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COMMITTEE AGENDA
TO Public Services Committee DATE Monday, April 4, 2016 LOCATION Council Chambers, Guelph City Hall, 1 Carden Street TIME 5:00 p.m. ________________________________________________________________________________________________________
DISCLOSURE OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF CONFIRMATION OF MINUTES – March 3, 2016 open meeting minutes PRESENTATIONS (Items with no accompanying report) Wellington Guelph Drug Strategy - Adrienne Crowder, Manager Guelph Wellington Task Force on Poverty Elimination - Randalin Ellery, Coordinator CONSENT AGENDA The following resolutions have been prepared to facilitate the Committee’s consideration of the various matters and are suggested for consideration. If the Committee wishes to address a specific report in isolation of the Consent Agenda, please identify the item. The item will be extracted and dealt with separately. The balance of the Public Services Committee Consent Agenda will be approved in one resolution. ITEM CITY
PRESENTATION DELEGATIONS TO BE
EXTRACTED
PS-2016.4 Canada Summer Games 2021 Update and Regional Bid Investigation
Ella Pauls, Manager of Cultural Affairs and Tourism Sherry Doiron, Manager of Sport Tourism for the Regional Sport Tourism Office
PS-2016.5 Harvard Road Transit Service
Resolution to adopt the balance of the Public Services Committee Consent Agenda.
Page 1 of 2 CITY OF GUELPH COMMITTEE AGENDA
ITEMS EXTRACTED FROM CONSENT AGENDA Once extracted items are identified, they will be dealt with in the following order:
1) delegations (may include presentations) 2) staff presentations only 3) all others.
STAFF UPDATES AND ANNOUNCEMENTS ADJOURNMENT NEXT MEETING – May 2, 2016
Page 2 of 2 CITY OF GUELPH COMMITTEE AGENDA
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Public Services Committee Meeting March 3, 2015 at 5:00 p.m. City Hall Council Chambers
Attendance
Members: Councillor C. Downer Councillor J. Gordon Mayor C. Guthrie Councillor A. Van Hellemond Councillor C. Billings Councillors: Councillor Hofland Staff: Mr. D. Thomson, Deputy CAO, Public Services Mr. P. Meagher, General Manager, Guelph Transit Ms. C. Clack, General Manager, Culture, Tourism and Community Investment Mr. R. Keller, General Manager, Operations Mr. D. Godfrey, Manager, By-Law Compliance, Security and Licensing Mr. A. Goss, Manager, Community Investment Mr. D. McMahon, Council Committee Coordinator
Call to Order (5:00 p.m.)
Chair Downer called the meeting to order. Disclosure of Pecuniary Interest and General Nature Thereof
There were no disclosures.
Confirmation of Minutes 1. Moved by Councillor Billings Seconded by Councillor Van Hellemond
That the open meeting minutes of the Public Services Committee held on December 1, 2015 be confirmed as recorded.
VOTING IN FAVOUR: Mayor Guthrie, Councillors Billings, Downer, Gordon and Van Hellemond (5) VOTING AGAINST: (0)
CARRIED Presentations Ms. Julia Grady, Ms. Belinda Leach and Mr. Mark Rodford provided information on the 10 Carden Street plan to re-develop 42 Carden St., the Community Bond Investment program and the Community Improvement Plan.
March 3, 2015 Public Services Committee
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2. Moved by Councillor Gordon Seconded by Mayor Guthrie That consideration of both the Community Bond Investment program and Community Improvement Plan tax incentive program be referred to finance staff for follow-up and reporting back by the end of Q2 2016 through the Corporate Services Committee. VOTING IN FAVOUR: Mayor Guthrie, Councillors Billings, Downer, Gordon and Van Hellemond (5) VOTING AGAINST: (0)
CARRIED Consent Agenda The following items were extracted: PS-2016.1 Support for new Refugees PS-2016.2 Business License Fees 2016 Balance of Consent Items 3. Moved by Mayor Guthrie Seconded by Councillor Van Hellemond
That the balance of the Public Services Committee March 3, 2016 Consent Agenda as identified below, be adopted:
PS-2016.3 2015 DELEGATION OF AUTHORITY REPORT
That the Public Services Report # PS-16-02 “2015 Delegation of Authority Report” dated March 3, 2016 be received.
VOTING IN FAVOUR: Mayor Guthrie, Councillors Billings, Downer, Gordon and Van Hellemond (5) VOTING AGAINST: (0)
CARRIED Extracted Items PS-2016.1 SUPPORT FOR NEW REFUGEES 4. Moved by Mayor Guthrie Seconded by Councillor Van Hellemond
1. That the Public Services Report # PS-16-01 “Support for New Refugees” dated March 3, 2016 be received.
2. That staff be given approval to proceed with a one year pilot program providing
temporary free passes for Guelph Transit, Guelph Museums, and open public programs (non-registered) within the Recreation Department to all new refugees settling in Guelph, as outlined in this report.
March 3, 2015 Public Services Committee
Page 3
VOTING IN FAVOUR: Mayor Guthrie, Councillors Billings, Downer, Gordon and Van Hellemond (5) VOTING AGAINST: (0)
CARRIED PS-2016.2 BUSINESS LICENSE FEES 2016 5. Moved by Mayor Guthrie Seconded by Councillor Billings
1. That the Public Services Report # PS-16-03 “Business Licence Fees 2016” dated March 3, 2016 be received.
2. That staff be directed to prepare the necessary amendments to Business Licence By-law
(2009)-18855, as amended to incorporate the 2016 fees as identified in Public Services Report # PS-16-03 dated March 3, 2016.
