AGENDA LONDON & MIDDLESEX COMMUNITY HOUSING (LMCH)002)1.pdf · Phase 1 of office renovations are complete as of Friday, June 10, 2020. The next steps will include reconfiguration

Board Members:

Aynsley Anderson

John Millson

Paul Yeoman

Rosanna Wilcox

AGENDA

LONDON & MIDDLESEX COMMUNITY HOUSING (LMCH)

Board of Directors Meeting

Corporate Boardroom 1299 Oxford Street East, Unit 5C5

London, Ontario

Thursday, June 18, 2020

5:30 P.M. – 6:40 P.M.

LMCH Board Meeting Agenda Page 2 of 2 June 18, 2020

Item P. Lead Time 1. Call to Order P. Yeoman 5:30

2. Recognition of Indigenous Peoples and Lands P. Yeoman 5:32

3. Completion and Acceptance of Agenda P. Yeoman 5:33

4. Disclosures of Interest P. Yeoman 5:34

5. Approval of the Minutes of the Previous Meeting P. Yeoman 5:35

6. Communications P. Yeoman 5:40

7. Delegation None

8. Consent 5:41

a. CEO Updateb. Staff Report 2020 – 32 – Key Performance Indicatorsc. Staff Report 2020 – 33 – April 2020 Financial Resultsd. Staff Report 2020 – 34 – Energy Rebate Updatee. Staff Report 2020 – 35 – Vacancy Management Updatef. Staff Report 2020 – 36 – Capital Work and Financial

8 10 15 19 20 22

A. Mackenzie N. van der Velde N. van der Velde N. van der Velde

O. Gryn S. Chowns

9. Reports and Business

a. Staff Report 2020 – 37 – Tenant Advisory Committeeb. Staff Report 2020 – 38 – Re-costed 2020 Capital Budgetc. Staff Report 2020 – 39 – Re-costed 2020 Operating

Budget

30 38 39

O. Gryn N. van der Velde N. van der Velde

5:50 6:05 6:20

10. New Business / Enquires

11. In Camera Mattersa. In Camera Board Meeting Minutes of May 21, 2020

6:35

12. Meeting Adjourn 6:40

Recognition of Indigenous Peoples and Lands Statement

We would like to begin by acknowledging the treaty territory of the Anishnaabeg, which is defined within the pre-confederation treaty know as the

London Township Treaty of 1796. Throughout time, this region has also become the current home to the Haudenosaunee and Lenni-Lenape Nations.

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BOARD OF DIRECTORS MEETING Thursday, May 21, 2020 at 5:30 PM

London & Middlesex Community Housing Board Room, 1299 Oxford Street East, Unit 5C5, London, ON.

Board Members Present: Senior Staff Present:

Paul Yeoman Board Chair

Rosanna Wilcox Board Vice-Chair

Aynsley Anderson Board Member

John Millson Board Member

Meeting to Order A. Mackenzie called the meeting to order at 5:31 PM.

Recognition of Indigenous Peoples and Lands

A. Mackenzie provided the following recognition address:

We would like to begin by acknowledging the treaty territory of the Anishnaabeg, which is defined within the pre-confederation treaty known as the London Township Treaty of 1796. Throughout time, this region has also become the current home to the Haudenosaunee and Lenni-Lenape Nations.

Completion and Acceptance of the Agenda

With regard to the completion and acceptance of the agenda, moved and resolved by A. Mackenzie that the agenda BE ACCEPTED and APPROVED.

CARRIED.

Declaration of Conflict of Interest

The Chair called for declaration of conflict of interest with respect to the agenda. There were no conflict of interests declared.

Board Meeting Minutes of April 9, 2020

With regard to the Board Meeting Minutes of December April 9, 2020, moved and resolved by A. Mackenzie that the Minutes BE APPROVED.

CARRIED.

A. Mackenzie Interim CEO N. van der Velde Director, Finance (Interim) S. Chowns Director, Property Services O. Gryn Interim Director, Tenant Services K. Van Slyke Manager, Finance B. Leslie Manager, Capital Projects &

Construction T. Paget Manager, Executive

Administration

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LMCH Board Meeting Minutes – May 21, 2020 Page 2 of 4

Communications A letter re: 2019 Annual General Meeting of the Shareholder for London & Middlesex Community Housing – June 9, 2020, not to be heard before 4:30 PM. Remote Participation was received.

Delegation(s) No delegations.

Election of Chair and Vice Chair

P. Yeoman was elected by acclamation for the position of Chair. R. Wilcox was elected by acclamation for the position of Vice Chair.

CEO Update With regard to the general update provided by the Chief Executive Officer, J. Millson moved and R. Wilcox seconded that the update BE ACCEPTED and APPROVED regarding the following:

i. Government Relations & Sector Engagementii. Organizational Plans, Regeneration Plansiii. Labour Relationsiv. Community & Tenant Engagementv. Laserfiche

CARRIED.

Staff Report 2020 – 19 VacancyManagement Update

With regard to Staff Report Staff Report 2020 – 19 Vacancy Management Update, moved by R. Wilcox and seconded by J. Millson that the report BE ACCEPTED and APPROVED.

CARRIED.

Staff Report 2020 – 20 AGM Reportand Presentation

With regard to Staff Report 2020 – 20 Annual General Meeting Report and Presentation R. Wilcox moved and A. Anderson seconded the report BE PROVISIONALLY ACCEPTED and APPROVED pending edits.

CARRIED.

