2019 Pride Festival Proposals Page 1 of 18

Kingston Pride Inc. – 2019 Pride Festival Proposals

Table of Contents Assessment ................................................................................................................... 2

Festival Director Proposal ............................................................................................ 3

Proposal ...................................................................................................................... 3

Festival Director Terms of Reference and Posting Details .......................................... 3

General Responsibilities: ............................................................................................. 3

Desired Professional Qualifications: ............................................................................ 4

Actual Job Responsibilities: ......................................................................................... 5

Recommendation:........................................................................................................ 5

Considerations: ............................................................................................................ 5

Funding Model: ............................................................................................................ 6

Amplifying Information: ................................................................................................ 6

Copy of email from Doug Kerr (Pride Canada) August 25, 2018 ............................. 6

Telecon Highlights: Charles MacDougall, Executive Director Moncton, NB 30 Aug

18 ............................................................................................................................. 7

Employee Hiring Process ............................................................................................ 8

HR payroll process ...................................................................................................... 8

Payroll deductions: CPP, EI and income tax ............................................................ 8

How to calculate payroll deductions ......................................................................... 9

Employee benefits and taxation ............................................................................... 9

Getting ready to set up our payroll ......................................................................... 10

Frequency of payroll ............................................................................................... 10

Payroll scheduling options ..................................................................................... 10

Processing of payroll .............................................................................................. 10

Employee data required to process payroll ............................................................ 11

Parade Route and Fair Venue Proposals .................................................................. 13

Background ............................................................................................................... 13

Proposals ................................................................................................................... 13

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Fair Venue ............................................................................................................. 13

Parade Route ......................................................................................................... 13

Comparison: .............................................................................................................. 14

Fair Venue ............................................................................................................. 14

Parade Route ......................................................................................................... 16

Attachments: ............................................................................................................... 18

Useful Links/References ............................................................................................. 18

Assessment Based on current climates within Canada and nationwide initiatives at all levels of

government, Kingston Pride Inc., much like most Pride organizations across the country

is experiencing, has the potential for, a sustained period of growth and expansion. To

this end, the following document intends to articulate necessary aspects of expansion,

and proposal for employment of staff in advance of Kingston Pride Inc. Annual Pride

Festival for Kingston and the Islands 2019.

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Festival Director Proposal

Proposal To hire a Festival Director to oversee the 2019 Kingston Pride Festival. The term of

employment will be up to but not greater than 6 months.

Festival Director Terms of Reference and Posting Details The Festival Director is the key management leader of Kingston Pride Inc. The Festival

Director is responsible for overseeing the administration, programs and planning of the

festival. Other key duties include fundraising, marketing, and community outreach. The

position reports directly to the Board of Directors.

General Responsibilities: 1) Board Governance: Works with board in order to fulfill the organization mission.

Responsible for leading Kingston Pride Inc. in a manner that supports and guides

the organization’s mission as defined by the Board of Directors.

Responsible for communicating effectively with the Board and providing, in a

timely and accurate manner, all information necessary for the Board to function

properly and to make informed decisions.

2) Financial Performance and Viability: Develops resources sufficient to ensure the

financial health of the organization.

Responsible for the fiscal integrity of Kingston Pride Inc., to include submission to

the Board of a proposed annual budget and monthly financial statements, which

accurately reflect the financial condition of the organization.

Responsible for fiscal management that generally anticipates operating within the

approved budget, ensures maximum resource utilization, and maintenance of the

organization in a positive financial position.

Responsible for fundraising and developing other resources necessary to support

Kingston Pride Inc.’s mission.

3) Organization Mission and Strategy: Works with board and staff to ensure that the

mission is fulfilled through events and programs, strategic planning and community

outreach.

Responsible for contributing to the implementation of Kingston Pride Inc.’s

programs that carry out the organization’s mission.

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Responsible for contributing to strategic planning to ensure that Kingston Pride

Inc. can successfully fulfill its Mission into the future.

Responsible for the enhancement of Kingston Pride Inc.’s image by being active

and visible in the community and by working closely with other professional, civic

and private organizations.

