THIS AGREEMENT

THE CORPORATION OF THE CITY OF BRANTPORD, Per:

Clerk

THE CORPORATION OF THE COUNTY OF BRANT, Per:

ST. JOSEPH'S HEALTH CARE SYSTEM Per:

5

Public Health, Safety and Social Services 220 Colborne Street, P.O. Box 845 Brantford, ON N3T 5R7

Phone: 519-759-3330 Fax: 519-759-5796

DATE: November 6, 2013 REPORT NO. PHSSS2013-72 TO: Chair and Members Social Services Committee FROM: Dan Temprile, General Manager Public Health, Safety & Social Services PREPARED BY: Susan Evenden, Manager

Strategic Planning 1.0 TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [ X ] 2.0 TOPIC

2013 Neighbourhood Hub (Our Neighbourhoods Brantford-Brant) Initiative Progress Update.

3.0 RECOMMENDATION

A. THAT the 2013 Neighbourhood Hub Initiative Progress Update BE RECEIVED; and

B. THAT staff BE DIRECTED to commence discussions with Grand Erie District School Board for a partnership agreement and redevelopment of currently vacant space at Major Ballachey Public School for use as a hub activity room and office space and report back to Council on recommended partnership arrangement; and

C. THAT any remaining funds from fiscal year 2013 BE CARRIED over to fiscal year

2014 to support continued implementation of the Neighbourhood hubs.

Report No. PHSSS2013-72 Date: November 6, 2013 Page 2

4.0 PURPOSE

The objective of this report is to provide Social Service Committee and Brantford City Council with an update on the progress of the Neighbourhood Hub for the Prosperity initiative in Eagle Place and East Ward.

5.0 BACKGROUND

In September 2012 Council approved the implementation of a neighbourhood hub initiative as a pilot prosperity project. Two initial project locations were selected in South Brantford (Eagle Place) and east of the city centre in East Ward. The location was heavily influenced by the strong interest and commitment displayed by the Grand Erie District School Board, specifically the administrators and principals associated with Bellview Public School (Eagle Place) and Major Ballachey Public School (East Ward) who are early core partners in this project. Both schools identified their schools as community assets with physical facilities (gym/auditorium, library, classrooms, outdoor spaces) which are not in use many hours of the week. School staff believed their schools have potential to become a stronger support to neighbourhood residents, including but not limited to the families of the students they serve, and proposed using the school sites as a starting point to plan a place-based neighbourhood development approach. This concept was in complete congruence with the City’s desire to explore specific interventions to build community prosperity. Staff were in the process of investigating leading practices and had identified that neighbourhood based approaches in other jurisdictions were showing early positive outcomes in community wellbeing and engagement. Following approval of the 2013 municipal budget, early activities to implement the Hub strategy began. Staffing was in place and focused efforts underway in June, 2013. This report outlines the accomplishments since that time and planned next steps for 2014.

Report No. PHSSS2013-72 Date: November 6, 2013 Page 3

6.0 CORPORATE POLICY CONTEXT

Economic Vitality & Innovation

Brantford will be known as a leading centre for learning and innovation – supported by a comprehensive education system.

High Quality Of Life & Caring For All Citizens

Brantford will be recognized as a safe and healthy community – one that promotes and enables the well-being of its citizens, and supports access of all citizens to a full range of health and community services.

Examine the feasibility of proceeding with initiatives to enhance accessible community health and wellness.

7.0 INPUT FROM OTHER SOURCES

In developing this strategy, staff reviewed and continue to consult the work of other communities across Canada and the United States who are engaged in neighbourhood development, community hubs, and school based hubs.

Broad input and consultation is a key success factor for a collaborative community project such as the Neighbourhood Hubs. Conversations with local residents and service providers are continuously occurring. Examples of groups consulted to date:

• Brantford residents of the East Ward and Eagle Place – neighbourhood BBQs (results included in Eagle Place Feedback Summary, attached)

• Eagle Place Neighbourhood Association • East Ward/Echo Place Neighbourhood Association • Grand Erie District School Board Staff • Children’s Aid Society of Brant • Mohawk College, Child and Youth Worker Program • Brantford Public Library • Immigrant Settlement Services • Family Counselling Centre of Brant • Arts after School Kids • Best Start Network • Children’s Services Network • Grand River Community Health Centre • Brant Native Housing • Aboriginal Health Centre • Risk Management, City of Brantford • Legal, City of Brantford

Report No. PHSSS2013-72 Date: November 6, 2013 Page 4

8.0 ANALYSIS

Built on Research and Evidence The role of municipalities is growing and shifting with 80% of Canada’s population now residing in urban or more concentrated locations. There is pressure for municipal government to put an increased focus on the development of a social infrastructure that supports the development of people, community and society. Evidence from research and practice in the Health and Human Services sectors has clearly established that quality of life has a strong relationship to where people live – their neighbourhood. These findings have led to renewed interest in neighbourhood development in countries throughout the developed world. There is now an emerging body of knowledge from which to learn when planning and implementing an initiative such as the Neighbourhood Hubs in Brantford and Brant County. Ginette Lafreniere, a consultant and professor in Wilfrid Laurier University’s department of Social Work, was retained under a provincial grant to complete a research report to guide the partners in initial development of the neighbourhood hub initiative. The report was completed in May 2013 and included a comprehensive literature review and analysis of lessons learned from other jurisdictions.