Staff Report 2020 – 21 2019 AuditReport and Audited Financial Statements

With regard to Staff Report 2020 – 21 2019 Audit Report and Audited Financial Statements J. Millson moved and R. Wilcox seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

Staff Report 2020 – 22 EnterpriseRisk Management (“ERM”) Committee

With regard to Staff Report 2020 – 22 Enterprise Risk Management (“ERM”) Committee, R. Wilcox moved and A. Anderson seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

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Staff Report 2020-23 Key Performance Indicators (KPIs) for February & March 2020

With regard to Staff Report 2020-23 Key Performance Indicators (KPIs) for February & March 2020, A. Anderson moved and R. Wilcox seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

Staff Report 2020 – 24 Re-costed2020 Capital Budget

With regard to Staff Report 2020 – 24 Re-costed 2020 Capital Budget, R. Wilcox moved and A. Anderson seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

Staff Report 2020 – 25 Capital WorkUpdate

With regard to Staff Report 2020 – 25 Capital Work Update, J. Millson moved and A. Anderson seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

Staff Report 2020 – 26 Re-costed2020 Operating Budget

With regard to Staff Report 2020 - 26 Re-costed 2020 Operating Budget, J. Millson moved and R. Wilcox seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

Staff Report 2020 – 27 LMCH 2020-0031-RT (Grounds Keeping Services)

With regard to Staff Report 2020 – 27 LMCH 2020-0031-RT (Grounds Keeping Services), A. Anderson moved and J. Millson seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

Staff Report 2020 – 28 MortgageRenewal

With regard to Staff Report 2020 – 28 Mortgage Renewal, R. Wilcox moved and A. Anderson seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

Staff Report 2020 – 29 February2020 Financial Results Summary – Operating andCapital Results

With regard to Staff Report 2020 – 29 February 2020 Financial Results Summary – Operating and Capital Results, R. Wilcox moved and J. Millson seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

Staff Report 2020 – 30 March 2020Financial Results Summary – Operating and Capital Results

With regard to Staff Report 2020 – 30 March 2020 Financial Results Summary – Operating and Capital Results, R. Wilcox moved and J. Millson seconded that the report BE ACCEPTED and APPROVED.

CARRIED.

New Business No new business or enquiries noted.

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In Camera Matters

With regard to In Camera Matters and consistent with the provisions of Section 239 of the Municipal Act, J. Millson moved and R. Wilcox seconded that the Board move In Camera to discuss:

In Camera Matters a) A matter pertaining to litigation or potential litigation, including

matters before administrative tribunals, affecting the Corporationb) A matter pertaining to personal matters involving identifiable

individuals who are London and Middlesex Community Housing(London and Middlesex Housing Corporation) employees withrespect to employment related matters.

c) A matter pertaining to personal matters involving identifiableindividuals who are London and Middlesex Community Housing(London and Middlesex Housing Corporation) employees withrespect to employment related matters.

CARRIED.

Date of Next Board Meeting

The Board scheduled the next meeting for June 18, 2020 at 5:30 PM.

Adjournment The meeting was adjourned at 7:27 PM.

P. Yeoman, Board Chair Andrea Mackenzie, Interim CEO

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Update from the CEO

Board Meeting of June 18, 2020

a) GovernmentRelations &SectorEngagement

The Local Housing Corporations (LHC) group scheduled a meeting for housing CEOs across Ontario for June 15, 2020. The meeting’s area of focus is to provide updates on current business operations and sharing workplace/business recovery plans.

LMCH’s AGM took place on Tuesday, June 9, 2020. City Council accepted and approved both the presentation as well as the audited financial statements.

b) OrganizationalPlans, RegenPlan)

LMCH is searching for a Security Manager, Maintenance Repairperson, and a Human Resources Assistant. Each of these positions was included in Business Case #19.

LMCH is hiring a consultant to build a security policy prior to the hiring of the security manager. The consultant will develop the policy in a five phase approach:

1. Phase 1 – Develop the overview document for staff Roles, Responsibilities, and Duties

2. Phase 2 – Develop Documentationa. Standard Operating Proceduresb. Policiesc. Proceduresd. Action Plans

3. Phase 3 – Hiring Security Manager4. Phase 4 - Hiring Community Safety staff5. Phase 5 - Activate Security Plan

a. Introduce Security staff to LMCH staffb. Education and Training of LMCH staff

Once the Security Manager is hired, they will continue to implement the framework.

Phase 1 of office renovations are complete as of Friday, June 10, 2020. The next steps will include reconfiguration of modular desk locations, the purchase of additional modular desks, a new filing system, and addition of IT equipment to support the additional staffing. All of these expenditures are identified in business case #19.

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LMHC Board Meeting CEO Update – June 18, 2020 Page 2 of 2

c) Labour Relations Our regularly scheduled Union/Management meeting was held June 2, 2020. Discussion topics included the presentation of a draft Memorandum of Understanding related to GPS in company vehicles for review, Return to the Workplace concerns, and expectations for communication between the union and management. The next meeting is scheduled for July 9, 2020.

d) Community & Tenant Engagement

CMHA staff are working out of new office space on the ground floor at 241 Simcoe Street as part of our Simcoe Gardens project. Housing Stability Workers will be in the office for limited hours with the expectation that CMHA’s presence onsite will increase as COVID-19 restrictions ease. Western Faculty of Health Sciences is surveying tenants for insight into the impact of mental health for tenants living in RGI units. LMCH staff distributed the survey to tenants. Starting July 9th, LMCH will be delivering a virtual Youth Launch program to tenants between the ages 14 – 18. The program will provide lessons on financial budgeting, diversity, and self-motivation over a six-week period. LMCH will bring back past summer programming youth leaders to share their stories and work to inspire the participants. LMCH continues to work with community partners to deliver food to over 100 households at 8 community sites.

e) LaserFiche Project

On June 8th, the LMCH Finance team plotted the accounts payable process with ThinkDocs to test the routing and approval of invoices. ThinkDocs verified and validated the process up to the point where an invoice is sent off for approval. The next step in the LaserFische implementation process will require validating the manager routing process for approval and batching invoices into InSite in the third week of June. LMCH scheduled training for all finance staff in early July.