4) Organization Operations: Oversees and implements appropriate resources to

ensure the operations of the organization are appropriate.

Responsible for effective administration of Kingston Pride Inc.`s operations.

Responsible for assisting in recruitment and training of willing, competent,

qualified volunteers.

With Board approval on a case by case basis, responsible for signing all notes,

agreements, and other instruments made and entered into and on behalf of the

organization.

Desired Professional Qualifications: A bachelor’s degree

Transparent and high integrity leadership

Five or more years senior nonprofit management experience

Solid, hands-on, budget management skills, including budget preparation,

analysis, decision-making and reporting

Strong organizational abilities including planning, delegating, program

development and task facilitation

Ability to convey a vision of Kingston Pride Inc.’s strategic future to board,

volunteers and donors

Knowledge of fundraising strategies and donor relations unique to nonprofit

sector

Skills to collaborate with and motivate board members and other volunteers

Strong written and oral communication skills

Ability to interface and engage diverse volunteer and donor groups

Demonstrated ability to oversee and collaborate with volunteers

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Strong public speaking ability

Experience with conflict resolution and teambuilding

Actual Job Responsibilities: 1. Planning and operation of annual budget (in collaboration with Treasurer).

2. Establishing employment and administrative policies and procedures for all

functions and for the day-to-day operation of the nonprofit.

3. Serving as Kingston Pride Inc.’s available spokesperson to the organization’s

membership, the media and the general public, referring as appropriate to the

board

4. Establish and maintain relationships with various organizations throughout

Kingston and the Islands and utilize those relationships to strategically enhance

Kingston Pride Inc.’s Mission.

5. Report to and work closely with the Board to seek their involvement in policy

decisions, fundraising and to increase the overall visibility of Kingston Pride Inc.

throughout Kingston and the Islands.

6. Supervise, collaborate with organization volunteers.

7. Strategic planning and implementation.

8. Oversee organization Board and committee meetings.

9. Oversee marketing and other communications efforts.

10. Review and approve contracts for services.

11. Other duties as assigned by the Board.

Recommendation: Salary be set at $37,000.00 annually (based on 37 ½ hrs/wk)(Statutory Holidays

off, 5 days’ vacation per annum)

Considerations: Based on formulas cost to Kingston Pride Inc. is approximately $52,000.00 or

$1080.00/wk

Annual review of salary, commensurate with fundraising ability and state of

accounts

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Employment commence January 15, 2019 (may commence earlier if funding

approved/received)

Estimate we need to identify 1/4 of annual salary prior to commencement of

employment with caveat to Director that continued employment contingent on

fundraising achieved with clear time gates e.g., commence employment January

15, 2019, must raise approx. $18,000.00 in first quarter

Based on research with WSIB, it is likely Kingston Pride Inc. would be assessed

as an Optional employer vice Compulsory, notwithstanding if compulsory rate

would be between 2.1 and 2.4% of salary (up to.$1250.00/yr)

Funding Model: Initial funding provided from current funds available, City of Kingston, Federal

Government, Corporate Sponsorship

See attached letter to MP Mark Gerretsen and His Worship, Bryan Paterson,

Mayor

Amplifying Information:

Copy of email from Doug Kerr (Pride Canada) August 25, 2018 Hi Robert:

This email is to introduce you to a few other Canadian Prides who have made the leap

from all volunteer to staff models in recent years: Moncton River of Pride/Rivère de

Fierté, Edmonton Pride, Calgary Pride and Halifax Pride are the three fairly recent ones.

I've cc-ed to Charles, the new staff (but longtime volunteer) at Moncton River of

Pride/Rivière de Fierté, Adam Reid, ED of Halifax Pride, Angela Bennett ED of

Edmonton Pride, and Parker Chapple, ED of Calgary Pride and their Board Chair,

Jason Kingsley. (Charles, Adam, Angela, Parker and Jason: Robert Tucker is from the

Board of Kingston Pride in Ontario and they are looking to move to a staffed model -

and at some point, it would be great if you could provide your thoughts and experiences

if you have any time around this.)