As development of the neighbourhood hubs progresses, the 10 key learnings presented in the research report are being used to guide the work.

1) Invest time in building positive relationships between people in the

communities, schools and organizations. 2) Starting a hub takes longer than expected: there are many logistical and

planning issues. 3) Understand the resources required. 4) Leadership and the coordinator role are important. 5) Community engagement is essential. 6) Be clear and realistic about objectives. 7) Balance of universal and targeted approaches. 8) Professional development & time for professionals to meet. 9) Be realistic about evaluation: the model is complex and challenging to

evaluate. 10) Acknowledge the challenges and limitations of the model.

Report No. PHSSS2013-72 Date: November 6, 2013 Page 5

Governance & Initial Objectives

A core group of agencies, identified as a Steering Group, has been meeting regularly to guide the early implementation of the hubs in the initial neighbourhoods. In addition to city staff, the group is comprised of representatives from: • Grand Erie District School Board • Brant County Health Unit • Children’s Aid Society of Brant • Mohawk College • Best Start Network

The group has recently expanded membership and expects representation from the Brant Children’s Service Network, Grand River Community Health Centre, and Brant Native Housing. Additionally, recruitment has begun for representation on the working groups for each site, which will be convened in early 2014. The goal is for composition of the working groups to be 51% or more neighbourhood residents. Working group representatives from the neighbourhoods will be asked to join the Steering Group.

A draft working governance model is depicted in the document ONB Governance Model, attached.

The Steering Group has articulated 6 long term outcomes that can be expected as a result of implementation of the Neighbourhood Hub strategy. Measures will be established for each of the six factors. Attachment Our Neighbourhoods outlines the six focus areas graphically. In future years, council can expect annual report cards highlighting indicators of progress in: Networks of Support: People are building natural social supports; residents know about organizations and programs available in their area; there is a responsive mix of services and facilities that meets local needs; people know others in their neighbourhood Involvement: People have places to meet; residents participate and shape community life; residents have the capacity to lead and make plans Pride of Place: Neighbourhoods celebrate and respect diversity; families and individuals from all walks of life are welcome; people feel a sense of pride and belonging Healthy People: Residents have improved access to leisure and recreation opportunities; individuals and families have adequate, nutritious food; people are active and healthy as long in life as possible Economic Opportunity: number of working age residents employed, self-employed, or actively seeking employment; business growth/investment; youth employment; Learners for Life: High school completion rates increase; improved student outcomes within target schools; residents participate in a range of learning options including formal education and topics of interest.

Report No. PHSSS2013-72 Date: November 6, 2013 Page 6

Early Accomplishments and Next Steps

Our Neighbourhoods Brantford-Brant Milestones and Timelines, attached, highlights the major milestones in the first six months of implementation. The group has endorsed a name and identity for the strategy: Our Neighbourhoods Brantford-Brant (ONB).

Executing a complex strategy such as ONB requires a balance between solid planning, which is essential to long term sustained success, and action steps that generate early wins and help generate momentum. Staff and steering committee efforts are focused around 3 interdependent objectives: 1. Relationship building. The intent is for residents to lead planning processes,

supported by the technical knowledge of city staff and community partners. Through this approach, residents are engaged in developing their own solutions and assuming community ownership of the ONB strategy. Central to citizen involvement is personal relationship. City and community partner staff use a community development approach to meet local residents at a variety of natural venues to engage in conversations and invite their participation in the hubs.

2. Strategic Planning. This task involves continued refinement of the governance model and terms of reference for steering and working groups; memorandums of understanding and legal agreements for various partnerships; theory of change and development of outcomes and indicators; data collection plans; resource alignment; applications/proposals for outside funding.

3. Operational Planning. An early priority is the creation of an inventory of programs and services operating from locations inside each of the initial neighbourhoods. Completion of the inventory will serve a dual purpose: ensuring that any planned services do not duplicate anything that is currently available and for use by ONB staff and partners when linking individual residents to programs, services and activities. Operational planning also includes identification of partners and planning/development for specific ONB activities. Recognizing the evolving nature of the Hubs, initial activities are being offered on a pilot basis to gauge interest/response. Inclusive, resident-led planning is a critical success factor for the hubs. As such, the establishment of the neighbourhood working groups at each location will be significant, as this group will help fine tune any current programming and suggest additional offerings.

Report No. PHSSS2013-72 Date: November 6, 2013 Page 7

Resident feedback obtained at the three large community engagement events has informed the early neighbourhood specific services and activities focused in the areas of food security and physical activity/recreation. Additional activities in development for potential implementation in the rest of 2013 and Q1 2014 include: • Digital access points (internet enabled computer and printer with staff support)

at both sites; • East Ward Christmas break camps @ Major Ballachey (with City Parks &

Recreation staff); • Community Christmas dinner in Eagle Place (partnership with Mohawk

College, Bellview School and Brant Community Church); • Homework help clubs (partnership with Brantford Public Library); • Additional sports programs and recreational groups (multigenerational); • School/community gardens. Activities will continue to be added at a manageable pace. In 2014 planning, summer in the neighbourhoods will be emphasized, with a view to offering enhanced learning and recreational opportunities for residents of all ages during the school break when the school properties are not in use.