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______________________________________________________________________________ LMCH Board Meeting June 18, 2020 Page 1 of 5

Staff Report 2020 - 32

TO: LMCH Board of Directors

FROM: Joseph Bonasia, KPI & Business Analyst

SUBJECT: Key Performance Indicators (KPIs)

DATE: June 18, 2020

RECOMMENDATION: That the following report BE RECEIVED for information purposes.

REASONS FOR RECOMMENDATION: A benchmark framework for KPI selection and evaluation has been developed in part with LMCH’s strategic plan. Data driven decision making can help streamline many of the processes within our organization and will add an evidence-based layer to future strategic planning and organizational governance.

Over the course of 2020, an understanding of the current state of data flow and the state of the data itself is underway, with intention of setting standardizations for data tracking, validation and accountability over the course of Q2/Q3 in 2020.

CURRENT STATE Appendix A is the chart which lists each KPI and its associated April preliminary unaudited data for 2020. Notably, one may see that the KPI reporting format has shifted – in part as a response to direction from the Board of Directors on May 21, 2020 to include a six month trend and six month average to provide more context to the April KPI results, and part to provide greater clarity surrounding KPI metrics.

SIGNATURE: PREPARED BY: RECOMMENDED BY:

Joseph Bonasia KPI & Business Analyst

Nick Van De Velde Interim Director of Finance

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Appendix A: KPI Summary for April 2020 preliminary unaudited data

March-2020 April-2020

Category / Metrics Last Month Current Variance Var. % 6 Mth Trend 6 Mth Avg

Human Resources KPIs

Sick/Appointment Days 43.71 2.97 -40.74 -93.21% 44

Vacation Days 23.95 3.00 -20.95 -87.47% 52

Incidents 2 1 -1 -50.00% 10

Grievances 0 0 0 NA 0

Percentage of CARE Conversations Completed 100.00% 100.00% 0 0.00% NA

Staff Turnover Rate -1.92% -1.94% -0.02% 0.97% 0

Total New Hires 0 0 0 NA 2



Finance KPI Metrics

Manageable Costs $980,163 $1,283,689 $303,526 30.97% $1,845,306

Surplus/(Deficit) (661,910.00) (514,416.00) $147,494 -22.28% ($350,614)

Rent Arrears $343,540 $462,309 $118,769 34.57% $311,330

Rent Arrears Percentage 11.43% 11.50% 0.07% 0.64% 11.49%

Rent Arrears Per Unit $687 $696 $9 1.31% $627

Days To Monthly Close 36 32 -4 -11.11% 41

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Community Development KPI Metrics

Community Partner Meetings 60 28 -32 -53.33% 68

Tenant Group Meetings 7 5 -2 -28.57% 14

Tenant Run Activities 21 1 -20 -95.24% 24



Tenant Services KPIs

Calls Received NA NA NA NA 1467

Calls Answered NA NA NA NA 859

Calls Dropped NA NA NA NA 608

Average Wait Time NA NA NA NA 01:40

Average Call Time NA NA NA NA 01:35

Average Drop Time NA NA NA NA 03:28

Front Counter Walk Ins 336 0 -336 -100.00% 217

Tenant Complaints 363 386 23 6.34% 295

Tenant Referrals 11 16 5 45.45% 21

Total Evictions 3 0 -3 -100.00% 6

Move-Outs 28 11 -17 -60.71% 29

Total Managed Arrears 79 186 107 135.44% 119

Average Days To Lease 36.93 62.37 25.44 68.89% 42

Units Leased 25 11 -14 -56.00% 27

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Property Services KPI Metrics

Work Orders Carried Forward 9,480 8,416 -1,064 -11.22% 9,596

Work Orders Created 1,440 1,036 -404 -28.06% 1,789

Work Orders Closed 1,673 1,119 -554 -33.11% 1,907

Work Orders Balance End 9,247 8,333 -914 -9.88% 9,478

Average Work Order Response Time in Days 10.38 11.00 0.62 5.97% 26

Average Work Order Competion Time in Days 10.79 11.08 0.29 2.69% 28

Average Days To Turnover 76.94 101.91 24.97 32.45% 93

Units Confirmed Rent Ready 43 11 -32 -74.42% 32

Average Days Vacant 118.70 146.10 27.40 23.08% 135

Vacant Units 143 132 -11 -7.69% 156

Vacancy Rate 4.36% 4.02% -0.34% -7.69% 4.74%

Building Audit Scores

Audit Score Portfolio 1 NA NA NA NA 67

Audit Score Portfolio 2 74.11 NA NA NA 76

Audit Score Portfolio 3 NA NA NA NA 56

Total Audit Score 74.11 NA NA NA 72

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Regeneration and Capital KPI Metrics