It's Pride Week in both Moncton and Calgary, so they likely are very busy right now, but

I'd follow-up in early Sept. with them.

I can also provide some thoughts and advice as you move through this and hopefully

we'll see you or your colleagues at the national Fierté Canada Pride conference in

Ottawa in February where I am sure this will be a topic of conversation as several

Prides are moving to staff models. - Doug

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Telecon Highlights: Charles MacDougall, Executive Director Moncton,

NB 30 Aug 18

Charles is an interim “Project Director”, hired by Moncton Pride in April of 2018

for a six month term. His employment is contingent on his performance and

fundraising in that period

Position once funding confirmed is intended to be full-time, with appropriate

competition (As incumbent he is likely candidate). The full-time position will be

titled “Executive Director”

His employment at the very start was focused to secure funding for his position, it

was the number one priority, essentially he was tasked by the board to “Write

and Fund His Own Job”

Typical work week is 35+ hours in off season, 40-50 as season picks up, in

excess of 70 during event month – Compensation is set at $18.00/hr – with

compensatory time off as required and agreed between employee and employer

Funding is/was received by Provincial Government under two grants (Youth

Employment, One Job Pledge)

Used a “Go Fund Me” page to raise funds

Moved to Staff Model to achieve growth

Volunteer Burnout, lack of commitment etc. were major factors in decision

process

Board is functioning better as a “Strategic” Board vice in the weeds

Legitimacy of the organization is greatest benefit realized since start

Hi Robert!

Thank you for yesterday's phone call. Here are the two programs from the

Government of New Brunswick that I was talking about:

Youth Employment Fund (what I am currently under, for a duration of six months)

- https://www2.gnb.ca/content/gnb/en/services/services_renderer.201375.Youth_

Employment_Fund.html

One Job Pledge (what I am hoping to transition into)

- https://www2.gnb.ca/content/gnb/en/services/services_renderer.201311.Wage_

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Incentive_-_One-Job_Pledge_.html

I currently earn $18 an hour for a six-month contract as Project Coordinator. This

will be reviewed when we review a one-year contract as an Executive Director.

If you have any questions, don't hesitate to let me know.

Good luck!

Employee Hiring Process When a business hires individuals and pays them salary, bonuses or commissions and

provides employee benefits, we become an employer and assume specific

responsibilities.

HR payroll process When we hire our first employee, we will need to register for a payroll account. We also

need to have all employees complete both the federal and provincial copies of form

TD1. These forms should be completed annually before the end of the first pay period.

They allow us to set the appropriate tax-deduction rates for employees considering any

deductions they are allowed, such as those for small children, study, or the care of a

disabled person living with them.

Payroll deductions: CPP, EI and income tax We have an obligation to deduct Canada Pension Plan contributions (CPP),

Employment Insurance premiums (EI) and income tax from remuneration paid in each

pay period. We will need to remit these deductions along with the employer’s share of

CPP (equal to the amount withheld from the employee) and EI (1.4 times the amount

withheld). These deductions must be remitted to the Canada Revenue Agency (CRA)

on a regular basis.

The CRA will assess a penalty if we as the employer:

Fails to deduct the required amounts

Deduct the amount but do not remit it

Remit the amount after the due date (interest will be applied from the date the

payment was due)

We also have the responsibility to report employees’ income and deductions on the

appropriate payroll forms, T4 and T4A, which are due by the last day of February. We

also are obliged to complete and issue an ROE (Record of Employment) within five

days of when the employee stops working for Kingston Pride Inc.

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How to calculate payroll deductions Payroll deductions can be calculated using CRA’s online payroll calculator. Many

bookkeeping software programs also have a built-in feature for payroll deductions.

These modules calculate the deductions and post the transaction directly to the

appropriate payroll expense and liability accounts.