VOTING IN FAVOUR: Mayor Guthrie, Councillors Billings, Downer, Gordon and Van Hellemond (5) VOTING AGAINST: (0)
CARRIED Adjournment (5:35 p.m.) 6. Moved by Councillor Billings Seconded by Councillor Gordon
That the meeting be adjourned.
CARRIED
________________________
Dylan McMahon Council Committee Coordinator
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Title LayoutSubtitle
▪ Update re. Community Response to Crystal Meth
▪ WGDS Youth Addiction Project
▪ WGDS 2016 Workplan
Agenda
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Community Response to Crystal Meth▪ $100,000 grant from Proceeds of Crime, Ministry of Community Safety and
Correctional Services provided from Aug 2015 – May2016
▪ Partners in operationalizing the grant: Guelph Police Services, Stonehenge Therapeutic Community and WGDS
▪ Multi-layered, multi-sector approach
▪ Key Activities1) Addiction Support Worker in Bail Court
2) Meth Watch
3) Training Health and Social Service Providers
Youth Addiction Project▪ Review of Youth (12-24) Addiction and Youth
Addiction Services in Guelph and Wellington County
▪ “We Can Do Better” report was released in January, 2016
▪ Key Findings: Benchmarking Services, Point in Time Count regarding Youth Substance Use, Youth Focus Groups
▪ 12 Actionable Recommendations
▪ We Are Doing Better – updates resulting from the report
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WGDS 2016 Workplan2016 Projects:
1. Community Response to Crystal Meth
2. Rapid Response Addiction Medicine Clinic
3. Youth Forum
4. Youth Addiction Project
5. Alcohol Harm Reduction Working Group
6. Prescription Drug Working Group
7. Ad hoc projects
Questions?
Thank you!
21/03/2016
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GUELPH & WELLINGTON TASK FORCE FOR POVERTY ELIMINATION
2015 REPORT TO THE COMMUNITY & 2016 ACTION PLAN
CITY OF GUELPH PUBLIC SERVICES COMMITTEE
APRIL 4, 2016
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GUELPH & WELLINGTON TASK FORCE FOR POVERTY ELIMINATION
2015 REPORT TO THE COMMUNITY &
2016 ACTION PLAN
ABOUT US
VISION Poverty will be eliminated in Guelph and Wellington. MISSION To work collaboratively, informed by diverse voices of experience, to take local action and advocate for system and policy change to address the root causes of poverty. PATHWAYS • Collaboration & Partnership
• Research & Knowledge Mobilization
• Strategic Communication • Leadership
ORGANIZATIONAL FRAMEWORK
Convened Committees are formed by the PTF in response to a specific issue or opportunity identified by the PTF when no other PTF group or other community collaborative is able to respond. The issue identified is task-focused, requires on-going monitoring, and is typically time limited. Aligned Committees are collaborative committees in the community that are working on an issue that aligns with the PTF mission, vision, values and priorities. A mutual decision is made to create a formal link with the PTF.
PRIORITY AREA
affordable housing & homelessness
FACTS
Guelph has one of the lowest vacancy rates in the country at 1.2%. A healthy vacancy rate is 3%.
1 in 5 renter households is spending 50% or more of their household income on rent, putting them at serious risk of homelessness.
On a single night in April 2015, the number of individuals experiencing homelessness in Guelph and Wellington was 359.
GOAL Everyone in Guelph & Wellington can find and maintain an appropriate, safe, and affordable place to call home.
IMPACTS ü City of Guelph invested $100,000 in Affordable Housing Reserve.
ü County of Wellington increased funding to Salvation Army Community & Family Services to provide mattresses to low-income families and individuals.
ü Over 35 individuals attended a supportive housing forum, co-hosted with Wellington-Guelph Housing Committee.
ü PTF updated No- and Low-Cost Furniture & Household Goods Guide and distributed it to over 500 community members and organizations.
ü The PTF provided a joint-submission with the County of Wellington and Wellington-Guelph Housing Committee to the Government of Ontario’s Long-Term Affordable Housing Strategy Update.
ACTIONS ü Provided input, monitored, and supported the development and/or implementation of municipal housing strategies and plans.
ü Raised awareness about the need for supportive housing by co-hosting a community forum.
ü Improved service coordination among low- and no-cost furniture providers.
ü Advocated for a National Housing Strategy, Ontario Housing Benefit, and updates to the Long-Term Affordable Housing Strategy.
2016 AACTION PLAN
Co-lead the Guelph & Wellington 20,000 Homes Campaign with the County of Wellington to end homelessness in our community. Provide input, monitor, and support the development and/or implementation of municipal housing strategies and plans. Increase access to no- and low-cost furniture for low-income families and individuals.
2015 HIGHLIGHT: ADVOCACY
Many families and individuals in our community struggle to find and maintain safe, appropriate and affordable housing. The Poverty Task Force (PTF) has worked hard to champion and give voice to those challenges by advocating to policy- and decision-makers. In 2015, the PTF responded to the County of Wellington’s 10-year Housing & Homelessness Plan Annual Report, calling on the need for more focused efforts to end homelessness. A few months later, the County of Wellington and PTF signed an agreement to co-lead a community effort to end homelessness as part of a nationwide campaign, 20,000 Homes. The PTF also regularly participated in opportunities to inform the development of the City of Guelph’s Affordable Housing Strategy. During City budget deliberations, the PTF called for investments in the City’s Affordable Housing Reserve Fund, resulting in a commitment of $100,000. In addition to advocating at the municipal level, the PTF also called on the provincial and federal governments to increase funding and improve strategies. During the federal election, the PTF advocated to local candidates to commit to a National Housing Strategy, including investments to maintain and create new affordable housing. At the provincial level, the PTF provided a joint-submission with the County of Wellington and the Wellington-Guelph Housing Committee as part of the province’s update to the Long-Term Affordable Housing Strategy. Advocating for system and policy change is embedded within the mission of the PTF. We believe it is important to use our collective voice to hold policy- and decision-makers accountable and to encourage the implementation of evidence-based solutions. We will continue to advocate until our goal is realized and everyone in our community can find and maintain a safe, appropriate, and affordable place to call home.