Facilities

It is expected that as the strategy develops, it will be necessary and appropriate to use properties other than the two schools (Bellview and Major Ballachey). There is no one facility in either neighbourhood that is purpose built for the various potential activities that will be established over time as part of the Hubs. However, in the short term, there is a focus on activities which can be situated in the schools, space permitting, due to the existing well established partnership with school administrators and the existing Joint Use of Schools agreement between the City and the Grand Erie District School Board (GEDSB).

GEDSB have identified a space within Major Ballachey school that could be made available for use by ONB. The former technical education room in the lower level is large, located near the popular Wish Closet and school kitchen, with the added advantage of a separate entrance that could be utilized after hours. The room does require retrofitting (primarily cosmetic) for the new purpose and equipment/furnishings. GEDSB is interested in pursuing a partnership with the City to jointly undertake the required updating to the space, which would then be provided to ONB partners and the neighbourhood for programming use.

Report No. PHSSS2013-72 Date: November 6, 2013 Page 8

9.0 FINANCIAL IMPLICATIONS

Through internal reorganization, Social Services existing staff have been redeployed to support the ONB strategy. The $92,464 annual funding in the department’s operating budget allocated to the Neighbourhood Hubs is used for direct onetime or operating costs associated with the two sites to move the project forward and for which no other source of funding is available.

10.0 CONCLUSION

The Our Neighbourhoods Brantford-Brant hubs hold tremendous promise as a mechanism to build strong, resilient neighbourhoods. In the first six months of implementation, much has been accomplished by the partners and community. Neighbourhood change takes time, patience and resources. In order to fully realize the promise, the City’s continued commitment to this strategy is required.

Susan Evenden, Manager Dan Temprile, General Manager Strategic Planning Public Health, Safety & Social Services Attachments: Eagle Place Feedback Summary ONB Governance Model Our Neighbourhoods Our Neighbourhoods Brantford-Brant Milestones & Timelines Copy to: Hub Partners In adopting this report, is a by-law or agreement required? If so, it should be referenced in the recommendation section. By-law required [ ] yes [ x ] no Agreement(s) or other documents to be signed by Mayor and/or City Clerk [ ] yes [ x ] no Is the necessary by-law or agreement being sent concurrently to Council? [ ] yes [ x ] no

EAGLE PLACE FEEDBACK SUMMARY

Location: Eagle Place

Event: Community BBQ, July 11th, 2013

Number of feedback forms: 39

Question 1:

Describe your neighbourhood. Does it feel like a neighbourhood to you? If so, what makes it feel that way? If not, why not.

I. Does it feel like a neighbourhood (Was the neighbourhood identified as being a positive or negative environment)

Positive (Yes) Negative (No) Mixed (Somewhat)

25 6 8

II. Factors that describe the neighbourhood

Positive Negative Factor Count Factor Count

Friendly - People / Neighbourhood

10 Lack of safety / Feel unsafe / Police Presence

5

Community Events 1 Slovak Village 5 Have connections (raised or lived in the neighbourhood for many years) / family or friends living in

10 Homelessness / Drug Users

2

0

5

10

15

20

25

30

Positive Negative Mixed

Does it feel like a neighbourhood?

Positive

Negative

Mixed

the area Appealing / relatable environment

1 Illegal activity (visible drug use, illegal lodges)

2

Safety / Little violence

2 Lack of inclusivity (segregation) and involvement from members of the community

1

Physical environment (Park)

2 Lack of space for children (park, space for recreational activities)

1

Slovak Village 2 Neighbours / Connection to others in neighbourhood

3

School environment 1 School environment 1

0 2 4 6 8 10 12

Friendly - People / Neighbourhood

Community Events

Have connections (raised or lived in…

Appealing / relatable environment

Safety / Little violence

Physical environment (Park)

Slovak Village

School environment

Positive factors that make it feel like a neighbourhood

Question 2:

What has made your neighbourhood better lately? What have people done to make it better?

I. Factors that have improved neighbourhood: Factor Count New Park (playground) 6 Community Centre (Doug Snooks) 1 Community events (BBQ, movie night) 11 School 2 Neighbours 1 Safety (feeling of being safe) 1 Kids’ Activities (EPCA Halloween activities) 2 Old-fashioned / old-time feel 1 Reduction in noise (quieter) 3 Fewer issues with teenagers 1 None (No factors listed, no response) 11

0 1 2 3 4 5 6

Lack of safety / Feel unsafe / Police Presence

Slovak Village

Homelessness / Drug Users

Illegal activity (visible drug use, illegal lodges)

Lack of inclusivity (segregation) and involvement frommembers of the community

Lack of space for children (park, space for recreationalactivities)

Neighbours / Connection to others in neighbourhood

School environment

Negative factors that make it not feel like a neighbourhood

Question 4:

What would bring you out of your house into activities/events in your neighbourhood?

Category Suggestions Count Being engaged (actively invited to participated, advertising)

• Advertising in buildings 2

Family activities 3 Activities for / inclusive of kids • Children’s groups, play

dates, mommy groups, church groups

8

Community events • Held in park • BBQ • Music, Fun • Movie nights

20

Inclusive initiatives (accommodating to all populations, including disabled)

• Flash mobs (i.e. “Food Not Bombs” initiative)

• Create volunteer opportunities

2

Splash Pad 4 Playgrounds • For older kids 1 Exercise stations / sports / organized games

2

Free / No Cost programs (drop-ins)

5

Noise control 1

0 2 4 6 8 10 12

New Park (playground)

Community Centre (Doug Snooks)

Community events (BBQ, movie night)

School

Neighbours

Safety (feeling of being safe)

Kids’ Activities (EPCA Halloween activities)

Old-fashioned / old-time feel

Reduction in noise (quieter)

Fewer issues with teenagers

None (No factors listed, no response)

Factors that have improved the neighbourhood

Increase safety 1 Reliability of event • Reinforces trust,

consistency 1

Question 5:

What would be the easiest way for you to find out about things that are happening in your neighbourhood?