Many employers, as they grow, choose to use an outside payroll provider (such as

ADP, Payweb or Ceridian). We will still need to provide the payroll company with the

details for each pay period (such as biweekly salary, hours worked or hourly rate). This

can be done online or over the phone. However, many of the functions surrounding

payroll deductions can then be left to the payroll company. The payroll provider will

calculate and remit the payroll deductions to the CRA and pay the employees on the

employer’s behalf. They will also issue all payroll forms such as T4, T4A and ROE.

Most payroll providers charge a one-time set-up fee and then a payroll service fee

(usually per employee) for each payroll run.

Workplace Safety and Insurance Board (WSIB)

We likely need to be registered with the WSIB within 10 days of hiring our first

employee. Based on our industry and the amount of compensation being paid, the

WSIB will assess the applicable rate, and whether we are required to report and remit

payments monthly or quarterly.

Employer Health Tax (EHT)

The Employer Health Tax (EHT) is an Ontario-based tax applicable to all businesses

operating in Ontario. There is an annual exemption on the first $450,000* in salaries.

(This, in effect, means that businesses with annual payroll of less than $450,000 do not

need to pay EHT).

Employee benefits and taxation When considering different types of employee benefits as part of an employee’s

compensation package, it is important to consider how these benefits are taxed. Some

types of employee benefits are taxable to the employee, which decreases the incentive

to offer the benefit as opposed to a slightly higher salary. Other employee benefits are

not tax deductible for the business, which increases the cost of the benefit to the

company.

The best scenario is an employee benefit that is not taxable to the employee, but is tax

deductible for the business, such as a group disability and health care plan. The worst

option is a benefit which is taxable to the employee, but not (or only partially) tax

deductible to the employer.

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Getting ready to set up our payroll Before setting up payroll in Ontario, we need to register with the necessary government

agencies. We will need to:

Obtain or update our business number (BN) from Canada Revenue Agency

(CRA) in order to remit statutory deductions such as income tax, employment

insurance and Canada Pension Plan (CPP). When we register for your BN, we

can select the services we need, including a “payroll account.”

Register with the Ontario Ministry of Finance to remit Employer Health Tax.

Costs range from 0.98% of payroll to 1.98% of payroll, depending on the size of

your payroll budget. (NOT REQUIRED)

Register with the Ontario Workplace Safety and Insurance Board. This

registration is required within 10 days of hiring our first employee. Requirements

and premiums vary, depending on our industry and work environment.

Frequency of payroll Determine how often we will pay employees, maintaining a consistent schedule. In

professional environments, the most common payroll frequency is biweekly (that is,

every two weeks), but we may consider our business and cash-flow cycles to make sure

our plan is manageable. We will need to decide if employees will be paid to date, or a

week in arrears.

Payroll scheduling options Payroll scheduling options include:

Weekly: This schedule is common in very small enterprises with many short-

term, hourly employees

Biweekly: This practice is most common in knowledge-based, professional

environments. The schedule is consistent and easier to administer than monthly

or semi-monthly payrolls, especially if staff are paid hourly

Semi-monthly: This schedule is usually set for the fifteenth day and the last day

of the month. This method can work for salaried employees. However, it is

cumbersome to manage for hourly employees, as hours will vary based on the

number of workdays in a given month. The room for error is significant

Monthly: Rarely used, this timeframe may sometimes be used for more senior

employees in a company, or for commissioned salespeople, where performance

is calculated monthly

Processing of payroll

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Payroll can be processed in-house, or by a third-party payroll provider. There are

reputable payroll providers with automated services to facilitate the process.

In-house payroll

Processing payroll is an important accounting process and should be managed by a

properly trained individual. In smaller organizations, payroll is often managed by the

CFO or a part-time accountant.

Employees need to be paid accurately and on time, and remittances must be submitted

properly. Record keeping is critical to produce year-end tax documents and Records of

Employment (ROEs). This process is manageable for a small group of staff, but

becomes more cumbersome as an organization grows.

Third-party payroll processing

A number of automated payroll services are available in Canada today. The most

popular are ADP and Ceridian.

Costs vary based on the size and complexity of your payroll and the services required.

The employer is responsible to submit accurate information to the service provider to

ensure timely and accurate payroll processing.

