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Property Tax Exemption

Board of Directors December 11, 2014

OTTAWA COMMUNITY HOUSING CORPORATION

Attachment 2

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Current Property Tax Profile • OCH pays $24.5 million in taxes to City of Ottawa• Property taxes are fully funded for 80% of housing

portfolio under Operating Agreement• Subsidy from the City provides $20 million for

OCH to pay property taxes to the City• OCH also pays (and funds) $4.5 million in taxes

for housing in Federal and Equity programs• About $3.0 million goes to the province to fund

education

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Tax Exemption by City of Ottawa

• City of Ottawa can identify properties as municipalcapital facilities that are tax exempt

• City is considering an exemption for OCH toprovide additional funds (close to $3 million) forcapital repair

• Units that are affordable could become exempt• Exemption would be revenue neutral for the City• To be revenue neutral, non-tax subsidy would

have to be reduced by about $1.0 million

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Are OCH Units Affordable?

• City has proposed that units must be rented at or below city-wide average rents identified by CMHC to be considered as affordable

• OCH market rent schedule has only 385 units with a market rent above city-wide average rents

• Only 12 tenant households actually pay market rent that is not affordable under this definition

• This new standard of affordability is achievable for the entire OCH housing portfolio at an annual cost of just over $4,500

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How could OCH become exempt?

• Recommend to Corporate Affairs new definition of affordable rents (Dec. 4)

• Recommend that Board adopt this standard of affordability and amend market rent schedule (for 385 units) (Dec. 11)

• Senior City Staff propose that Council amend a By-Law and exempt OCH through expedited process (not via Committee) at Council Dec. 10

• Above actions by OCH and City of Ottawa would make exemption effective January 1, 2015

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Further Actions Required

• Amend 2015 Budget to recognize net impact of property tax exemption, subsidy reduction and additional funds for capital repair

• Work with City Staff to determine how non-tax subsidy will be reduced

• Confirm decision to drop appeal of Municipal Property Assessment Corporation (MPAC) assessments (per impact in 2013/14)

• Terminate Property Tax Project with Cushman Wakefield – estimated cost of $350,000

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Operating Revenue Profile

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Operating Expense Profile

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Questions

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Enhanced Governance

Board of Directors December 11, 2014

OTTAWA COMMUNITY HOUSING CORPORATION

Attachment 2

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Recommendation

That the Board of Directors approve the enhancements to the OCH board governance model outlined herein.

Stéphane Giguère Contact: Patricia Tessier Chief Executive Officer 613-520-2298

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Background: Today’s Governance Structure

OCH Board 14 member max.*

(2 openings)

Corporate Affairs Committee

6 member max. (1 opening)

Board Governance Sub-Committee

6 member max. (3 openings)

IT Advisory Group 6 members

(3 openings)

Asset Management Committee

5 member, no max. (1 opening)**

Portfolio Management Sub-Committee

3 members (1 opening)

Finance & Audit Committee 6 members (1 opening)

* Maximums based on By-Law and respective TOR’s ** Based on consultation with Asset Management

Tenant Advisory Group 8 member max.

(0 openings)

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Background: Tenant Advisory Group (TAG)

Mandate

Composition

Terms of Reference

• Advisory role to the Board & OCH staff

• 8 members • 4 board appointed, 4 elected • Chair elected by members • Chair nominated by the Board

to the Shareholder • To identify, report and advise

on tenant needs and matters • Act as leaders and engage

tenants • Approved by Board in 2009

Separate review process to align with new OCH By-Law 9 was undertaken by tenants in collaboration with Community Development department over 2014. Finding and recommendation of this review will be brought to Corporate Affairs Committee and Board by December 2014.

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Background: Tomorrow’s Results

Enhancing practices for more effective board governance

Facilitating board in oversight role

Enabling appropriate engagement and guidance on strategic outcomes

Strengthening board recruitment and development

Our Team

Good Governance

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Background: Review Methodology

Board Survey

Committee Survey

Best Practices

Management Consultation

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The Strongest Characteristics of the OCH Board:

Consultation: Key Board Survey Observations

69%

62%

38%

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Consultation: Key Survey Observations

Board Survey

Committee Survey

Need for effective recruitment and training of board members

Provide greater opportunities for ongoing learning

Improve management of by-laws, policies and terms of reference

Regular evaluation of board and committee performance

Risk management processes and mechanisms

Regular CEO reports of OCH key risks

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Consultation: Best Practice & Management Review

Best Practices

Management Consultation

Structure aligns with best practices, (Corporate Affairs mandate is broad)

Invest in orientation and training Recruit for diverse perspectives Ensure sufficient membership in

committees Identify and manage risk Focus on plans that advance

strategy Smart reporting

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Discussion: Enhancement Areas- 5 Themes