PRIORITY AREA
income inequality
FACTS
Overall, the percentage of individuals living below the Low-Income Measure is 11%.
The median total family annual income for all low-income family types in Guelph is $12,650.
The percentage of working poor individuals among the working age population in Guelph is 5%.
GOAL Everyone in Guelph & Wellington has the income, resources, and opportunities to fully participate in the community.
IMPACTS ü A Living Wage Advisory Committee was formed and the Guelph & Wellington Living Wage Employer Recognition Program was introduced with 11 employers signing on during National Living Wage Week.
ü Over 60 individuals attended two income security workshops, increasing awareness and understanding of income programs and financial literacy.
ü Circles Guelph-Wellington received $138,800 from the Local Poverty Reduction Fund to support evaluation efforts.
ü Raised awareness about the need for a National Poverty Reduction Strategy among local candidates and voters during the 2015 Federal Election.
ACTIONS ü Supported the development of Guelph and Wellington as a living wage community.
ü Co-hosted income security workshops for front-line service providers and volunteers to better assist clients with system navigation.
ü Supported Circles Guelph-Wellington to engage the community and provide energy and resources to the Circles initiative.
ü Advocated for a National Poverty Reduction Strategy.
2016 AACTION PLAN
Increase the number of employers signing on to the Guelph & Wellington Living Wage Employer Recognition Program. Participate in the development of provincial and national living wage programs. Work with partners to establish an ID Bank for vulnerable community members.
2015 HIGHLIGHT: LIVING WAGE
A living wage is defined as “the hourly rate at which a household can meet its basic needs, once government transfers have been added to the family’s income and deductions have been subtracted” (CCPA). First calculated in 2013, the Poverty Task Force (PTF) has played a critical role in nurturing dialogue and building community understanding and support for the living wage over the past two years. In 2015, the PTF asked business leaders from Guelph and Wellington to join a Living Wage Advisory Committee. The committee provided important feedback into an updated living wage calculation. In October 2015, the PTF released “A Living Wage for Guelph & Wellington: 2015 Update” and announced that the living wage for our community is now $16.95/hour. In November 2015, during National Living Wage Week, the Living Wage Advisory Committee and the Poverty Task Force launched the Guelph & Wellington Living Wage Employer Recognition Program. Living Wage Employers recognized that paying a living wage constitutes a critical investment in the long-term prosperity of the economy by fostering a dedicated, skilled, and healthy workplace. The Living Wage Employer Program recognizes and celebrates employers that pay their direct and indirect employees a living wage. There are 11 employers that have signed on as early adopters of the program, representing over 1250 employees making at least a living wage.
PRIORITY AREA
food insecurity
FACTS
The prevalence of food insecurity in Guelph is 16.4%.
During the month of March 2014, the number of individuals that used a food bank in Guelph & Wellington was 4861.
In 2015, the cost of a Nutritious Food Basket for a family of four was $908.
GOAL Everyone in Guelph & Wellington has access to affordable and healthy food in a dignified manner.
IMPACTS ü Collected over 25,000 lbs. of food for 12 small- to medium-sized emergency food providers during the Guelph Community Food Drive.
ü Launched the Market Bucks Pilot Project in partnership with the Township of Wellington North, the Mount Forest Farmers Market, and the County of Wellington. Thirty-two Ontario Works clients used Market Bucks vouchers to access fresh and local food.
ü Convened monthly meetings of the Emergency Food Providers Network to share information and work together to identify solutions to common challenges.
ü The vision of the Seed Community Food Hub continued to gain momentum.
ACTIONS ü Supported collaborative initiatives in our community that aim to meet the short- and long-term needs of food insecure families and individuals, including The Seed and the Emergency Food Providers Network.
ü Supported the development of innovative solutions to food insecurity in Wellington County.
ü Provided leadership and support to the Guelph Community Food Drive.
2016 AACTION PLAN
Pursue and support opportunities to expand the Market Bucks Project. Complete a full evaluation of the Market Bucks Pilot Project. Evaluate The Pod, a cold storage and distribution pilot project of The Seed.
2015 HIGHLIGHT: MARKET BUCKS
From 2010 - 2013 the Guelph & Wellington Task Force for Poverty Elimination worked in partnership with emergency food providers and clients, as well as key community stakeholders, to address challenges within the local emergency food system. This included two extensive research projects with the support of the Institute for Community Engaged Scholarship/Research Shop at the University of Guelph. In 2013, the Poverty Task Force (PTF) endorsed a set of recommendations based on this research, which aimed to tackle the significant barriers that exist for those accessing and providing emergency food assistance. Out of these recommendations the PTF came together with the Township of Wellington North, Wellington-Dufferin-Guelph Public Health, and the County of Wellington Ontario Works office to develop a pilot project to provide Ontario Works clients residing in the immediate Mount Forest area with increased access to the Wellington North Farmers’ Market. The program is called Market Bucks. The pilot project ran during the summer of 2015 and allowed consumers to purchase products from farmers’ market vendors using vouchers. Market Bucks were distributed to social assistance recipients (100% funded). To reduce the possibility of stigma attached to the use of the Market Bucks, and ensure that vendors cannot identify the source of the vouchers, they were also sold at full price to any interested party or individual. Early evaluation results show that the program improved health and wellbeing of low-income community members, by increasing access to fresh food at the farmer’s market. In addition, the program evaluation demonstrates the impact the program had in building strong communities. The program encouraged relationship building among vendors and participants, increased community inclusion, and supported the local economy.