Media Count Specific suggestions / comments Email 2 • Email is not most

accessible Flyers 19 • Mail outs (3)

• Distribute in family resources centers and community agencies

• Distributed in building • Available on buses

Social Media: Facebook 6 Local Paper 1 Posters / Signs 13 • For those with no phone

0 5 10 15 20 25

Being engaged (actively invited to participated,…Family activities

Activities for / inclusive of kidsCommunity events

Inclusive initiatives (accommodating to all…

Splash PadPlaygrounds

Exercise stations / sports / organized gamesFree / No Cost programs (drop-ins)

Noise controlIncrease safety

Reliability of event

Factors that would promote participation in community

or internet • Posted in schools (2) • Posted around town

(multiple locations) Word of Mouth 7 • In support of

Neighbourhood Association

Community organization: School, Church

4 • School (3) • Church (1)

Newsletter 2 Community website 1 Bulletin Board 5 • Apartment building BB

(2) – i.e. at Slovak Village • In the park (2)

Radio / TV 3 Phone: Texts, calls 1 Newspaper 1 • Gazette

02468

101214161820

Preference in promotional strategies

Eagle Place & East Ward Neighbours

Steering Group

East Ward

Working Group

Eagle Place

Working Group Staff

Administration Lead

City of Brantford

OUR NEIGHBOURHOODS BRANTFORD-BRANT (ONB)

GOVERNANCE MODEL DRAFT

KEY ROLES: STEERING GROUP Community Level, Cross Boundary Strategic Leadership Create vision and theory of change model Coordinate and leverage resources Strategic Planning and decision making for ONB initiative Align organizational policies, programs and practice with ONB Develop results framework Create long term financing strategy and scale up plans Act as ONB champions; recruit new partners SITE WORKING GROUPS Neighbourhood Level, Operational Leadership Create vision for neighbourhood site Select indicators for progress Collect data Design and implement activities to achieve results Identify challenges to implementation and generate solutions Mobilize local resources Promote community participation Coordinate work of partners to support the ONB model ADMINISTRATION LEAD Backbone Organization Staffing and staff management Coordination Technical and administrative support Planning Policy & Documentation development Funding (start up)

NETWORKS of SUPPORT

EBEBEB EBEBEB

INVOLVEMENT

EBEBEB EBEBEB

HEALTHY PEOPLE

Our NEIGHBOURHOODS Brantford·Brant Strong Resilient Neighbourhoods

PRIDE of PLACE

ECONOMIC OPPORTUNITY

LEARNERS for LIFE

Our Neighbourhoods Brantford-Brant Milestones & Timeline

May 2013 July 2013 August 2013 September 2013 October 2013 November 2013

Research Report “Brantford Neighbourhood Hub for Prosperity” completed

Eagle Place & East Ward community BBQs

Ourneighbourhoods identifier, website and social media sites launched

Tutela Park Back to School Blast Movie night Slovak Village Community Kitchen

Good Food box distribution and food teaching sessions Community Resource Computer at Bellview

Recreation sampler program at Major Ballachey Recruitment for Site Teams

SOCIAL SERVICES COMMITTEE MINUTES

WEDNESDAY, OCTOBER 9, 2013 AT 9:51 A.M.

John Noble Home, Noble Hall, 97 Mt. Pleasant Street Councillor McCreary in the Chair

1. ROLL CALL

Present: City of Brantford

Councillor Bucci, Councillor Carpenter, Councillor McCreary, Councillor Vanderstelt, Councillor Ceschi-Smith

County of Brant Councillor Chambers, Councillor Simons, Councillor Cardy

Regrets: County of Brant Councillor Wheat City of Brantford Mayor Friel Also Present: D. Temprile, D. Michaels, S. Proulx, E. Denton, K. Romano, J. Stephens,

D. Filice, S. Evenden, L. Schunk, Councillor Dignan-Rumble

2. DECLARATION OF CONFLICTS OF INTEREST

Councillor McCreary declared a conflict on item 6.3 (Ten Year Brantford – Brant Housing Stability Plan and 5 Year Implementation Plan (PHSSS2013-65)) as he has a business relationship with some of the facilities.

3 JOHN NOBLE HOME COMMITTEE OF MANAGEMENT REPORT

3.1 John Noble Home Committee of Management Report #2013-10-09 Moved by Councillor Chambers Seconded by Councillor Simons

THAT the John Noble Home Committee of Management Report #2013-10-09 BE APPROVED as follows:

Social Services Committee Page 2 MINUTES October 9, 2013

1. Administrator’s Report (PHSSS2013-50) THAT the Administrator’s Report from the John Noble Home BE RECEIVED.

2. John Noble Home Monthly Budget Summary for June and July 2013

(PHSSS2013-51)

THAT the Monthly Budget Summary for June 30, 2013 and July 31, 2013 for the John Noble Home BE RECEIVED as presented.