Percentage Spent vs Approved Budget 24.29% 25.52% 1.23% 5.06% 25%

Active Projects NA 34 NA NA 34

On-Hold Projects NA 0 NA NA 0

Cancelled Projects NA 8 NA NA 8

Completed Projects NA 32 NA NA 32

Planned Projects NA 16 NA NA 16

Total Projects NA 90 NA NA 90

FCI Percentage 'Excellent' NA 0.00% NA NA 0%

FCI Percentage 'Very Good' NA 0.00% NA NA 0%

FCI Percentage 'Good' NA 0.00% NA NA 0%

FCI Percentage 'Fair' NA 40.00% NA NA 40%

FCI Percentage 'Poor' NA 60.00% NA NA 60%

FCI Percentage 'Deficient' NA 0.00% NA NA 0%

FCI Property Status Summary

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Staff Report 2020 – 33


FROM: Nick van der Velde, Interim Director of Finance

SUBJECT: April 2020 Financial Results Summary - Operating

DATE: June 18, 2020

RECOMMENDATION:

That the April 2020 Financial Performance Results and its Operating Summary Report BE RECEIVED for information.

REASONS FOR RECOMMENDATIONS:

The following report offers a high-level and detailed analysis of LMCH’s April 2020 Operating Financial Results.

The YTD operating results at April 30, 2020 ended with an operating deficit of $(514,416), which exceeded the YTD budget by $402,926.

The unfavourable variance is mainly due to $351,334 the timing of Business Case 19 funding,. Additionally, a continued focus on unit turnover and maintenance resulted in budget overages in building general $(58,184), pest control $(45,118), painting $(88,836), and increased cleaning to address health and safety concerns $(44,619). In April, $27,843 of extraordinary loss transactions were determined not claimable under insurance and therefore added to the increase of the extraordinary loss expense.

There were also some favourable YTD variances during the month, namely snow removal $40,210 and waste management $87,030. Delays in previously planned hiring of additional staff in April resulted in deferred expenditures for office equipment of $14,500. VFA software renewal budgeted at $36,000 in April is now expected later in the year.

Please see the attached report for high-level and detailed analysis.

LMCH will seek to mitigate costs; however, addressing safety and maintenance concerns for our tenants and community will continue to be a priority.

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SIGNATURE:

PREPARED BY: RECOMMENDED BY:

KARA VAN SLYKE MANAGER OF FINANCE

NICK VAN DER VELDE INTERIM DIRECTOR OF FINANCE

RECOMMENDED BY:

ANDREA MACKENZIE INTERIM CHIEF EXECUTIVE OFFICER

Appendix A – April 2020 Operating Results

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Appendix A – April 2020 Operating Results

LONDON MIDDLESEX COMMUNITY HOUSINGIncome Statement as at 30-Apr-2020(Unaudited)

2020 2020 Variance from %YTD YTD Budget Var

Actuals Budget Better (Worse) YTD Variance ExplanationsOPERATIONSRevenue

Rental Revenue 4,019,040 3,849,772 169,268 4%Tenant Recoveries 97,583 59,286 38,297 65%Net Bad Debt Writeoffs (131,163) (114,798) (16,365) 14%Antenna Licenses 45,828 45,431 397 1%Interest 6,082 12,790 (6,708) -52%Sundry & other revenue 51,918 21,027 30,891 147%

Municipal Base Funding 3,731,682 4,083,016 (351,334) -9%$351,334 of Business Case 19 payment not receivededto date

Total Revenue 7,820,970 7,956,524 (135,554) -2%-

Expenditures

Salaries, wages & benefits 2,139,396 2,177,862 38,465 2%

Maintenance, materials and servicesRoofing 7,172 7,403 231 3%

Building, general 357,747 299,563 (58,184) -19%Property Services focused on vacancy at the beginning of the year with extra spending for maintenance supplies, countertops, levers, locks, etc.

Cleaning 289,226 244,608 (44,619) -18%Increased cleaning to address common area health and safety concerns

Pest Control 148,959 103,841 (45,118) -43%Heightened pest challenges at various sites in theLMCH portfolio

Elevators 50,425 59,253 8,828 15%

Electrical 46,681 27,563 (19,119) -69%Increased spending on electric systems and service for various sites

Equipment 45,445 28,900 (16,545) -57%Additional stove/fridge purchasing (bulk discount) -expected to slow down in the coming months

Landscaping & parking lot mtce 6,624 12,536 5,912 47%Snow Removal 339,084 379,294 40,210 11%

Life safety systems 55,784 35,920 (19,864) -55%Increased cost due to COVID-19 PPE and new safetyprocedures

Heating & ventilation 132,990 84,209 (48,781) -58%Increased boiler diagnostics and/or repair for varioussites; Simcoe boiler replacement of $32,000

Plumbing 161,391 130,782 (30,609) -23%Plumbing supplies related to regular maintenance and restorations

Painting 163,191 74,355 (88,836) -119%Additional spending on painting in relation to unit turn-over

Vandalism 3,436 3,553 118 3%Waste Removal 86,679 173,709 87,030 50%Security 136,043 129,152 (6,892) -5%Social & recreational programs 8,230 13,424 5,194 39%Sundry materials & services 27,838 29,791 1,953 7%

2,066,947 1,837,856 (229,091) -12%

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LONDON MIDDLESEX COMMUNITY HOUSINGIncome Statement as at 30-Apr-2020(Unaudited)

2020 2020 Variance from %YTD YTD Budget Var

Actuals Budget Better (Worse) YTD Variance ExplanationsUtilities

Electricity 684,128 729,858 45,730 6%

Water Heater Rental 96,406 84,018 (12,388) -15%Water 430,740 398,395 (32,345) -8%Natural Gas 457,499 428,929 (28,570) -7%