PRIORITY AREA
health inequities
FACTS
The percentage of low-income adult’s survey respondents from Guelph reported that they cannot afford regular oral health care is 80%.
The percentage of total health care spending in Canada that is attributable to poor health outcomes as the result of low-income is 20%.
1 in 10 Canadians reported that they cannot afford to take their medications as prescribed.
GOAL Everyone in Guelph & Wellington has access to affordable health services.
IMPACTS ü Released and distributed the report, “Barriers to Accessing Oral Health Care for Low-Income Adults in Guelph” to over 500 community members.
ü Co-hosted the Oral Health Forum with the Oral Health Action Committee, attended by over 65 individuals.
ü Implemented a knowledge mobilization strategy with the Oral Health Action Committee to increase awareness of the oral health research findings.
ü Raised awareness about the need for a National Pharmacare Plan among local candidates and voters during the 2015 Federal Election.
ACTIONS ü Released the results of the Oral Health Survey in a report examining the barriers faced by low-income adults in accessing oral health services.
ü Co-hosted a community forum with the Oral Health Action Committee to release the final oral health report and explore how our community can work together to address oral health needs of low-income adults.
ü Worked with partners across the country to advocate for a National Pharmacare Plan.
2016 AACTION PLAN
Co-host the Ontario Oral Health Alliance 2016 Symposium with the Oral Health Action Committee. Increase awareness of barriers to accessing oral health care for adults in Guelph. Further explore action to support a National Pharmacare Plan.
2015 HIGHLIGHT: ORAL HEALTH REPORT
Oral health status and access to oral health services has long been identified as a challenge for low-income adults in Guelph & Wellington by community members, service providers, and health professionals. Concerns and frustrations over the lack of adequate supports and calls for action were stressed during local community consultations, as well as advocacy efforts. Over the past two years, the PTF, in partnership with the Oral Health Action Committee, designed and implemented an oral health survey to better identify local oral health needs among low-income adults, aside from anecdotal reports. Over 400 surveys were collected, and in May 2015, the PTF and OHAC released a final report, “Barriers to Accessing Oral Health Care for Low-Income Adults in Guelph. The report was released at the Oral Health Forum to more than 65 attendees. Findings from the report were presented, along with a number of recommendations to improve the oral health status of low-income community members. Keynote speaker Dr. Carlos Quiñonez shared his thoughts on how to reduce the oral health and dental care gap between the rich and the poor in Ontario. In an effort to ensure the findings and recommendations from the report reached a number of target audiences, the OHAC developed a knowledge mobilization strategy. The Kmb Strategy has supported discussions with Members of Provincial Parliament, as well as coverage in local newspapers, radio programs, and television shows.
PRIORITY AREA
research & knowledge mobilization 2015 ACTIONS ü Evaluated Wellington-Guelph Housing Committee ü Evaluated the Advance Your Voice Speakers Bureau ü Developed Knowledge Mobilization strategy for Oral Health Report
ü Completed Phase 2 of PTF Retrospective Evaluation 2016 ACTION PLAN ü Finalize PTF Retrospective Evaluation ü Community snapshot: Working Poor ü Evaluate The Pod ü Support evaluation of Circles Guelph-Wellington
PRIORITY AREA
community voices
2015 ACTIONS ü Hosted a focus group on oral health care for low income community members
ü Held a community conversation on alternative financial services
ü Carried out voter outreach to increase participation in the Federal Election
2016 ACTION PLAN ü Host Big View meetings with Circles Guelph-Wellington
ü Regularly identify opportunities to engage community members with lived experience
ü Develop Phase 2 of Advance Your Voice Speakers Bureau
AD-HOC COMMITTEE
federal election 2015 ACTIONS ü Fact sheet series on key poverty issues, including potential
solutions, resources to learn more, and ways to get involved were distributed to over 1000 community members, as well as local candidates.
ü Op-ed series in Guelph Mercury increase awareness of key poverty issues
ü Online survey distributed asking local candidates to state their position on specific poverty-related issues. Responses were posted to PTF website and distributed to over 500 community members.
ü Political platform comparison on key issues helps inform voters on political party positions.
ü Voter outreach with vulnerable community members and advocacy to the Local Returning Officer results in increased voting among low-income community members.
AD-HOC COMMITTEE
alternative financial services
2015 ACTIONS
ü PTF hosts two community conversations on alternative financial services - one with social and health service providers, and one with low-income community members.
ü PTF advocacy resulted in the provincial government hosting a consultation in Guelph on consumer financial protection.
ü An official submission is provided to the Ministry of Government and Consumer Services highlighting feedback and recommendations from the community conversations.