3. John Noble Home Quality Improvement Report on Falls & Restraints for May, June, July and August 2013 (PHSSS2013-52)

THAT the John Noble Home Quality Improvement Report on Falls and Restraints for May, June, July and August 2013 BE RECEIVED.

4. John Noble Home Monthly B & C Bed Redevelopment Progress

Report (PHSSS2013-53)

THAT the John Noble Home B&C Bed Redevelopment Monthly Progress Report PHSSS2013-53 BE RECEIVED.

5. John Noble Home 2013 Capital Project – S3 Air Handling/Conditioning Unit Report (PHSSS2013-54)

A. THAT the John Noble Home 2013 Capital Project – S3 Air

Handling/Conditioning Unit –Option 1 BE APPROVED; B. THAT the City of Brantford additional funds required to cover

the revised costs BE FUNDED as follows: John Noble Home Reserve (RF0228) $ 46,000 Capital Funding Envelope (RF0239) $219,419; and

C. THAT the County of Brant additional costs BE FUNDED from

the Capital Reserve to a maximum of $104,761.

Social Services Committee Page 3 MINUTES October 9, 2013

6. Day and Stay Centre, Declaration of Compliance (PHSSS2013-55)

A. THAT Report PHSSS2013-55 respecting the Day and Stay Centre, Declaration of Compliance confirming that the John Noble Home Day & Stay Centre has met the compliance obligations of the Multi-Sector Service Accountability Agreement with the Hamilton Niagara Haldimand Brant Local Health Integrated Network in delivering services as established by the Community Action Plan for the Centre, BE RECEIVED; and

B. THAT the Chair of the John Noble Home Committee of

Management BE AUTHORIZED to sign the Declaration of Compliance Form (Schedule G).

7. Approval to Use the John Noble Home Donation Account to Fund Improvements to the New Noble Hall and Chapel (PHSSS2013-56)

THAT the cost of $ 36,974.21 to cover improvements to the new Noble Hall and Chapel BE FUNDED by the Home’s Donation Account.

8. Ministry of Health and Long Term Care Funding Changes Announced (PHSSS2013-57)

THAT the John Noble Home Report PHSSS2013-57 on the funding announcements by the Ministry of Health and Long Term Care Funding BE RECEIVED.

9. John Noble Home Report Related to the Rotary Club of Brantford, Sunrise/Alzheimer Society of Brant’s Presentation to the Committee of Management (PHSSS2013-58)

A. THAT the staff report related to the Rotary/Alzheimer Society

presentation by the from the John Noble Home BE RECEIVED; B. THAT the Administrator BE DIRECTED to further explore the

proposed opportunity of establishing a senior’s hub in collaboration with Rotary Club of Brantford, Sunrise, the Alzheimer Society of Brant and others interested community partners; and

C. THAT regular reports by staff about this project BE PROVIDED

back to the Committee of Management.

Social Services Committee Page 4 MINUTES October 9, 2013

D. THAT the City’s portion of the unit’s energy efficiency savings in the amount of $18,000.00 be annually transferred back to the City’s capital reserve fund.

CARRIED

4. PRESENTATIONS / DELEGATIONS

Presentation 4.1 Derrick Bernardo, President Bob McGeein, Chair of Board Wayne Wood, Vice-Chair of Board Ann Gerrow, Treasurer

St. Joseph’s Lifecare Centre Re: Update on St. Joseph’s Lifecare Centre

D. Bernardo addressed the Committee and provided an update on the St. Joseph’s Lifecare Centre. The funding request proposal for 2015 to 2019 was presented and it was noted that the intent is to be financially independent by 2019. He identified key issues, risks and outcomes and commented on the funding request to the City and County. He noted that they are the largest Long Term Care Home in Brantford and Brant County with 205 beds. They have a flawless record with the Ministry of Health and Long Term Care and Public Health. He commented on the funding formula through the Ministry of Health and that it is less than the inflationary rate and additional other challenges, including items such as the inherited mature collective agreements with multiple unions which result in high wages and rich benefit packages. To address these, he advised of actions that have been taken by management. Questions of clarification were answered relating to the mortgage payment and banking requirements. It was noted that a capital reserve fund has not been established at this point however a financial plan has been considered to address the future capital needs of the facility. Motion to Waive the Rules Moved by Councillor Bucci Seconded by Councillor Ceschi-Smith

THAT Sections 15.11.3 of Chapter 15 of the City of Brantford Municipal Code BE WAIVED in order to permit the consideration of the following resolution without prior Notice of Motion and without first having first been considered at a Committee of the Whole or Standing Committee meeting:

Social Services Committee Page 5 MINUTES October 9, 2013

THAT staff BE REQUESTED to report to the November 6, 2013 Social Services Committee meeting on the funding request proposal from the St. Joseph’s Lifecare Centre Board of Directors.

MOTION TO WAIVE RULES CARRIED BY 2/3 Moved by Councillor Bucci Seconded by Councillor Carpenter

THAT staff BE REQUESTED to report to the November 6, 2013 Social Services Committee meeting on the funding request proposal from the St. Joseph’s Lifecare Centre Board of Directors.

CARRIED

5. CONGRATULATORY / CONDOLATORY RESOLUTIONS

None

6. ITEMS FOR CONSIDERATION

6.1 Exploring a potential partnership with Laurier University and Beryl Angus

Municipal Children’s Centre (PHSSS2013-59) Moved by Councillor Ceschi-Smith Seconded by Councillor Simons

A. THAT the letter from Wilfred Laurier University regarding an interest in pursuing a Child Care Centre partnership BE RECEIVED for information; and

B. THAT the General Manager and Manager of Child Care services BE

AUTHORIZED to work with Laurier Brant Staff and report back to this Committee at a later date.