Startups in particular can benefit from the provider’s processes, expertise and guidance.

Their systems will also produce statistics, payroll journals, T4s, year-end reports and

ROEs as needed.

Employee data required to process payroll Your accountant or third-party provider will advise on the specific data you will need to

process payroll. The information below highlights what details will be expected.

Full name—matching the account where pay will be deposited

Current address

Social insurance number (SIN)

Date of birth

Date of hire

Amounts to be paid, including wages, salaries and bonuses

Pay type (salaried or hourly)—if paid hourly, the number of hours of work per pay

period will be required

Required deductions

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If you are using a third-party provider, or if you offer benefits and/or direct deposit, you

may also need to provide the following, as applicable:

Benefit eligibility date

Type of employee (for example, full-time or part-time)

Charity deductions

Registered retirement savings plans (RRSP) deductions

Pension deductions

Internal department names and codes

Employee number

Preferred language of communication

Gender

Home phone number

Province of residence (for tax purposes—employees are taxed based on their

home address, not where they work)

Banking information for direct deposit

Vacation accrual per pay period

Vacation allowable overdraw or carryover

Standby pay

Reduction of tax at source

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Parade Route and Fair Venue Proposals

Background Currently our festival is held in McBurney Park with the parade route commencing and

ending at the park, down Princess St. and returning via Brock St. This venue and route

have proven effective and without question support a very local flavored Festival.

Unfortunately under this current model, Kingston Pride Inc. is not sufficiently benefitting

from engagement and involvement effectively with the downtown business and resultant

tourism that is a vital component of Kingston’s Economy. In order to fully realize a

positive impact to Kingston’s economy and increase tourism to or region and thereby

grow our business, the attached venue and parade route changes are recommended for

the 2019 Festival.

Proposals

Fair Venue To change the Kingston Pride Fair location from McBurney Park to Confederation Park

in front of City Hall on Ontario Street for the 2019 Kingston Pride Festival.

Parade Route To change the parade route from Alfred and Princess Streets, down Princess Street,

right onto Ontario Street. The parade will muster/be staged on Mack Street beside

Victoria Park. The parade will disband/disembark on Ontario Street up to the

intersection of Brock Street.

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Comparison:

Fair Venue

Usable space is fairly close to the same between venues; however with potential

growth in successive years expansion directly onto Ontario St. and into Springer

Square is possible; McBurney Park does not provide this option;

Figure 1: Existing Pride Fair location

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Figure 2: Proposed Pride Fair location

Figure 3: Proposed Overflow for Proposed Pride Fair location

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Confederation Basin, given proximity will undoubtedly legitimize and garner

greater respect, support, and participation from business, community at large as

well as City Council and local politicians

Venue is closer to business that will create synergy opportunities, particularly

those venues that host other complimentary events throughout the Pride Festival;

Confederation basin has a performance stage area already embedded within its

grounds;

Change in venue will provide necessary backbone elements required to submit

bid for National Pride AGM within next few years.

Parade Route

New parade route is shorter but strategically would have greater impact as it is

not duplicating, backtracking or transiting less frequented Brock St.;

Figure 4: Existing Parade Route

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Figure 5: Proposed Parade Route

Staging area available is scalable to size of parade participants and more easily

managed;

Disbandment is more easily accomplished, allowing more seamless entrance into

the fair upon completion;

New parade route proceeds in front of City Hall verses behind/beside and

provides great venue for Parade Marshall Review Stand in appropriate and

prominent location;

New parade route can be expanded to start further west/up Princess Street as

necessary in successive years and if deemed appropriate based on spectator

turnout (this is a flexibility that currently does not exist);

2019 Pride Festival Proposals Page 18 of 18

Attachments: Parade/Venue maps and comparisons

Useful Links/References https://www.goodwork.ca/hiring-an-executive-director

https://morancompany.com/hiring-a-nonprofit-executive-director-first-steps-for-board/

https://yscouts.com/when-to-hire-an-executive-director/

https://yscouts.com/what-to-pay-an-executive-director/