PTF MEMBER COMMITTEE PTF CO-CHAIRS Gail Hoekstra, Executive Director, Welcome In Drop-In Centre Stuart Beumer, Director - Ontario Works, County of Wellington PTF MEMBERS Andrea Roberts, Director - Child & Family Health, Wellington-Dufferin-Guelph Public Health Andrew Seagram, Coordinator - Community Use of Schools Program, Upper Grand District School Board Andrea Webber, Directing Coordinator, The Seed Barb McPhee, Community Member Barb Swartzentruber, Senior Policy Advisor and Intergovernmental Affairs, City of Guelph Beth Leith, Community Member Brenda McGinnis, Constituency Assistant, MPP Liz Sandals Brendan Johnson, Executive Director, Guelph Neighbourhood Support Coalition
Cate Welsh, Staff Sergeant, Guelph Police Service David Thornley, Executive Director, Guelph Community Health Centre Debbie Bentley Lauzon, Executive Director, Wyndham House Debra Nicolson-Elwell, Pastoral Team Leader, First Baptist Church Elsa Mann, Team Leader - Outreach Program, Mount Forest Family Health Team Erin Harvey, Director of Service, Family & Children's Services of Guelph & Wellington County Evelyn Herron, Community Member George Kelly, Chair, Guelph Wellington Coalition for Social Justice Jane Londerville, Wellington-Guelph Housing Committee June Hofland, City Councillor, City of Guelph Karen Kamphuis, Executive Director, Lakeside HOPE House Karen Kawakami, Social Services Policy and Program Liaison, City of Guelph Kari Simpson, Executive Director, East Wellington Community Services
Ken Harvey, Manager of Employment Services, County of Wellington Lisa Needham, Public Health Nutritionist, Wellington Dufferin Guelph Public Health Hon. Liz Sandals, MPP-Guelph Lorri Sauve, Program Director, Shelldale Better Beginnings, Better Futures Meg Penstone, Manager - Financial Health & Literacy, Family Counselling & Support Services for Guelph-Wellington Ron MacKinnon, Executive Director, Community Resource Centre of North & Centre Wellington Sarah Haanstra, Toward Common Ground Sarah Scanlon, Organizational Coordinator, OPIRG Guelph Shakiba Shayani, Community Investments Manager, United Way Guelph Wellington Dufferin Sly Castaldi, Executive Director, Women in Crisis Terry O'Connor, Guelph and District Labour Council Tina Brophey, Community Member Warren Dodd, PhD Candidate, University of Guelph
ACONTACT
1-800-265-7293 www.gwpoverty.ca @gwpoverty [email protected]
Randalin Ellery Coordinator [email protected] Dominica McPherson Assistant Coordinator [email protected]
ACKNOWLEDGEMENTS
The Poverty Task Force would like to thank Wellington-Dufferin-Guelph Public Health for their support as our Host Agency.
The Poverty Task Force would also like to thank our funders for their ongoing support, including the City of Guelph, County of Wellington, and United Way Guelph Wellington Dufferin.
PUBLIC SERVICES COMMITTEE CONSENT AGENDA
April 4, 2016
Members of the Public Services Committee: SUMMARY OF REPORTS: The following resolutions have been prepared to facilitate Council’s consideration of the various matters and are suggested for consideration. If Council wishes to address a specific report in isolation of the Consent Agenda, please identify the item. The item will be extracted and dealt with immediately. The balance of the Consent Agenda will be approved in one resolution. REPORTS FROM ADMINISTRATIVE STAFF REPORTS DIRECTION PS-2016.4 CANADA SUMMER GAMES 2021 UPDATE AND
REGIONAL BID INVESTIGATION
1. That Public Services Report PS-16-07 “Canada Summer Games 2021 Update and Regional Bid Investigation” dated April 4, 2016, be received.
2. That Council endorses the Regional Sport Tourism Office’s ongoing investigation of a regional bid for the 2021 Canada Summer Games and submission of a Letter of Intent to bid.
Approve
PS-2016.5 HARVARD ROAD TRANSIT SERVICE
1. That Public Services Report PS-16-08 “Harvard Road Transit Service” dated April 4, 2016, be received. 2. That Option 1: Reroute Route 57 to use Stone Road westbound
instead of Harvard Road be chosen for a trial period of three semesters and further public consultation to occur.
Approve
Attach.
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REGIONAL SPORT TOURISM OFFICE
KITCHENER WATERLOO CAMBRIDGE GUELPHONTARIO, CANADA
RSTORegional SportTourism Office
CANADA GAMES• Largest multisport games in Canada• Held every two years, alternating
between summer and winter• Key step in the athlete/coach/official
development pathway for Canada’s future national stars
• A celebration of youth, sport, culture and community
• Major economic driver within host community through event attraction and legacies program
RST Regional SportTourism Office
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HOSTING…BY THE NUMBERS
19 different sports 3,500 athletes 450 officials 1,000 coaches and support staff175 mission staff 1,000 VIPs6,000 volunteers 300 observers50 medical staff 250 broadcasters400 media 20,000 spectators
- Canada Games Council
RST Regional SportTourism Office
2021 CANADA SUMMER GAMES – SPORT SELECTION
Athletics* Road CyclingBaseball (M) RowingBasketball (M/F) Sailing*Beach Volleyball (M/F) Soccer (M/F)Canoe/Kayak Softball (M/F)Diving Swimming*Golf TennisIndoor Volleyball (M/F) TriathlonMountain Biking WrestlingHost choice: Rugby 7’s Male or Female
* Para inclusion
RST Regional SportTourism Office
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ECONOMIC IMPACT –LAST 7 GAMES YEAR HOST ECONOMIC ACTIVITY
GENERATED IN P/T*IN REGION*
2003 Bathurst, NB $70.4 million $57.6 million
2005 Regina, SK $101.3 million $85.2 million
2007 Yukon $176 million n/a
2009 PEI $81.5 million n/a
2011 Halifax, NS $131 million in NS $92.2 million
2013 Sherbrooke, QC $165.5 million $110.7 million
2015 Prince George, BC $123.4 million $83 million
RST Regional SportTourism Office
*Industry Output = Visitor + Capital + Operating Expenditures according to CSTA – STEAM PRO Assessments