1,668,774 1,641,200 (27,574) -2%

Property Insurance 228,907 267,720 38,813 14%Municipal taxes 1,671,873 1,672,000 127 0%

Mortgage payments (Bella St.) 7,812 15,624 7,812 50%Mortgage renewal in progress; no payment for Feb-Apr

1,908,592 1,955,344 46,752 2%Administration

Corporate and other costs 261,676 250,577 (11,099) -4%

Transportation & Communication 106,880 85,187 (21,693) -25%Increased expenditures in admin telephone, recruitment and interview costs and employee vehicle mileage;

Supplies & equipment 75,033 109,988 34,955 32%

Delay of hiring additional staff deferred spending on personal computers, office equipment and software; VFA software renewal planned for April but not received

443,589 445,752 2,164 0%Total Expenditures 8,227,298 8,058,014 (169,283) -2%

Net (deficit) surplus from Operations (406,328) (101,490) (304,838) 300%

Extraordinary Losses - Fire, wind etc.108,088 10,000 (98,088) -981%

Increased floods and water damage; $28k in claimsdetermined not claimable

Net (deficit) surplus from Operationsafter Extraordinary Losses (514,416) (111,490) (402,926) 361%

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SUBJECT: Energy Rebate Update

DATE: June 18, 2020

RECOMMENDATION:

That the Energy Rebate Update report BE RECEIVED for information.

REASONS FOR RECOMMENDATION:

Energy rebates were received from Enbridge in 2019 towards the Walnut and McNay Make-Up Air (MUA) capital projects. The rebates were $82,080 for Walnut and $76,950 for McNay.

The rebates were not recognized on the 2019 Statement of Operations, but rather were recorded on the Statement of Financial Position as deferred revenue with the expectation that the funds will be used to offset future project costs. The original funding for the MUA projects was under the SHAIP program. It was expected that all awarded dollars under the SHAIP program be spent in full. Since the MUA projects had been budgeted without consideration of the energy rebates the funds were to be used towards additional project scope.

In 2020 the MUA hook-ups are planned at a cost of $96,000 per property. The energy rebates will be used towards the hook-up expense and will be recognized on the 2020 Statement of Operations. The energy rebates are reflected as such in the re-costed capital budget.

SIGNATURE:


KARA VAN SLYKE MANAGER OF FINANCE


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LMCH Board Meeting June 18, 2020 Page 1 of 2

STAFF REPORT 2020 – 35


FROM: Olesya Gryn, Interim Director of Tenant Services

SUBJECT: Vacancy Management Update

DATE: June 18, 2020

RECOMMENDATION: That the Vacancy Management Update report BE RECEIVED for information.

May 2020 Progress

1. Total Vacancy: This includes all units within LMCH portfolio that are not occupied. It is inclusive ofNon-Rentable (Units), Active Restoration (Units) and Rent Ready Stock (Target: 3%)

Current Total Vacancy: 4.3% or 142 units Future Leased: 0.34% or 11 units Final Vacancy: 4.0% or 131 units

2. Active Rental Stock: These are all units that are rent ready and available to offer. Units leave thiscategory when they are future leased or leased (when the actual lease is signed and keys are handedto the new tenant).

Current Active Rental Stock: 2.5% or 82 units

3. Non-Rentable or in Active Restoration: This category includes all remaining units that have sufferedcatastrophic loss, i.e. fire, flood or other insurable damage. Units that are in pre-pest clearance as wellas any that are pest cleared and are now in active restoration.

Current Non-Rentable or in Active Restoration: 1.8% or 60 units

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LMCH Board Meeting June 18, 2020 Page 2 of 2

Conclusion:

LMCH continues to improve its vacancy management process. LMCH further decreased the number of units undergoing repair or restoration in May, thus increasing the active rental stock and reaching out to more applicants to offer units. Despite the current realities of COVID-19 and operating on a reduced staffing model, LMCH was able to prioritize unit repair and restoration of vacant units. In May, LMCH achieved 1.8% of units in active repair, which surpasses a target of 2%.

LMCH is continuing to offer and lease units while following measures to protect the health and safety of tenants and staff and prevent the spread of COVID-19. LMCH leased 14 units in the month of May and future leased 11 units.

PREPARED and RECOMMENDED BY: RECOMMENDED BY:

OLESYA GRYN, INTERIM DIRECTOR OF TENANT SERVICES

ANDREA MACKENZIE, INTERIM CHIEF EXECUTIVE OFFICER

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_________________________________________________________________________ LMCH Board Meeting June 18 2020 Page 1 of 8

STAFF REPORT 2020-36


FROM: Bill Leslie, Manager of Construction and Capital Projects

SUBJECT: May 2020 – Capital Work & Capital Financial Results Update

RECOMMENDATION:

It is recommended that the Board of Directors:

A. RECEIVE the May 2020 capital financial performance results that show total expenditures to date of $2,308,120 on open and budgeted capital projects.

B. RECEIVE the May 2020 Capital Work Update that shows the status of all capital programs with active projects:

BACKGROUND:

The following report offers a summary of 2020 capital expenditures to date as well as the status of LMCH’s capital programs by year.