Structure, Mandate and

Process

Recruitment and Training

Risk Management

Planning and Reporting

Engagement

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• Standardize member #s,

voting, appointments, quorum • Re-focus responsibilities as

‘oversee’, ‘ensure’, ‘direction’

1. Structure, Mandate and Process

• Minimum 6, maximum 8 1.1 Increase committee membership

1.2 Standardize committee TORs

• WG with specific objectives, timeframes

• Set up Human Resource WG • Determine need for IT Advisory

Group; dissolve or revise TOR

1.3 Create/Use of temporary working groups (WG)

• Agenda distributed 1 week prior • Expand distribution list of reports • Guest committee member(s)

1.4 Greater inter-committee information sharing

Committee capacity and perspective

Achieving quorum

Focus on specialised matters (e.g. HR, digital strategy)

Effective use of specialized resources for specific goals Communication and collaboration to effectively plan and deliver mandate

Benefits

Common understanding

Improved use of board capacity

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2. Recruitment and Training

• Identify, recruit for skillset and experience gaps/needs

• Target recruitment for diverse perspectives

2.1 Strengthen recruitment process

• Include scenario and simulation exercises, trial periods

2.2 Strengthen selection methods

• Incorporate varied and innovative learning approaches (e.g. videos, online learning, 1on1)

2.3 Redesign orientation program

2.4 Provide ongoing learning

• Use success stories, conference highlights

• Greater knowledge sharing (e.g. statistics on income)

Committee capacity and perspective

Effectiveness in recruiting, selecting and induction

Engagement and ability to contribute in an appropriate and valuable way

Benefits

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3. Risk Management

• Undertake annual quality assurance process reviews

• Mitigate risk through process improvements

3.1 Board update on annual QA/risk reviews

• High level dashboard in five key strategic and performance areas

• Provided in the CEO report

3.2 Provide the Board with a quarterly key risk update

• Revise Board template risk impact section such as types and risk quantification (probability/impact/mitigation)

3.3 Enhanced focus in Board regular reports

Proactive approach to identify and mitigate OCH risk

Capacity to manage and set priorities based on risk

Focus and visibility of risk to inform decision-making

Risk assessment capacity

Benefits

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4. Planning and Reporting

• Facilitate annual priority/goal setting exercise to establish measureable aims

• Conduct mid-year progress review

4.1 Establish key priorities, aims and goals for committees

• Milestone reporting for regular items (e.g. developments)

• Verbal and presentation briefings for information and discussion items

• Clear conclusion, contact and authors • Self serve web-access to standard

operational reports

4.2 Streamline monthly operational reports to Board

• Concise reporting instructions and template will be developed

• Bullet format

4.3 Consolidate regular and departmental updates in CEO Monthly Summary Report

Strategic planning capacity

Committee discussion and engagement

Smart reporting Committee discussion

and engagement

Smart reporting Committee discussion

and engagement

Benefits

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5. Engagement

• Web cast Board meetings 5.1 Web-enabled Board meetings

• Use of an alternate site for board meetings – more easily accessed

5.2 Increase community-based meetings

• Solicit public presentations (external to Board & staff)

5.3 Expand public presentations to Board

5.4 Change physical environment of meetings

• Round table discussion format for Board and non-Board members (inclusive)

• Eliminate microphones

Engagement (members, tenants, employees)

Visibility

Opportunity and facilitating ongoing member learning

Benefits

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Next Steps

Obtain approval to proceed with enhancement recommendations

OCH to establish a multi-phased work plan to

implement proposed enhancements

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Questions

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211 Lees Avenue Reconstruction Update

Board of Directors December 4, 2014

OTTAWA COMMUNITY HOUSING CORPORATION

Attachment 1

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• Building fire occurred September 27, 2013 • 14 unit, multi-level stacked townhouses constructed

in 1986 and consisted of: • 6 - two bedroom townhouses • 8 - three bedroom townhouses

• OCH pursued a modified design to eliminate a number of non-functional aspects of the original building

• The Board of Directors approved the reconstruction using the new design on October 29,2014

Background

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• 16 unit design completed which increases unit count by 2, bedroom count by 8, and adds 2 barrier-free units to the portfolio

• Demolition completed • Site Plan application submitted with approval

expected by end November / early December 2014

• Permit application submitted • 12 – 13 month construction period

Information

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Elevations - Front

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Elevations - Front

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Elevations - Back

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Questions

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Defining the OCH Tenant Experience

“Welcome Home to OCH”

Board of Directors December 11, 2014

OTTAWA COMMUNITY HOUSING CORPORATION

Attachment 1

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Welcome Home to OCH

1. Objectives

2. Where are we at currently?

3. Measuring Tenant Satisfaction

4. Defining the Journey – How can we do this better?

5. Moving Forward

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Objectives - Why Define the Experience?