CARRIED Pamela Kent and Tony Arujo, Laurier Brantford were introduced and K. Romano commented on the project and noted that it will be beneficial to both the community and University. The recommendation being considered is to allow staff to work with Laurier and come back with a report outlining a proposal to be considered by the Committee at a future meeting.

Social Services Committee Page 6 MINUTES October 9, 2013 6.2 Request Approval to Use Up To $150,000 From The Affordable Housing

Reserve Account Number RF0398 To Pay For The Capital Work Required To Provide Supportive Rental Housing Units To 4 New Residents At 40 Queen Street (PHSSS2013-64)

Moved by Councillor Vanderstelt Seconded by Councillor Cardy

A. THAT Council APPROVE the capital project creating 4 supportive rental housing units at 40 Queen Street contingent on the Ontario’s Local Health Integration Networks approval of a proposal from Participation House to fund support staff for these units; and

B. THAT staff BE AUTHORIZED to use the Affordable Reserve Account

RF0398 to pay for the capital costs at 40 Queen Street to a maximum of $150,000; and

C. THAT Council AUTHORIZE staff to award the contract for the renovations

at 40 Queen Street to the lowest bidder. CARRIED

J. Stephens distributed a Memo, dated October 9, 2013 that outlined a resolution to include a revised clause C. A copy is included in the original meeting file. D. Filice presented the report and noted that the proposal is in partnership with Participation House. In response to questioning, it was noted that the LIHN funding was approved at the end of September and staff commented on the proposal to increase the number of accessable units. 6.3 Ten Year Brantford – Brant Housing Stability Plan and 5 Year

I mplementation Plan (PHSSS2013-65) Moved by Councillor Simons Seconded by Councillor Cardy

THAT report PHSSS2013-65 regarding the 10 Year Housing Stability Plan and 5 Year Implementation Plan as legislated by the Provincial Government BE APPROVED.

Councillor McCreary declared a conflict as he has a business relationship with some of the facilities. County Councillor Chambers assumed the Chair and Councillor McCreary abstained from all discussion and voting on the item. Item 6.3 was voted on and approved.

Social Services Committee Page 7 MINUTES October 9, 2013 Councillor McCreary resumed the Chair. 6.4 Human Resources Committee Report - Staffing Request – Temporary

Property Management Clerk – Municipal Housing Department (PHSSS2013-066)

Moved by Councillor Bucci Seconded by Councillor Ceschi-Smith

A. THAT staff’s request to initiate the recruitment process for a temporary Property Management Clerk position within the Municipal Housing Division as outlined in Report PHSSS2013-066 BE APPROVED; and

B. THAT 2013 funding for this temporary position BE APPROVED as follows:

Business Unit / Project Number

Funding Source 2013

SS1302 Property Management IT System - Software Upgrade capital funding

$3,833

702400 Local Housing operating funding $3,171

TOTAL $7,004

C. THAT the 2014 net operating budget impact of $21,872 BE APPROVED

as an unavoidable increase to the 2014 Local Housing operating budget. CARRIED

7. CONSENT ITEMS

7.1 Minutes Moved by Councillor Cardy Seconded by Councillor Simons

THAT the following Minutes BE ADOPTED:

7.1.1 Social Services Committee –June 5, 2013 THAT the following Minutes BE RECEIVED: 7.1.2 Community Services Committee – June 3, 2013

Social Services Committee Page 8 MINUTES October 9, 2013

7.1.3 Community Services Committee – July 15, 2013 7.1.4 Community Services Committee – August 12, 2013

CARRIED 7.2 Becoming a Food Secure Community - Brant Food Systems Coalition

(PHSSS2013-61) Moved by Councillor Cardy Seconded by Councillor Simons

THAT report PHSSS2013-61, the 2013 report on the Brant Food Systems Coalition, BE RECEIVED.

CARRIED Councillor Ceschi-Smith spoke to the need for a Food Security Policy included in the Official Plan. S. Evenden noted that the Food Coalition will be requesting delegation status to present information to both Councils on this item. 7.3 Housing Resource Centre Response to the Fire at 28 Helen Avenue in

Brantford (PHSSS2013-62) Moved by Councillor Cardy Seconded by Councillor Simons

THAT report PHSSS2013-62 BE RECEIVED. CARRIED

7.4 Update on 211, an Easy To Remember Telephone Number And Website

Database That References Local Community, Social And Health Service Information As Well As Government Programs (PHSSS2013-60)

Moved by Councillor Cardy Seconded by Councillor Simons

THAT report PHSSS2013-60, on 211 telephone and website support, BE RECEIVED.

CARRIED

Social Services Committee Page 9 MINUTES October 9, 2013 7.5 Information Items Moved by Councillor Cardy Seconded by Councillor Simons THAT the following Information Item BE RECEIVED:

7.5.1 Ontario Works Brant Caseloads and Brantford CMA Adjusted Unemployment Rates to March 2013

CARRIED

8. RESOLUTIONS

8.1 Congratulations to County Councillor Coleman Moved by Councillor Chambers Seconded by Councillor Carpenter

THAT County Councillor Coleman BE THANKED for his many years of dedication and commitment on the John Noble Home – Committee of Management and Social Services Committees.