WHY SHOULD WE BID? Increased tourism visits Cultural showcase Investment in youth Sport developmentVolunteer engagement Cost sharing Engaged ancillary services Profile sport infrastructureInfrastructure improvements Regional/national exposureEvent & service industry expertise Economic impactLegacy programs Job creation Civic Pride Influx of pre-Games events & activations Opportunity to showcase regional collaboration
Regional SportTourism OfficeRST Regional Sport
Tourism Office
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WHY SUPPORT A REGIONAL BID?• Together we have the majority of facilities required to host • Ideal footprint within 30 minutes of a Games Village• History of hosting prestige events• Good sport support within community for those sports on the 2021
hosting menu• Strong volunteerism• Event hosting knowledge• Added community benefits (culture, heritage, arts, music, tech, post-
secondary)• Ease of transportation (LRT, 400 series highway access)
RST Regional SportTourism Office
PROCESS OF BIDDINGLetter of Intent and Phase I Prep (Feb – May)
• Full facility review and evaluation with sport technical specifications, gap analysis and costing for Phase I prep
• Review of terms of reference for bid committee recruitment• Will be presenting formally to councils in April to receive endorsement to
submit Letter of Intent to Bid• Meetings with additional partners at high level (private venues,
universities/college, sport, ancillary services) • Letter of Intent submission
RST
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PROCESS OF BIDDINGPhase I Submission (June)
• Will identify the best venues based on set evaluation meeting the minimum requirements of set standards
• Bid communities notified in July if site visit will be conducted (narrowed between 3-5)
• Site visits conducted by Sport Technical Committee (August)• Short list of bid communities announced (September)• Phase II work continues(Sept – January)
RST
PROCESS OF BIDDINGPhase II Submission (January 2016)
• Phase II consists of some of the following: The story/theme Mission, mandate, vision Business, marketing, communications and engagement plans Financial structure and budget Leadership team and transition Cultural festivities plan Environmental and sustainability plan
On-site visits Feb 2017Announcement of successful bid April 2017
RST
STAFF REPORT
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TO Public Services Committee SERVICE AREA Public Services – Culture, Tourism and Community Investment DATE April 4, 2016 SUBJECT Canada Summer Games 2021 Update and Regional Bid
Investigation REPORT NUMBER PS-16-07
EXECUTIVE SUMMARY PURPOSE OF REPORT To provide an update on the 2021 Canada Summer Games bid process and to request endorsement for participation in a regional investigation to enter the bid process. KEY FINDINGS Ontario will be the host province for the 2021 Canada Summer Games. Canada Games is the largest multi-sport event in Canada that targets the next generation of champions. It is a national event that is celebrated locally and regionally, and is designed to leave a lasting legacy in its host communities. The Regional Sport Tourism Office, on behalf of the municipalities of Cambridge, Guelph, Kitchener and Waterloo, is seeking to assess the feasibility of a regional bid and is requesting endorsement to enter into Phase I of the bid process. FINANCIAL IMPLICATIONS None ACTION REQUIRED That the report be received and the request for endorsement be approved.
RECOMMENDATION
1. That Public Services Report # PS-16-07 “Canada Summer Games 2021 Update and Regional Bid Investigation” dated April 4, 2016 be received
2. That Council endorses the Regional Sport Tourism Office’s ongoing investigation of a regional bid for the 2021 Canada Summer Games and submission of a Letter of Intent to bid
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BACKGROUND It was recently announced that Ontario will be the host province for the 2021 Canada Summer Games. Canada Games is a Federal, Provincial and Territory creation established in 1967. It is the largest multi-sport event in Canada that targets the next generation of champions, alternating between winter and summer games bi-annually. It is a national event that is celebrated locally and regionally, and is designed to leave a lasting socio and economic legacy in its host communities. The Regional Sport Tourism Office (RSTO) is seeking to investigate the feasibility of a regional bid to host the games. The RSTO is an arm of the Regional Tourism Organization 4 (RTO4) that was created in partnership with Guelph Tourism Services and Waterloo Regional Tourism Marketing Corporation (WRTMC) to develop a strategy for attracting sports tourism business to the region. The RSTO employs a Sport Tourism Manager and is guided by the RSTO Steering Committee which includes representatives from the municipalities of Cambridge, Guelph, Kitchener, Waterloo, along with staff from WRTMC and RTO4. REPORT On February 10, 2016, members of the RSTO Steering Committee attended the official launch in Toronto of the bid process for the 2021 Canada Summer Games. The RSTO Steering Committee has undertaken preliminary investigation to assess the feasibility for a regional bid for 2021 Canada Summer Games and is seeking endorsement from the four partner municipalities to submit a Letter of Intent to enter into Phase I of the bid process. Phase I is the technical review requirement of the bid process. There is no financial impact to the municipalities in Phase I of the submission process. The submission deadline for the Letter of Intent is May 20, 2016. The Canada Games submission fee of $20,000, that must accompany the Letter of Intent, will be paid by the RSTO. Once the Letter of Intent is submitted, the RSTO will review the sport technical standards provided by the Canada Games Council. The review will provide comprehensive technical information, based on the games standards, for the potential regional facilities and venues. Any expenses incurred as part of the technical review will be covered by RSTO.