• To promote a Culture of Service Excellence and

Continuous Improvement with OCH staff and tenants • To promote Consistency and Equity of service provision

across OCH • To demonstrate Commitment to our Tenant Service

Policy and Tenant Service Promise • To provide Transparency and Awareness to tenants

about the experience and service levels they should expect • To Improve Tenant Satisfaction with our services

“In it for Tenants!”

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Background – Where Are We At?

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2009–2010 the Development of Tenant Service protocols results in:

• Tenant Service Policy to confirm OCH’s commitment to excellent tenant service

• Tenant Service Promise that describes the actions and behaviour that tenants can expect when receiving service from OCH

• Standard procedures for interacting with tenants (telephone greetings, timelines for response to inquiries and protocols to address complaints)

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The Tenant Service Promise

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Tenant Service Policy

• OCH's goal is to provide excellent tenant service

• Excellence means service in both official languages that reflects our values of respect and accountability

• OCH is committed to being responsive to the service needs of a culturally diverse tenant population

• Setting standards and defining excellence in tenant service is an integral component of achieving OCH’s strategic plan and meeting the goals established through the five OCH pillars

• In order to be accountable, OCH must set standards which are clearly articulated and measurable

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Background – Where Are We At?

Work in 2010 – 2011 focused on:

• Reviewing the Tenant Service Delivery model

• Improving our telephone response (new system)

• Launch of “Service Excellence Week”

Customer service is not just a sk ill possessed by the people serving customers in an organization it is a

culture created by the organization itself.

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Background – Where Are We At?

2012 – 2013 the years of IT - enabled business transformation provides the opportunity to:

• Review business processes and imbed best practices in the IT design

• Develop a welcome orientation package and approach for all new tenants with video to be launched in 2014

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Measuring Tenant Satisfaction

Call Centre Intake for maintenance

requests

Maintenance response and

quality of service

Tenant Exit Survey

Service Excellence Week Surveys

Tracking and reporting of escalated complaints

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Measuring Tenant Satisfaction

• No standard province wide, local or OCH satisfaction survey currently in place

• 2011 Housing Services Corporation (HSC) undertakes pilot on resident satisfaction surveys in Ontario – OCH key participant

• Report on the pilot just published (April 2014) with recommendations for the province, city and housing providers

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Now What? Defining The Tenant Experience

• What does tenant experience mean to tenants? What does it mean to OCH? Other stakeholders?

• What is the menu of services that OCH should provide?

• What standards would demonstrate that we are providing a “positive tenant experience”?

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Moving Forward – Next Steps

• Build on current practice of service excellence

• Establish a multi-disciplinary project team to provide direction and guidance

• Define principles to guide the scope of the project

• Develop a consultation and project plan

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Shaping the Tenant Experience Project (STEP)

Purpose:

To enhance the delivery of services and programs by OCH to continuously strive for an improved tenant experience as defined by OCH Tenants.

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Pillars to Shaping the Tenant Experience

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Process Contributors

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Consultative Process

• Focus groups of tenants (TAG/ DBC/ Tenant Forum) and staff

• Tenant surveys

• Discussion groups with OCH representatives and partners, community stakeholders (Partner’s forum in November)

• A forum to examine the components of a successful tenant experience, the elements for achieving a culture of customer service and strategies for their implementation

• Information will also be collected through internet research

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Steps In The Process

STEP 1 STEP 2 STEP 3 STEP 4 Baseline – Initial – TENANTS perspective

Research leading practices

Create / Redesign based on feedback

Training / Cultural revitalization

What is integral to the tenant experience – Staff and partners

Define services Seek input into changes

Baseline – Recurring Q 6months

Validation step Define standards Validate the need for handbook and content

Implementation plan / Sustainability

Review structures and alignment

Orientation package revisited

Accreditation / Celebration

Performance measures

Communication plan

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Framework

STEP 1: Get Ready incorporates the actions needed to position the organization for change.

STEP 2: Get Set focuses on preparing the organization to implement tenant service delivery enhancements.

STEP 3: Go! is the stage when the organization is fully engaged in delivering excellent customer service.

STEP 4: Lock It In is the final stage when the organization acts to embed the changes into the culture of the organization.

Get Ready

Get Set

Go!

Lock It In

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Process To Sustainability

Service Excellence

Performance Measurement

Organizational Culture

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Outcome

The Framework to roll out STEP will result in the development of a plan that will serve as the anchor to multiple initiatives to enhance the tenant experience (existing tenant service practices and community development).

STEP will also serve to create a Culture of Customer Service and Tenant Engagement.

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Questions

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