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May 2020 capital financial results:

Total Capital Program $9,044,825 Expenditures to Date $2,308,120

Financial summary by program and year:

2018 Capital Budget $489,368 Expenditures to date $249,602

2019 Capital Budget $662,536 Expenditures to date $467,513

2019 SHAIP Budget $3,892,922 Expenditures to date $1,557,863

2020 Capital Budget $3,509,786 Expenditures to date $ 33,143

Program status summary:

a) 2018 Capital Program• Complete: 16• Active: 1• Cancelled: 1

a. 2019 Capital Program• Complete: 11• Active: 2• Reassigned 2020 project numbers: 7

b. 2019 SHAIP Capital program• Complete: 17• Active: 2• Cancelled: 1

c. 2020 Capital Program• Complete: 0• Active: 16• Cancelled: 0• Planned: 16

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Program status details:

2018 Capital Program Status

a. Complete

• 2018-0004 - Universal Access Upgrades• 2018-0009 - Exterior Lighting Upgrade• 2018-0010 - Elevator Modernization• 2018-0014 - Exterior Windows & Doors• 2018-0015 - Exterior Windows & Doors• 2018-0018 - Fire Panel Upgrades• 2018-0019 - Fire Panel Upgrades• 2018-0034 - Exterior Doors• 2018-AMP - Asset Management Plan - HSC Consult• 2018-0005 - Bathroom Rebuilds• 2018-Tech - New Server• 2018-0023 - Technology Contingency• 2018-0007 - Front Entrance Upgrades• 2018-0008 - Lounge Upgrades• 2018-0020 - Asbestos Re-assessment• 2018-0020 - Electrical Systems Review

b. Active

• 2018-0003 - Exterior Lighting Redesign Project

c. Cancelled

• 2018-0013 - LEAC Shield - Under investigation for silica build up onequipment

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a) Complete

• 2019-0005 - Corridor Painting • 2019-0011 - Asphalt - Parking lots and pathways • 2019-0012 - Major Elevator Upgrade • 2019-0015 - Bathroom Rebuilds • 2019-0026 - Lounge Air Conditioning • 2019-0001 - Door Replacements • 2019-0004 - Lobby Upgrades • 2019-0013 - Universal Access Upgrades • 2019-0014 - Physical Security Upgrades • 2019-0016 - Unit Flooring • 2019-0017 - Technology Contingency

b) Active

• 2019-0008 - Elevators – Operations • 2019-0039 - Fire Alarm Panel Replacement

c) Transferred to 2020 Projects

• 2019-0003 - Generator Replacements • 2019-0006 - Boiler Replacement • 2019-0009 – Windows/Doors • 2019-0010 – Balcony Study • 2019-0037 - Generator Replacements • 2019-0038 - Generator Replacements • 2019-0007 - Boiler Replacement

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2019 SHAIP Program Status

a) Completed Projects

• 2018-0012 – MUA Replacement• 2018-0029 – MUA Replacement• 2018-0042– MUA Replacement• 2018-0043– MUA Replacement• 2018-0044 – MUA Replacement• 2019-0002– Solar Walls• 2019-0002– Solar Walls• 2019-0002– Solar Walls• 2019-0002– Solar Walls• 2019-0019 - SHAIP specific post project for three years following

completion• 2019-0024– Lighting Upgrades• 2019-0024– Lighting Upgrades• 2019-0024– Lighting Upgrades• 2019-0024– Lighting Upgrades• 2019-0024– Lighting Upgrades• 2019-0024– Lighting Upgrades• 2019-0029– Architecture and Design

b) Active

• 2018-0001 – Cladding (target completion June 15, 2020)• 2018-0002 – Cladding (target completion June 15, 2020)

c) Cancelled

• 2019-0025 – MUA Modifications

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a) Complete

• None to date

b) Active

• 2020-0002 Balcony Study• 2020-0004 Boiler Replacement• 2020-0008 Generator Replacements• 2020-0009 Generator Replacements• 2020-0014 Roofing: Replacement• 2020-0015 Technical Contingency • 2020-0016 Corridor Security lock System • 2020-0017 Physical Security Upgrades • 2020-0020 Bathroom Rebuilds 15 Bathrooms: • 2020-0025 Lobby Upgrades• 2020-0026 Unit Flooring Replacement • 2020-0027 Windows and doors: • 2020-0028 Mold Abatement• 2020-0030 CRW Office Security upgrades• 2020-0031 Universal Access Upgrades• 2020-0032 Asbestos Re-assessment

c) Cancelled

• None to date

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2020 Capital Program Status (continued)

d) Planned

• 2020-0001 MUA Hook Ups• 2020-0003 Balcony: Fall protection • 2020-0005 Elevators: Capital Repairs • 2020-0006 Fire Alarm Panel Replacement• 2020-0007 Fire Alarm Systems: annunciators• 2020-0010 Main Electrical Service • 2020-0011 Main Electrical Service • 2020-0012 Major Elevator Upgrade• 2020-0013 Fire Alarm Systems • 2020-0018 Plumbing Riser Replacement• 2020-0019 Asphalt: Parking Lots and Pathways • 2020-0021 Corridor Painting• 2020-0022 Exterior Door Replacement• 2020-0023 High rise Lighting • 2020-0024 Kitchen Rebuilds • 2020-0029 Building Condition Assessments

Note:

LMHC has strategically shifted capital work to Q3 and Q4 to monitor and manage potential cost impact of Covid-19 on our capital works program.

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BILL LESLIE MANAGER, CONSTRUCTION & CAPITAL PROJECTS

SHELLIE CHOWNS DIRECTOR ASSET & PROPERTY SERVICES

RECOMMENDED BY: RECOMMENDED BY:



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______________________________________________________________________________ LMCH Board Meeting April 9, 2020 Page 1 of 1



FROM: Olesya Gryn, Interim Director of Tenant Services

SUBJECT: Tenant Advisory Committee Terms of Reference

DATE: June 18, 2020

RECOMMENDATION: It is recommended that the Board approve the attached Terms of Reference for the Tenant Advisory Committee (TAC).