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The RSTO Steering Committee will also establish a bid committee to develop and define the process for municipal consultation and participation. The RSTO will submit the required technical review information to the Canada Games Council on June 30, 2016. This completes Phase I of the bid process. In September 2016, the Canada Games Council will announce the shortlist of communities that have been selected to proceed to Phase II. Should RSTO be shortlisted, staff will come back to Council with a full report, including financial implications. A resolution of Council would be required from each of the four municipalities for RSTO to enter into Phase II of the bid process. Determination of event venues has not been confirmed. The distribution of event locations throughout the partner communities will be based on the facilities, infrastructure and volunteer base that best position the RSTO to achieve a successful bid. CORPORATE STRATEGIC PLAN Innovation in Local Government 2.3 Ensure accountability, transparency and engagement DEPARTMENTAL CONSULTATION Culture, Tourism and Community Investment Parks and Recreation FINANCIAL IMPLICATIONS N/A COMMUNICATIONS N/A Report Authors Stacey Dunnigan Supervisor, Tourism Services and Farmers’ Market Ella Pauls Manager, Cultural Affairs and Tourism
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________________________ __________________________ Recommended By Approved By Colleen Clack Derrick Thomson General Manager Deputy CAO Culture, Tourism & Community Investment Public Services 519-822-1260 ext. 2588 519-822-1260 ext. 2665 [email protected] [email protected]
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TO Public Services Committee SERVICE AREA Public Services – Guelph Transit DATE April 4, 2016 SUBJECT Harvard Road Transit Service REPORT NUMBER PS-16-08
EXECUTIVE SUMMARY PURPOSE OF REPORT To provide a summary of Transit service options for Harvard Road as requested by a delegation of residents at the December 1, 2015 Public Services Committee meeting. KEY FINDINGS The routes operated along Harvard Road have been in operation since 2005 (Route 57 Harvard Express in 2005 and Route 6 Harvard/Ironwood in 2012). Prior to Route 6 becoming operational in 2012, Route 52 was operated along a portion of Harvard Road since 2005. The routes and bus stops along Harvard Road are used by many Guelph Transit passengers, including more than 600 passengers per weekday who enter or exit Guelph Transit buses at various bus stops along Harvard Road. The Route 57 Harvard Express is among the most used Guelph Transit routes in terms of passengers carried during peak periods. The Route 6 Harvard Road is also a popular route for ridership and carries an average of 300 passengers per hour of operation during the peak period. Staff have reviewed both routes and provided several options for the committee to review and provide a recommendation. Dependent on the option chosen by the committee, staff recommends that public consultation process be conducted throughout the trial in order to get feedback from residents, transit customers and other interested parties that may be impacted by changes to these routes. FINANCIAL IMPLICATIONS Will be dependent on the option chosen.
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ACTION REQUIRED To receive the report and decide on an option for a three semester (September 2016 to April 2017) trial and further public consultation in order to determine full impacts before making a permanent decision.
RECOMMENDATION
1. That Public Services Report # PS-16-08 “Harvard Road Transit Service” dated April 4, 2016 be received
2. That Option1: Reroute Route 57 to use Stone Road westbound instead of Harvard Road be chosen for a trial period of three semesters and further public consultation to occur
BACKGROUND On December 1, 2015, Public Services Committee passed a motion that the matter of transit routes as outlined on the summary slide of the presentation dated December 1, 2015 and entitled ‘Transit Buses on Harvard Road’ be referred to staff and that Harvard Road be investigated for possible traffic calming. The presentation requested the reduction/removal of buses from Harvard Road, suggesting that the buses use arterial roads rather than Harvard Road. Route 6 Harvard Road and Route 57 Harvard Express both travel on Harvard Road. Route 6 is a “regular” route and travels both eastbound and westbound along Harvard Road. As with all Guelph Transit regular routes, service hours are Monday to Saturday 5:45 a.m. to 12:15 a.m. and Sunday 9:15 a.m. to 6:45 p.m. Route 6 service is provided every 20 minutes during peak service times Monday to Friday, and every 30 minutes during the off-peak times and on the weekends. Route 57 is an “express” route and travels westbound only along Harvard Road. As with all Guelph Transit express routes, service hours are Monday to Friday 7:45 a.m. to 10:30 p.m. Route 57 service is provided every 20 minutes. Guelph Transit peak periods occur on weekdays from 7:00 a.m. to 9:40 a.m. and from 2:00 p.m. to 5:40 p.m. During peak periods, it can take multiple buses to operate a route, depending on the route length and service frequency. For example, it takes one bus to operate the Route 57, two buses to operate the Route 6. All routes are compared in Table 1 below in terms of daily peak-period passengers carried per buses in operation on each route. Guelph Transit is in the process of implementing the Trapeze system, which includes the use of automatic passenger counters (APCs). System-wide use of APCs
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on most buses ramped up in January 2016. The passenger data presented below in Tables 1 and 2 is derived from the APC data from January 2016. REPORT Harvard Road Route Performance The two routes that use Harvard Road, Routes 6 and 57, are used by many Guelph Transit passengers compared to other Guelph Transit routes. Table 1 shows the approximate daily peak-period passengers carried per buses in operation. Table 1: Route performance
Rank Route Daily peak-period passengers per buses in operation
1 58 Edinburgh Express 600 1 57 Harvard Express 600 1 50 Stone Road Express 600 4 1 College Edinburgh 500 4 56 Victoria Express 500 6 16 Southgate 400 7 13 Victoria Road Recreation Centre 350 8 7 Kortright Downey 300 8 15 University College 300 8 8 Stone Road Mall 300 8 20 Northwest Industrial 300 8 6 Harvard Ironwood 300 8 10 Imperial 300 14 11 Willow West 250 14 5 Gordon 250 14 14 Grange 250 17 12 General Hospital 200 17 2 West Loop 200 17 3 East Loop 200 17 9 Waterloo 200 21 4 York 150
Table 1 shows that Routes 50, 57 and 58 rank first and Route 6 ranks eighth out of 21 Guelph Transit routes, in terms of daily peak-period passengers carried per buses in operation. Harvard Road Bus Stop Performance Guelph Transit has more than 500 bus stops. The bus stops along Harvard Road are well used by transit passengers compared to other Guelph Transit bus stops. Table 2 shows the number of weekday passengers getting on or off Guelph Transit buses at each Harvard Road bus stop and the rank of the bus stop compared to other Guelph Transit bus stops.