CARRIED

9. NOTICES OF MOTION

None

10. QUESTIONS

10.1 Proposed 2014 Meeting Dates – Social Services Committee – 9:00 a.m. –

John Noble Home

January 15 February 5 March 5 April 2 May 7 June 4 August (at Call of the Chair) September 3

Social Services Committee Page 10 MINUTES October 9, 2013

October 1 December 3

The Committee agreed with the proposed 2014 meeting dates of the Social Services Committee. Councillor Bucci noted that the October date should be included in the 2014 dates. The Committee agreed to add the date of October 1, 2014 meeting to the 2014 schedule. 10.2 FCM Housing Strategy Councillor Ceschi-Smith referred to a recent strategy by FCM relates to Housing, including all styles of housing. She requested staff be aware of this initiative. 10.3 Update on 124 Sherwood In response to questioning from Councillor Carpenter, D. Filice noted that there is plans to bring a report forward at the December meeting to allow time for the RFP process to be complete and a full update can then be provided. 10.4 Indigent Funerals General Manager D. Temprile responded to questions from Councillor Carpenter regarding Death Certificates obtained by staff when processing indigent Funerals. Councillor Carpenter requested a report on the process that is currently being followed. 10.5 Process to ensure Emergency Items are considered in a timely manner Councillor Vanderstelt wondered if there is a mechanism in place to allow for emergency items to come forward when there is a break in meeting dates. Councillor McCreary noted that meetings can be called by the Chair, when required.

11. PRIVATE AND CONFIDENTIAL ITEMS

None

12. NEXT MEETING

Social Services Committee Page 11 MINUTES October 9, 2013 Reminder: The next meeting of the Social Services Committee will be held on November 6, 2013 immediately following the John Noble Home Committee of Management which commences at 9:00 a.m. in Noble Hall at the John Noble Home.

13. ADJOURNMENT

The meeting adjourned at 10:24 a.m.

Public Health, Safety and Social Services

220 Colborne Street, P.O. Box 845 Brantford, ON N3T 5R7 Phone: 519-759-3330 Fax: 519-759-5796

DATE: November 6, 2013 REPORT NO. PHSSS2013-73 TO: Chair and Members Social Services Committee FROM: Dan Temprile, General Manager Public Health, Safety & Social Services PREPARED BY: Renée Leclair, Manager Income & Employment Support

1.0 TYPE OF REPORT CONSENT ITEM [ X ] ITEM FOR CONSIDERATION [ ] 2.0 TOPIC Death Certificates for Indigent Funerals

3.0 RECOMMENDATION

THAT the report on the process for death certificates for indigent funerals BE RECEIVED.

4.0 PURPOSE

This report is to inform the Social Services Committee of the process followed by Ontario Works (OW) with regard to dealing with death certificates for indigent funerals when requested by relatives of the deceased.

Report No. PHSSS2013-73 Date: November 6, 2013 Page 2

5.0 BACKGROUND

Municipalities are required by the Public Hospitals Act and the Anatomy Act to cover funeral and burial expenses for persons who died in hospitals and for unclaimed bodies. Ontario Works Brant (OWB) also covers these same expenses for their recipients in addition to individuals on Ontario Disability Support Program (ODSP) and those with limited or no income.

The Province of Ontario or a delivery agent (OW) can recover any amount paid for a funeral, burial or cremation from any person or organization liable for the payment of these expenses under paragraph 6 of subsection 59(2) and subsection 59(5) of O. Reg. 134/98, made under the Ontario Works Act, 1997.

In order to recover funds from the estate, it is necessary to submit the death certificate with the application. The process at OWB requires the funeral home director to submit the original death certificate to OW once the invoice is paid. In the event that the applicant or any other family member contacts the funeral home for it, they are to be directed to the Special Services Case Manager (SSCM) at OW. The SSCM must determine why the certificate is required as there may be other potential assets that may be recovered. Should creditors require proof of death and at the request of the applicant, the SSCM will send a certified copy to outstanding creditors directly as required. The original death certificate is retained on the file and may be released should the full cost of the funeral be paid due to excess recoveries or paid in full by the family at a later date.

If the family requests the death certificate for the purpose of closure, if it is determined that no further recoveries can be made and regardless if the funeral costs have been paid in full, consideration is given to issue a certified copy of the document. Applicants and family members attending the intake appointment are advised during the interview that original death certificates are not released as they are used for potential recoveries and certified copies may be sent directly to creditors at their request. They are also advised that there is a provincial website where they can request proof of death but it is separate from the application being made for coverage of funeral costs. If the individual chooses to access this option and use it to apply for funds, contrary to the agreement they have signed, then OW would have rights to pursue the collection of that debt.

Report No. PHSSS2013-73 Date: November 6, 2013 Page 3

6.0 CORPORATE POLICY CONTEXT

Goal 4 Excellence in Governance & Municipal Management

The City of Brantford will be known for its open and accessible government

Brantford will be recognized as a fiscally responsible and well-managed city that provides efficient and effective government services

7.0 INPUT FROM OTHER SOURCES Other Municipalities

A number of municipalities were surveyed for process including Hamilton, Windsor, Ottawa, Cornwall, County of Simcoe, Toronto (see section 8.0 Analysis).