REASONS FOR RECOMMENDATIONS: In 2019, the Board of Directors asked staff to create an advisory committee to incorporate tenant thoughts into Board decision making and LMCH strategic planning. Staff Report 2019 – 62 (October) recommended the creation of the TAC. LMCH has received 50 applications from tenants and are investigating ways to continue with the interview process during the COVID pandemic. The attached terms of reference describes the purpose, reporting structure, role, term limits, responsibilities, membership, meetings, and honorarium for the TAC.

SIGNATURE:


Olesya Gryn Interim Director of Tenant Services

Andrea Mackenzie Interim Chief Executive Officer

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LMCH Tenant Advisory Council Terms of Reference

Purpose: To represent the voice of LMCH Tenants in providing insight, recommendation, and expertise to the Senior Leadership Team (SLT), including the Chief Executive Officer and the Board of Directors, on strategic initiatives and policies that will guide and steer the organization as a whole. The Tenant Advisory Council (TAC) will work within the framework of the LMCH mission & vision to provide guidance from the viewpoint of the tenant base as a whole which represents all LMCH communities.

Reporting Structure: Council reports to the Senior Leadership Team and the Board of Directors

Role: The Tenant Advisory Council will advocate, recommend and provide insight on issues that impact the organizations Strategic Plan (See Appendix A). The TAC will create a work plan to achieve the identified goals in the Strategic Plan and report their findings to LMCH’s SLT and the Board of Directors.

Term Limit: Each sitting member of the Council will have a minimum one (1) year term limit with a maximum of two (2) consecutive years served.

Responsibilities: 1) Engage, consult, inform and listen to other LMCH tenants2) Provide feedback on board report of interests to the Council3) Provide feedback on organizational policies4) Establish a yearly work plan with set priorities5) Meet regularly with Council and come prepared for meetings6) Provide recommendations directly to Senior Leadership Team and report

to the Board of Directors7) All members will follow the LMCH code of conduct, conflict of interest,

confidentiality, anti-harassment policy8) Respond to and ask questions to the board of directors and senior

leadership team9) Appointment of new Council members following the nomination when

seats become vacant10) Review the Terms of Reference on an annual basis11) Complete an annual performance review of all Council members, including

the chair12) Attend training when needed

Membership: The TAC will be comprised of no more than thirteen (13) individuals who are representative of the diversity of LMCH and must reside in a LMCH community. There will be five (5) seats from family communities, including one (1) youth seat, three (3) from adult communities, four (4) from senior communities, and one (1) from county. If the seats cannot be filled from the specific communities, the Council will then select members based on skill and the prior eligibility criteria listed (See Appendix B). The Council will work to select a Council Chair and Co-Chair. Until such time or when vacant the Council will be chaired by the Manager of Community Engagement.

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Meetings: Meetings are held consistent with the Council’s annual work plan. The expectation is that the Council will be meeting regularly with support of SLT and staff. TAC will report at minimum bi annually to the Board of Directors. Furthermore, the Council can meet as needed in order to be best prepared.

Meetings are conducted in accordance with the Procedural Guidelines (See Appendix C) located within the TAC guidebook. Actions, recommendations and the work plan must be approved by the Council with a majority and in alignment with the Strategic Plan.

The Manager of Community Engagement and the Chairs of the Council will support the Council members to ensure the work plan and action items are in accordance to LMCH’s Strategic Plan. The co-chairs will also work to ensure the work plan and actions items are being completed and that meeting structure and effectiveness

Meeting minutes will be taken by an LMCH support staff and will be posted publicly afterwards on the LMCH website. TAC meetings will also be held publicly at the LMCH main office or on-site as directed by the Council.

Honorarium: TAC members will receive a 50$ stipend for each formal meeting attended. Members will also receive monetary support in order to reduce barriers of attendance. Those barriers will be evaluated on an equity basis.

Document Control:

Drafted January 9th, Approval PENDING

Edited April 1st, 2020.

In response to Staff Report 2019-62 Recommendation: LMCH Tenant Advisory committee in Q1 2020 for quarterly consultation with the Board.

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Staff Report 2020-38



SUBJECT: Re-costed 2020 Capital Budget

DATE: June 18, 2020

RECOMMENDATION: That the board of directors:

A. APPROVE the 2020 Re-costed Capital Budget with an increase in budget of $790,834 for a total of $9,835,659;

B. APPROVE the changes in the 2020 Capital Budget as recommended by staff in section ‘2020 Re-costed Capital Budget’ of this report.

REASONS FOR RECOMMENDATION:

Upon further assessment of the 2020 Capital Budget, LMCH created an opportunity to re-cost the capital budget bringing forward three changes:

- Energy Rebates – allocating energy rebates to applicable projects; - Allocation of Unallocated Capital – allocate the $680,834 which was previously marked as

‘unallocated capital’ to various capital projects; - Energy Modelling – budget $110,000 for energy modelling work to move the Corporation

forward in obtaining a letter of intent between LMCH, the City of London and the Canadian Mortgage Housing Corporation.