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Table 2: Bus stop performance
Bus stop name Weekday passengers on & off Rank
Harvard Road at Youngman Drive Eastbound 127 104 Westbound 287 33
Harvard Road at Princeton Place Eastbound 4 492 Westbound 23 366
Harvard Road at Rickson Avenue Eastbound 43 256
Harvard Road at Harrow Court Eastbound 50 230 Westbound 109 125
Total 643 Table 2 shows that the bus stop on Harvard Road at Youngman Drive westbound ranks 33 (in the top 10 per cent) and the bus stop on Harvard Road at Harrow Court westbound ranks 125 (in the top 25 per cent) out of more than 500 Guelph Transit bus stops. The bus stops on Harvard Road at Harrow Court serve the Campus Estates Plaza, including the No Frills grocery store. Some residents of Harvard Road have suggested that the transit passengers using the bus stops on Harvard Road could instead walk out to other existing bus stops on Gordon Street, Edinburgh Road or Stone Road. By their current actions, it is apparent that more than 600 passengers per weekday prefer to use the bus stops on Harvard Road. Options for Consideration Staff has reviewed both routes and have determined that the Route 6 Harvard/ Ironwood should remain on its current routing. For the Route 57, a large number of the westbound passengers get on the bus at the University Centre and off on Ironwood Road west of Edinburgh Road. Some residents of Harvard Road have requested that the Route 57 be diverted from Harvard Road to use arterial roads instead. Staff considered and tested alternate routes for the Route 57, as follows: Option 1: Reroute the Route 57 to use Stone Road westbound instead of Harvard Road and run the loop counter-clockwise. Impact: This would require the bus to make an eastbound left turn out of Ironwood Road onto Edinburgh Road. It is anticipated that this left turn also would result in significant delays. There is usually a long eastbound queue during peak periods, with additional delay caused by schoolchildren from Jean Little and Fred A. Hamilton schools crossing during the hours of 8:15 to 8:50 a.m. and 3:10 to 3:45 p.m. This intersection requires two crossing guards and has been identified as having conflicts with vehicles, crossing guards and pedestrians. Transit and Traffic staff will review signal timing at this location to help alleviate the queuing issue.
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Option 2: Reroute the Route 57 to use Stone Road westbound instead of Harvard Road. Impact: When there is an eastbound car waiting at the stop bar on Ironwood Road at Edinburgh Road, it can be impossible for a bus to make a right turn from Edinburgh Road southbound onto Ironwood Road westbound because of the narrowness of the intersection. This is expected to result in significant delays because observations are that there is usually a long eastbound queue during peak periods, particularly during inclement weather when more parents drive their children to school. If there is an eastbound queue, a southbound bus may be unable to proceed until the queue clears. Option 3: Restripe the pavement markings including the stop bar and centreline on Ironwood Road approaching Edinburgh Road, to give the bus more room to turn. Impact: Signs and markings are often ineffective in deterring drivers from driving in the way that they feel comfortable driving. Given the long eastbound queues that develop at this intersection, combined with drivers squeezing by the left-turn queue to go through or turn right, it is anticipated that the left-turn queue would continue to start right at the crosswalk. Option 4: Reroute the Route 57 to approach or depart Ironwood Road from the south. Impact: This would require an additional bus with additional capital and operating costs because it would make the route longer. The capital cost for an additional new bus is more than $500,000, operating costs would need to be determined if this is the chosen option. The longer route would also inconvenience passengers because their travels would be longer. Option 5: Combine Routes 57 Harvard Express and 58 Edinburgh Express to provide a route that is longer but runs at a peak and off-peak 15-minute frequency. Impact: The new route would serve all of the highest-demand bus stops on the routes but would remove travel by the existing Route 57 from Harvard Road. It is anticipated that the combined route 57/58 would have passenger overloads because the bus would likely fill up at the start of the route. Option 6: Cancel the Route 57. Impact: This would leave the stops on Ironwood Road between Scottsdale Drive and Edinburgh Road with no transit service. No other route covers these stops. It is estimated that these two Ironwood Road stops serve more than 500 passengers getting on and off each weekday. Option 7: Leave the Route 57 on Harvard Road. Impact: The same as the service currently provided, which is not the outcome some residents want.
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Summary The routes and bus stops along Harvard Road are used by many Guelph Transit passengers, including more than 600 passengers per weekday who get on or off Guelph Transit buses at bus stops on Harvard Road. The Route 57 Harvard Express is among the top Guelph Transit routes in terms of passengers carried during peak periods. The bus stop on Harvard Road at Youngman Drive westbound is among the top 10 per cent of Guelph Transit bus stops. Alternative routings for the Route 57 are anticipated to result in transit delays, passenger overloads, inconvenience to passengers and/or capital and operating cost increases. Dependent on the option chosen by the Public Services Committee, it is recommended that staff be directed to undertake public consultation in order to provide the opportunity for input to transit passengers, Harvard Road businesses and all residents in the Harvard Road area.
CORPORATE STRATEGIC PLAN Innovation in Local Government 2.1 Build an adaptive environment, for government innovation to ensure fiscal
and service sustainability 2.2 Deliver Public Service better City Building 3.2 Be economically viable, resilient, diverse and attractive for business DEPARTMENTAL CONSULTATION Guelph Transit Traffic/Engineering FINANCIAL IMPLICATIONS None at this time COMMUNICATIONS Once approved by Committee the appropriate communications will be posted and provided to the public and University along with a public consultation to be conducted throughout the trial. ATTACHMENTS None
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Report Author Phil Meagher General Manager, Guelph Transit Public Services
__________________________ __________________________ Approved By Recommended By Phil Meagher Derrick Thomson General Manager, Guelph Transit Deputy CAO Public Services Public Services 519-822-1260 ext. 3321 519-822-1260 ext. 2665 [email protected] [email protected]