City of Brantford Legal & Real Estate Services Department

The Legal & Real Estate Services Department was consulted for comment (see section 8.0 Analysis).

8.0 ANALYSIS Funeral and burial costs are covered as a discretionary item. As such, there is a variety of processes put in place by each municipality for processing applications for these costs including recovery. From the municipalities surveyed, a common rule existed with regard to release of the death certificate to the family. Under no circumstances would a death certificate, either the original or certified copy, be released until all recoveries had been made on the funeral costs or verification that no further recoveries were possible. Other conditions applied varied from time frames to grant the release, upon request only, as a practice on all cases, and release only if a will is present.

The comment from the Legal & Real Estate Services Department is as follows:

The Vital Statistics Act requires the registration of every death in Ontario. The process is very detailed and is used for public records. The Minister of Consumer and Business Services provides the registration service throughout Ontario. Anyone can obtain a short form death certificate, and family members or authorized representatives can obtain a long form death certificate. The City obtains the death certificate as part of its payment for funeral and burial services. The City then holds onto the death certificate as a means to recover the costs of

Report No. PHSSS2013-73 Date: November 6, 2013 Page 4

the service from the estate. If the City cannot recover the costs, it has the right to sue the estate in court. The City is within its rights to retain the death certificate issued by the funeral director, as it is not the only available means by which the family may obtain a death certificate. Anyone can obtain a death certificate through the payment of a small fee and submission of an application.

OWB receives requests for the death certificate for approximately 1 out of every 10 funerals. This would be 10 for 2012. The requests are primarily for creditors with the remainder for closure purposes. 9.0 FINANCIAL IMPLICATIONS Premature release of death certificates could result in loss of recoveries. 10.0 CONCLUSION OWB has an established process in place concerning release of death certificates to family members and the reason for OWB retaining the death certificate. Applicants requesting assistance with the cost of funeral and burial expenses are informed of this process during the intake application, including the information about the provincial website. The limited number of requests received fall into two categories that are accommodated by OWB.

Renée Leclair, Manager Dan Temprile, General Manager Income & Employment Support Public Health, Safety & Social Services Attachments: NA Copy to: NA In adopting this report, is a by-law or agreement required? If so, it should be referenced in the recommendation section. By-law required [ ] yes [ X ] no Agreement(s) or other documents to be signed by Mayor and/or City Clerk [ ] yes [ X ] no Is the necessary by-law or agreement being sent concurrently to Council? [ ] yes [ X ] no

Ontario Works Brant Caseloads & Brantford CMA Adjusted Unemployment Rates

OW Brant Caseloads vs. Unemployment Rate: September 2011 to September 2013

Ontario Works Brant Caseloads: September 2008 to September 2013

Caseload Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec2008 - - - - - - - - 1,645 1,595 1,608 1,7652009 1,873 1,917 2,009 1,961 1,979 2,029 2,037 2,056 2,071 2,040 2,046 2,1512010 2,227 2,181 2,209 2,175 2,173 2,183 2,174 2,168 2,191 2,147 2,127 2,1972011 2,259 2,278 2,328 2,372 2,375 2,382 2,387 2,349 2,340 2,277 2,286 2,3522012 2,427 2,481 2,477 2,500 2,470 2,476 2,436 2,408 2,362 2,275 2,262 2,2622013 2,337 2,336 2,333 2,333 2,401 2,383 2,314 2,310 2,284 - - -

Change (%) Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13Month Y/Y -3.7 -5.8 -5.8 -6.7 -2.8 -3.8 -5.0 -4.1 -3.3 - - - YTD 3.3 3.3 3.1 3.1 6.1 5.3 2.3 2.1 1.0 - - -

Adjusted Unemployment Rates (%): September 2008 to September 2013

Brantford (%) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec2008 - - - - - - - - 6.4 5.8 4.7 4.62009 6.1 7.1 8.7 8.7 9.8 9.9 11.1 11.8 11.4 9.9 9.1 9.32010 9.8 9.2 9.6 9.8 10.0 8.9 8.2 7.6 7.6 7.7 8.3 8.72011 9.2 9.2 9.2 8.9 8.4 8.2 8.6 8.9 9.1 8.8 8.2 7.42012 8.1 8.2 8.8 8.5 8.3 8.4 7.7 8.6 8.4 8.8 8.2 8.22013 7.8 7.7 7.7 7.6 7.2 6.6 6.7 6.9 5.7 - - -

Change Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13Month Y/Y -0.3 -0.5 -1.1 -0.9 -1.1 -1.8 -1.0 -1.7 -2.7 - - - YTD -0.4 -0.5 -0.5 -0.6 -1.0 -1.6 -1.5 -1.3 -2.5 - - -

1500

2000

2500

3000

Sep08 Jan09 May09 Sep09 Jan10 May10 Sep10 Jan11 May11 Sep11 Jan12 May12 Sep12 Jan13 May13 Sep13

4.0

7.0

10.0

13.0

Sep08 Jan09 May09 Sep09 Jan10 May10 Sep10 Jan11 May11 Sep11 Jan12 May12 Sep12 Jan13 May13 Sep13

Canada Ontario Brantford CMA

5

6.5

8

9.5

11

12.5

14

1600

1800

2000

2200

2400

2600

2800

Sep11 Jan12 May12 Sep12 Jan13 May13 Sep13

OW Caseload (Left Axis) Brantford CMA Unemployment Rate (%)