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2020 Re-costed Capital Budget

The material changes to the 2020 Re-costed Capital Budget compared to the previously approved 2020 Operating Budget are:

- Capital Project 2020-0001 o Decreased this line item by $159,030 due to the utilization of the energy rebates for

Make Up Air Projects at Walnut and McNay properties

- Capital Project 2020-0017 o This project was originally deferred/cancelled to compensate for the SHAIP deficit.

However, due to the decrease of budget for capital project 2020-0001 this project has been reinstated for a total of $59,030;

- Capital Project 2020-0021 o This project was originally deferred/cancelled to compensate for the SHAIP deficit.

However, due to the decrease of budget for capital project 2020-0001 this project has been reinstated for a total of $100,000;

- Capital Project 2020 – Contingency o The remainder of the previous ‘unallocated capital’ in staff report XXX has been

allocated to this capital project for a total of $576,041;

- Capital Project 2020 – CMHC o By utilizing business unit LMH2620, a budget of $110,000 will be created in the 2020

Capital Budget to fund the energy modelling required to get a letter of intent between LMCH, the City of London and the Canadian Mortgage Housing Corporation.

- Capital Project SHAIP 2019-0020 o The Project Manager’s contract has been extended to December 2020 with a total

increase in budget of $79,937.

A visualization of these changes can be found in appendix I of this report.

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Business Units – London & Middlesex Community Housing has access to the following business units (PD261819, LMH26182, LMH2619, SHAIP and LMH2620) with respectively the following remaining balances:

Conclusion - The difference between the business unit balance previously reported is $4,621,000, which is the entire business unit related to business case 18 – LMCH Co-investment with CMHC.

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2020 Planned Capital Work

Conclusion - the difference between previously reported planned capital work is $790,834, which represents the allocation of ‘unallocated capital’ totaling $680,834 and the additional $110,000 from LMH2620 for the energy modelling work in relation the CMHC.

Unallocated Capital – currently, $4,511,000 is currently unallocated from the LMH2620 business unit related to Co-investment with CMHC.

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SIGNATURE:

PREPARED AND RECOMMENDED BY: RECOMMENDED BY:



Attachments: Appendix I: 2020 Re-costed Capital Budget

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Appendix I: 2020 Recosted Capital Budget – 2020 Capital Projects

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Appendix I: 2020 Recosted Capital Budget – 2020 Capital Projects Continued + SHAIP, 2018 & 2019 Capital Projects

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Staff Report 2020-39



SUBJECT: Re-costed 2020 Operating Budget

DATE: June 18, 2020

RECOMMENDATION: That, the Board of Directors:

a) APPROVE the re-costed 2020 operating budget for London & Middlesex CommunityHousing of $24,068,784:

b) APPROVE the changes in the 2020 operating budget as recommended by staff insection ‘2020 re-costed Operating Budget’ of this report.

REASONS FOR RECOMMENDATIONS:

The total sum of MYB Business Case 19 ($1,054,000) did not include Middlesex County’s contribution ($186,000) or the stipulated savings of MYB Business Case 18 ($46,000).

In total, LMCH will receive $140,000 in addition to $1,054,000 as outlined in business case 19.

Business Case 19: $1,054,000 Middlesex County Appropriation: 186,000 Business Case 18 Savings: (46,000) Total Business Case 19 Funding: 1,194,000

This appropriation of business case 19 funding created an opportunity for London & Middlesex Community Housing to re-cost its 2020 Operating Budget.

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2020 Re-costed Operating Budget LMCH completed a re-costed 2020 Operating Budget of $24,068,784. The total budget increased by $140,000 since previously approved by the Board of Directors on May 21, 2020. - There are three changes proposed for re-costing of the 2020 Operating Budget:

1. Business Case 19 - an increase in revenue due to the appropriation of business case 19, totaling $140,000;

2. Waste Bins Reimbursements - the LMCH Finance team overlooked City of London reimbursement for waste bins (part of the ‘Waste Removal’ line item in the Operating Budget) which is projected at a total of $281,755 for the full 2020 calendar year;

a. These “savings” created an opportunity for redistribution among various line items – please find a summary of the redistributions below and appendix I;

3. Reclassification of expenditures The major changes to the 2020 Re-costed Operating Budget compared to the previously approved 2020 Operating Budget are:

• Revenue - an increase in revenue has occurred due to the appropriation of

business case 19, totaling $140,000;

• Salaries, Wages and Benefits – a reallocation occurred on this line item of $156,982, which is due to a re-assessment of overtime expenses, on-call pay and salary (this reallocation has shifted from the ‘savings’ found on the ‘Waste Removal’ line item and ‘Corporate and Other Costs)

• Maintenance, Materials & Services – o Building, General - $118,813 was reallocated to this line item; o Landscaping & Parking Lot Maintenance -$22,943 was reallocated to this

line item;

o Waste Removal –$281,755 reduction in budget due to projected reimbursement by the City of London for waste bins;

o Security - $140,000 was added to this line item due to pressing security

concerns.

• Administration – several line items in the part of the budget were reallocated: o Corporate and Other Costs - $19,652 was added to this line item which

represent a reclassification of VFA software expenditure and savings found by transitioning a contractor to employee status;

o Supplies and Equipment – reclassified VFA software as ‘Consulting’, which falls in the ‘Corporate and Other Costs’ category.

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SIGNATURE:




Attachments: Appendix I: 2020 Re-costed Operating Budget

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Appendix I: 2020 Re-Costed Operating Budget

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Documents

AGENDA LONDON & MIDDLESEX COMMUNITY HOUSING (LMCH)002)1.pdf · Phase 1 of office renovations are complete as of Friday, June 10, 2020. The next steps will include reconfiguration